research topics in food and beverage management

Food and Beverage (F&B) Management

• Tourism, Hospitality and Events Research and Enterprise Group
• School of Business and Law

Research output : Chapter in Book/Conference proceeding with ISSN or ISBN › Chapter › peer-review

• restaurant management
• Hospitality

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• 10.4337/9781800377486
• https://www.elgaronline.com/view/nlm-book/9781800377479/b-9781800377479-Contents.xml

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• beverage Earth & Environmental Sciences 100%
• Food and Beverage Business & Economics 97%
• food Earth & Environmental Sciences 56%
• Drinks Business & Economics 27%
• Quality Management Business & Economics 19%
• Service Control Business & Economics 17%
• Food Business & Economics 17%
• Cruise Ship Business & Economics 17%

T1 - Food and Beverage (F&B) Management

AU - Pantelidis, Ioannis S.

PY - 2022/7/28

Y1 - 2022/7/28

N2 - Food and beverage (F&B) Management describes the sub-segments of the hospitality industry that are involved in the provision of food and drink away from home. F&B management encompasses an incredibly diverse range of strategies and operations by an entire business ecosystem that includes all stakeholders that produce, distribute, store, process, cook, serve and spare food and drink. This ecosystem involves several sectors such as agriculture, logistics, storage, manufacturing, catering, and waste management. It incorporates complex problem solving, innovation and creativity. We can utilise a simple input-output model to analyse the functions of F&B management in hospitality as illustrated in Figure 1. From developing a concept to the management of employees, production, service, control, purchasing and storing, marketing and quality management each F&B function is a link in the chain of this tourism and hospitality sector. F&B management occurs in a multitude of operations such as accommodation providers such as city and resort hotels, restaurants, pubs, bars and nightclubs, catering companies and event operators. Catering F&B operations also cater to businesses, educational establishments such as schools and Universities, airlines, cruise ships and rail companies. Organisations such as hospitals and health care establishments, the armed services and prisons also include F&B operations and the list is not exhausted (Davis et al, 2018).

AB - Food and beverage (F&B) Management describes the sub-segments of the hospitality industry that are involved in the provision of food and drink away from home. F&B management encompasses an incredibly diverse range of strategies and operations by an entire business ecosystem that includes all stakeholders that produce, distribute, store, process, cook, serve and spare food and drink. This ecosystem involves several sectors such as agriculture, logistics, storage, manufacturing, catering, and waste management. It incorporates complex problem solving, innovation and creativity. We can utilise a simple input-output model to analyse the functions of F&B management in hospitality as illustrated in Figure 1. From developing a concept to the management of employees, production, service, control, purchasing and storing, marketing and quality management each F&B function is a link in the chain of this tourism and hospitality sector. F&B management occurs in a multitude of operations such as accommodation providers such as city and resort hotels, restaurants, pubs, bars and nightclubs, catering companies and event operators. Catering F&B operations also cater to businesses, educational establishments such as schools and Universities, airlines, cruise ships and rail companies. Organisations such as hospitals and health care establishments, the armed services and prisons also include F&B operations and the list is not exhausted (Davis et al, 2018).

KW - Beverages

KW - restaurant management

KW - hotels

KW - travel

KW - culinary

KW - Management

KW - Hospitality

U2 - 10.4337/9781800377486

DO - 10.4337/9781800377486

M3 - Chapter

SN - 9781800377479

BT - Encyclopedia of tourism management and marketing

A2 - Buhalis, Dimitrios

PB - Edward Elgar Publishing Ltd

A case study on strategies to deal with the impacts of COVID-19 pandemic in the food and beverage industry

• Published: 30 September 2020
• Volume 15 , pages 166–178, ( 2022 )

Cite this article

• Md. Tarek Chowdhury 1 ,
• Aditi Sarkar 2 ,
• Sanjoy Kumar Paul   ORCID: orcid.org/0000-0001-9523-179X 3 &
• Md. Abdul Moktadir 4  

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This research investigates the impacts of the novel coronavirus disease, also referred to as COVID-19 pandemic, on the food and beverage industry. It examines both short-term and medium-to-long-term impacts of the pandemic and outlines strategies to reduce the potential consequences of those impacts. To this end, we use a qualitative, multiple-case-study methodology, collecting data from eight sample companies with fourteen respondents in the food and beverage industry in Bangladesh. The findings show that the short-term impacts of this pandemic, such as product expiry, shortage of working capital, and limited operations of distributors, are severe, while the medium-to-long-term impacts promise to be complex and uncertain. In the longer term, various performance metrics, such as return on investment by the firms, the contribution of the firms to the gross domestic product (GDP), and employee size, are all expected to decrease. Moreover, firms may need to restructure their supply chain and build relationships with new distributors and trade partners. The study proposes several strategies that managers in this sector can adopt to improve resiliency in the changing environment during and after the COVID-19 era. While this research is novel and contributes to both theory and practice, it does not consider small and medium-sized companies in the food and beverage industry. Therefore, the impacts and strategies we identify may not apply to smaller companies.

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1 Introduction

The novel coronavirus disease, also referred to as COVID-19, was first identified in December 2019 in the city of Wuhan, which is in the Hubei province of China. Within a short time, the COVID-19 epidemic spread throughout the globe, becoming a true pandemic that has severely affected almost every country. The COVID-19 pandemic has a direct impact on public health (Paul & Chowdhury 2020a ). As of September 6, 2020, COVID-19 had resulted in more than 26.9 million infections and more than 881 thousand deaths (Worldometers 2020 ). Along with its impact on public health, the pandemic has also impacted the operations of supply chains, sustainable economic growth, and the environmental performance of supply chains (Chowdhury & Paul, 2020 ; Khan et al., 2019 ; Suhi et al. 2019 ; Paul et al. 2019a ; Khan et al., 2020 ; Moktadir et al. 2020 ).

The COVID-19 pandemic has also had significant economic consequences globally. In particular, the world economy faces a negative supply stock because of the pandemic, which has forced factories to keep shutting down, thereby disrupting the global network of supply chains. The Organization for Economic Co-operation and Development (OECR, 2020 ) has predicted the most substantial downward growth in South Korea, Australia, and Japan. More generally, because of COVID-19, people have been advised to maintain “social distancing” with severe effects on the business of tourism and travel-related industries. For example, the International Air Transport Association estimates that the pandemic has cost global air carriers between $63 billion and $113 billion in revenue in 2020 alone (Segal & Gerstel 2020 ). Many other industries, such as tourism and hospitality, food processing, education, fashion and apparel, leather, and other retail sectors, have all been affected significantly by COVID-19 pandemic.

Among the many industries impacted by the pandemic, the food and beverage industry is unique, fulfilling some of the most basic needs of humankind. This industry is one of the fast-growing industries in the world. In the European Union (EU), agriculture and the industrial sectors responsible for the production of food, beverages, and tobacco deliver 75% of the bio-economy turnover, and they account for 80% of the employment in the overall EU bio-economy (Klitkou & Bolwig, 2019 ). In India, the food industry accounts for over 40% of India’s Consumer Packaged Goods (CPG) industry, and continues to grow at record levels (Ministry of Food Processing Industries of India, 2017 ). In line with the growth of the food and beverage industry globally, the food-processing growth rate in Bangladesh, which is the context of the current study, was 6.1% in 2010, while just five years later, in 2015, the growth rate was 12.5%. The total number of people employed in this sector is 1.3 million, making up 10.27% of the total number of people employed across all industries (Nath 2012 ). In short, the food and beverage industry plays a vital role in the national and international economy including Bangladesh. Like other industries, the food and beverage industry has been hit hard by impacts from the COVID-19 pandemic, which has caused enormous losses in many sectors of the global economy. It is thus all the more crucial to explore the impacts of COVID-19 pandemic on the industry and to consider potential strategies for dealing with those impacts.

There are several strands of research on business disruption and its management in the context of the food and beverage industry (Bruzzone et al. 2013 ; Sharma & Singhal 2018 ). Some of the latest studies have investigated the impacts of COVID-19 pandemic on the food supply chain, but they have not considered strategies to overcome the negative impacts of the pandemic. For example, Deaton and Deaton ( 2020 ) investigated the effects of COVID-19 pandemic on food security in the context of Canada’s agricultural system. Hobbs ( 2020 ) assessed the impacts of the pandemic on food supply chain resilience while also discussing the demand-side shocks caused by panic buying and consumption patterns in Canada. However, to the best of our knowledge, no research has yet explored the impacts of COVID-19 pandemic on the food and beverage industry in the context of an emerging economy. Therefore, this research contributes to the emerging economy by investigating the case of the food and beverage industry which is one of the fastest-growing industries in Bangladesh.

Further, nor have researchers examined strategies for overcoming those impacts and thereby improving resiliency in such contexts. To fill these gaps in the literature, the present study establishes the following research questions.

RQ1: What are the potential impacts of COVID-19 pandemic on the food and beverage industry during and after the pandemic?

RQ2: What are some potential strategies for dealing with the impacts of COVID-19 pandemic and for improving resilience in this sector?

RQ3: Which specific strategies are effective in addressing which particular impacts?

To answer these research questions, the present study investigates the short-term as well as the medium-to-long-term impacts of the COVID-19 pandemic, and considers what strategies management should take to reduce these impacts and to improve resiliency within what is a rapidly changing environment. This study undertakes a case-study based qualitative approach to investigate the impacts of the COVID-19 pandemic. In this study, a qualitative research technique used as it works efficiently where the numerical data is not available as well as the research questions are exploratory in nature. Also, it helps to narrow down a vast research field into one easily researchable topic.

This paper is organized as follows. Section 2 presents a review of the research conducted on supply chain disruption and supply chain disruption management, particularly in the context of epidemics and pandemics. The research methodology is described in Section 3. Section 4 discusses the main findings of the study. Managerial implications are discussed in Section 5. Finally, Section 6 concludes the paper with a discussion of the study’s limitations and future research directions.

2 Literature review

This section reviews the extant literature on supply chain disruption to report the current state of knowledge about disruption management in the food and beverage industry, particularly in the context of epidemics or pandemics.

2.1 Risk and disruption management

In business and organizational research, risk is generally defined in terms of negative variations from the expected outcomes (Miller 1992 ). This means that only the incidents that have negative impacts on the outcome of the organization’s operations are considered as a risk (Chen, Sohal & Prajogo 2013 ; Guertler & Spinler 2015 ). Disruption, meanwhile, is a particular type of risk that involves catastrophic events (Chen et al. 2019 ; Meena & Sarmah 2014 ; Scholten et al. 2014 ; Paul et al. 2019b  and c ). Disruption risk can impact the sustainability of the supply chain (Moktadir et al. 2018 ).

Disruptions, in this sense, have been investigated from two main perspectives in the literature. The first perspective focuses on the geographical location of the disruption. More specifically, two types of disruption scenarios based on location have been explored: local disruptions and local plus global disruptions (Sawik 2011 ; Paul et al. 2016 ; Paul et al. 2017 ). In the case of local disruption, the events at issue involve a single factory or supplier, such as a fire or the breakdown of machinery at a specific plant. On the other hand, for the scenarios that entail both local and global disruptions, all or some of the supply chain partners across the globe are simultaneously impacted (Ritchie & Brindley 2000 ; Ivanov 2020a ; Manuj & Mentzer 2008 ; Zhao et al. 2013 ). The other main perspective on disruption considers the functions of the supply chains that are affected. In this connection, research has considered supply-side disruption (Pal et al. 2014 ; Gülpnar et al. 2014 ; Ray & Jenamani 2013 ; Wang & Yu 2020 ), production disruption (Paul et al. 2019b ; Bao et al. 2020 ), transportation and distribution disruption (Chaghooshi & Moein 2014 ; Wilson 2007 ; Hishamuddin et al. 2015 ), demand-side disruption (Paul et al. 2014a and b ; Kirchoff et al. 2011 ; Ray & Jenamani 2016 ), and the combination of two or more the previously listed types of disruption. This perspective focuses on how a disruption in a particular function of a supply chain can imbalance the entire supply chain network, due to the ripple effect it creates (Kim et al. 2014 ; Dolgui et al. 2020 ; Das et al. 2019 ; Ivanov et al. 2019 ; Pavlov et al. 2019 ).

To overcome a company’s vulnerability to disruptions, it is imperative to formulate and implement strategies for managing disruption (Park et al. 2016 ; Paul and Rahman 2018 ; Paul et al. 2018 ). Several such strategies have already been recommended and tested in the literature. For example, inventory stockpiling, diversification of supplies and suppliers, and creating back-up suppliers have been suggested as ways of managing disruption risk (Tomlin & Wang 2009 ). Moreover, strategies such as emergency sourcing (Huang et al. 2018 ; He et al. 2015 ), buffer inventory (Darom et al. 2018 ; Paul et al. 2015a , 2015b ), and reserve capacity (Paul et al. 2014a , 2014b ; Hishamuddin et al. 2013 ), as well as collaborative strategies such as on-time and quality information sharing (Sarkar & Kumar 2015 ; Chowdhury et al. 2016 ) and flexibility (Glenn et al. 2009 ), have also been suggested for purposes of disruption management. The proper configuration of resources and infrastructure is also required, along with disruption orientation, to ensure that firms can manage disruptions efficiently (Ambulkar et al. 2015 ). These strategies for managing disruption can make a supply chain more resilient (Tang 2006 ).

2.2 Disruption in the food and beverage industry

Similar to other industries, the food and beverage industries, at any given time, face several disruptions. The potential disruptions associated with the food and beverage industry arise from many sources in the supply chain, including customers, suppliers at different tiers, internal production processes, and distribution and storage, as well as external environments such as political circumstances and wars (Bruzzone et al. 2013 ). In addition, the supply chain of the food and beverage industry is associated with uncertainties and delays because the industry itself is dynamic in nature and carries a risk propensity (Sharma & Singhal 2018 ). Based on a case study on Back Alley Café, Kristina and Wijaya ( 2017 ) classified 59 incidents in the food and beverage industry into four categories; the categories include incidents involving extreme, high-level, medium-level, and low-level risks. Economic growth opportunities in the industry are threatened by such disruptions, which may also, in the process, damage the environment. When the food and beverage industry loses efficiency due to risks of this sort, it may very well revert to high levels of water consumption and wastewater production (Valta et al. 2015 ). Hence, to ensure a responsive and effective supply chain, proactive strategies are required to handle these disruptions and vulnerabilities (Nyang’au 2016 ). Previous research has shown that firms in the food and beverage industry are capable of improving their performance by undertaking efficient disruption management strategies. Thus, Adeleke et al. ( 2020 ), for example, reported that the implementation of appropriate disruption management strategies had enhanced the performance of food and beverage firms in Nigeria.

2.3 Research gaps

The existing literature on disruptions in the commercial food and beverage industry has not considered the impacts of epidemics or pandemics on this sector. Instead, most of the research on the disruptive effects of public health crises of this sort have focused on humanitarian issues, such as how food and other forms of relief can be distributed efficiently (Dasaklis et al. 2012 ; Ivanov 2020a ; Paul & Chowdhury 2020a ). Yet commercial firms in the food and beverage industries have been affected by a number of recent epidemics as well as the COVID-19 pandemic (Hudecheck et al. 2020 ). The impacts of these disruptions are severe, because such crises have long-lasting ripple effects and can impact the operations at multiple levels simultaneously, including sourcing, production, and distribution (Ivanov 2020a ; see also Choi 2020 ; Ivanov 2020b ; Ivanov & Dolgui 2020 ; Samson 2020). COVID-19 has had, for the same reasons, a severe impact on the firms in this industry (Cappelli & Cini 2020 ). However, the specific impacts of this pandemic on the commercial food and beverage supply chain firms are still unknown, because research in this area has not yet emerged. Therefore, by investigating the impacts of COVID-19 pandemic on the food and beverage industry, the current study can contribute to the literature. Moreover, our focus on strategies for reducing the impacts of the pandemic can serve as a guide for the managers in this sector. In addition, because we use a developing country, Bangladesh, as a case study for investigating the impacts of the COVID-19 pandemic, this paper can enrich current understandings of how disruptions affect food and beverage supply chains in developing countries (Karuppiah et al. 2020 ; Tumpa et al. 2019 ; Gaikwad et al. 2020 ).

3 Research methodology

This section provides details about the research methodology, including methods of data collection and data analysis, that we used in our study.

3.1 Research methods

This research adopts a qualitative, case-study-based methodology. Qualitative research, which collects and works with non-numerical data, is a method used to narrow down a vast field of research into one easily researchable topic (Creswell 2013 ). It seeks to interpret the meaning and provide an in-depth understanding of a particular situation or problem (Mohajan 2018 ). Given that the current COVID-19 pandemic is a unique type of supply chain disruption, it is important to conduct an in-depth study to determine the short-term and medium-to-long-term impacts of the pandemic and to consider how companies in particular industries can minimize its impacts. Hence, we use a case-study-based analysis as the most appropriate approach (Yin 2013 ).

We used semi-structured interviews to gather data from respondents, with interviews being the most commonly used source of data in case-study-based research (Eisenhardt 1989 ; Sharan 1998 ). The interview protocol is provided in Appendix A; we used this protocol to collect data from the respondents. The study gathered data from fourteen respondents in eight companies, compiling an amount of information that is sufficient to understand the phenomena under investigation (Yin 2013 ): namely, the challenges of operating in the food and beverage industry of Bangladesh during the era of COVID-19. Persons involved in managing the operations were selected for the interviews, since they have knowledge about the impacts of COVID-19 pandemic—knowledge that can inform possible strategies for responding to its impacts. Moreover, in selecting the respondents, we ensured that they had significant work experience in the industry. As shown in Table 1 , most of the respondents have ten or more years of experience in this sector. The interviews we conducted lasted 45–60 min, and 50 min on average. The interviews were conducted either via face-to-face meetings or over the phone, using the interview protocol provided in Appendix A.

3.2 Research context and data analysis

We collected data from the food and beverage industry in Bangladesh, in part because this industry contributes substantially to the economy of Bangladesh. The food and beverage industry is a fast-growing industry in Bangladesh. The industry employs around 1.3 million people, or 10.27% of the total workforce across all industries in Bangladesh (Nath 2012 ). The industry also contributes substantially to the GDP of Bangladesh. Thus, in 2013, the contribution of the food and beverage sector to the GDP of Bangladesh was 1.64% (Raihan et al. 2017 ). However, due to COVID-19, this industry is facing enormous challenges, which need to be investigated thoroughly so that managers can formulate proper strategies in response (Kalerkantho, 2020 ). Our study systematically analyzes the data we collected by categorizing and comparing the interviews (Yin 2013 ; Signori et al. 2015 ). Moreover, we took appropriate measures to improve the reliability of our findings, such as using purposive sampling to ensure that companies that produce both food and beverage were represented, and maintaining the anonymity of the data (Shah & Corley 2006 ). We carefully reviewed the interview data in order to identify the main short-term and medium-to-long-term impacts of the COVID-19 pandemic. Interestingly, most of the respondents converged in their accounts of the key short-term and medium-to-long-term impacts and of the best strategies for overcoming them. Table 1 shows the profiles of respondents and the representative companies.

4 Findings and discussions

This section presents the primary findings of the study. The findings are presented in two sub-sections: the impacts of the COVID-19 pandemic, and potential strategies to reduce or mitigate those impacts.

4.1 Impacts of COVID-19 pandemic

We set out to investigate both short-term and medium-to-long-term impacts of COVID-19 pandemic on the food and beverage industry in Bangladesh, and our discussions with the respondents from the representative companies clearly indicate that this pandemic has had both types of impacts. For example, R7 mentioned that “the impacts of COVID-19 will not end in one day. While several areas of our business have already been impacted, we think the impacts will be greater in the post-COVID-19 era.” Similarly, R2 stated, “we are currently facing several challenges, which will continue for a long time in the future.” Based on our complete data-set, our findings concerning the short-term and medium-to-long-term impacts are as follows.

Short-term impacts

Several respondents mentioned product expiry as one of the short-term impacts of the pandemic. Their products had been placed in retail stores in March 2020 to meet the demand of the peak buying season (March through June), but those products now had a high chance of reaching their expiry dates. As R2 put it, “we produced a large amount of our products at the beginning of March to fulfill the demand of peak season. However, since most of the retail stores and restaurants were closed during April and May due to government restrictions, we are very much concerned about the expiry of these products.” In a similar vein, R8 stated, “food and beverage products have a short life; we expect a huge expiry of products in the places of trade, the distributor’s warehouse, and the company’s depot.”

The second short-term impact that emerged from our discussions with the participants is the shortage of working capital during this crisis period. For example, R8 mentioned that “the sales volume has decreased so much that we are now experiencing huge cash flow shortage.” Similarly, R9 stated that “the quantity of the company’s products being taken by distributors is currently very low. Hence, our cash inflow is far below what we expected.” This particular short-term impact leads to some other short-term impacts. For example, due to reduced cash inflow, companies are struggling to carry out normal operating expenditures, such as paying the salary of the staff, covering the rent of the factory and warehouses, and taking care of utility bills, the interest charges from bank loans, and other operating expenses. One of the respondents, R13, mentioned that “it is very difficult for us to carry out regular operational expenses such as employee salaries and wages, utility expenses, rent, and bank-loan interest, due to the slow cash inflow during this crisis period.” Similarly, R1 stated, “we are facing a huge challenge to manage operating costs because of a shortage of cash.”

Moreover, companies are struggling to open a letter of credit (LC) in order to obtain source materials that would allow them to meet future demand. Given that companies are currently facing the problem of product expiry, they are planning to keep materials ready for the future and restart production when the public-health restrictions are eased. Their aim is to ensure that they do not lose any future sales due to a lack of materials or internal production problems. However, because of shortages of operating capital as well as limited banking hours, firms are struggling to open LCs. For example, R1 noted that “the frequency of opening LCs has decreased due to slow cash inflow. While we used to open an LC every month, lately we have opened an LC every other month.” Likewise, R8 said, “we are not able to open an LC as per regular practice due to a shortage of cash.”

The final short-term impact mentioned by the respondents is the closure or limited operations of distributors and trade partners. The operations of the distributors remain limited because most of the restaurants and retailers are closed. When distributors do deliver products to the market using a vehicle, their total expenditures exceed the total earnings due to the low volume of sales. For example, R9 said, “the operations of many distributors have temporarily remained closed because sales have been drastically reduced; this reduction is due to the closure of the retail stores.” Similarly, R3 mentioned that “distributors are reluctant to serve the market during this crisis period, because their operating costs are higher than the profit they make by delivering the products.” Table 2 summarizes the short-term impacts of the COVID-19 pandemic in the food and beverage industry, with the asterisk symbol indicating which companies noted each impact.

Medium-to-long-term impacts

Along with short-term impacts, our interviews brought to light many medium-to-long-term impacts from COVID-19 pandemic. Reduction in return on investment (ROI) is one of the significant medium-to-long-term impacts mentioned by the respondents. Business performance, including profit and loss figures, is calculated in the food and beverage industry in Bangladesh on a quarterly basis. Given that the companies’ sales volume has already decreased in the first and second quarters in 2020, and given that it is expected to decrease further due to the pandemic, companies have forecasted lower sales in the coming days. As a result, companies may suffer from a reduction in ROI in the medium-to-long term (i.e., in the rest of quarter Q3 and also in Q4). Thus R4 mentioned that “we have observed a huge loss in sales during Q2 2020, which will negatively impact the profitability of the whole year.” Along similar lines, R1 mentioned that “sales in April and May 2020 have dropped by 80% when compared to sales in the same months in 2019. As a result, we are expecting a reduced ROI in this financial year.” As the ROI of the companies has decreased and may be further reduced, there is a high probability of long-term job cuts during and after the crisis period. As R14 put it, “we expect job cuts in the long-term, because the ROI of the company may decrease. I think this will happen not only in our company, but also in the industry as a whole.” Similarly, R5 stated that “we cannot assess the future prospects of the business at this moment. Being uncertain, the company may not retain the same workforce levels.”

Other potential medium-to-long-term impacts include those affecting supply chain relationships and structure. One such impact concerns the reduction in trade relationships, or relationships involving the manufacturers and the wholesalers/retailers who sell their product for profit. Companies in the food and beverage industries generally spend on trade promotion by providing retailers extra product for free. For example, while selling products to retailers, a beverage manufacturer may allocate one or two units of free product for every 12 units purchased. Due to the COVID-19 pandemic, however, companies may not be able to provide such promotions to retailers or wholesalers. Thus, R12 said, “we usually run different trade promotional activities to build a strong relationship with retailers and wholesalers. However, during this crisis period, we have reduced these trade promotional costs to survive in the industry.” Likewise, R2 remarked, “we may need to reduce trade promotions during this crisis period.”

A complete restructuring of the supply chain, and a rebuilding of supply chain relationships, may prove to be another significant medium-to-long-term impact. During the crisis period, distributors, who purchase products directly from the manufacturers and sell them to wholesalers and retailers, have faced a situation in which their operating expenses are higher than their revenue. Hence many distributors are currently closed. Many of them may never reopen, since they may not be able to carry operating costs during the closure. Thus R11 noted that, “if the sales remain low for a longer period, many distributors may permanently close their business. As a result, we need to find out new distributors and build relationships with them.” In the same vein, R12 stated, “many distributors may change their profession from distributorship to other professions in the post-COVID-19 era. This will force us to build new partnerships.” Another respondent, R7, said, “I think in the post COVID-19 era the popularity of online sales will increase.” These responses clearly highlight that firms will need to restructure their supply chains, with a high focus on online modes or omni-channels.

A final medium-to-long-term impact is a reduction in how much the industry as a whole contributes to the GDP. The shaky situation in the food and beverage industry during and after the pandemic may reduce the sales and revenue of the industry, leading, in turn, to a decrease in contribution to GDP. As one respondent, R11, put it, “the continuous decrease in sales revenue may lead to a reduction of the contribution of this industry to GDP.” Likewise, R6 mentioned that “consumers are likely to avoid chilled beverage products during and after the pandemic and focus on homemade goods for their own safety.” The possibility of a reduction in demand over the medium-to-long term certainly will have an impact on the contributions of the food and beverage industry to the economy in general, and to GDP in particular. The medium-to-long-term impacts of the COVID-19 pandemic on the food and beverage industry are summarized in Table 3 . Once again, the asterisk symbol denotes the case companies that mentioned the respective impact.

4.2 Management strategies for dealing with the impacts

In addition to exploring the short-term and medium-to-long-term impacts of COVID-19 pandemic on the food and beverage industry, the interviews with the respondents also covered strategies for tackling or responding to these impacts. When the respondents mentioned impacts of the pandemic, they were asked about potential strategies for minimizing each of the impacts. While these strategies cannot completely negate the impacts, they may potentially reduce their severity. In doing so, the strategies can enhance the companies’ resilience capabilities in a rapidly changing environment.

Based on our discussions with the respondents, we identified the main strategies linked with each of the impacts, with a view to determining what strategies are most useful for what sorts of impacts. For example, according to the respondents, First Expiry First Out (FEFO) is the prime strategy for minimizing the risk of product expiry. In turn, by reducing the threat of product expiry, the strategy can also minimize losses in companies’ return on investment. As one of the respondents, R2, said, “we use a dashboard in the factory’s warehouse and regional depot to maintain FEFO properly. Moreover, we are now randomly checking the distributor’s warehouse, to see whether they are maintaining this approach or not.” In a similar vein, R8 mentioned that “we are now delivering first, from our company’s warehouse as well as from the regional depot, the products that will expire the soonest.”

Product rotation was found to be another vital strategy for minimizing the risk of expiry. Generally speaking, retailers put products with more recent dates in front and products with older dates in the back of the shelf. As a result, while new products are sold, old products reach their expiry date before being purchased. Therefore, respondents suggested product-rotation methods whereby products are either rotated within the store, from the back of the shelf to front of the shelf, or else rotated between stores, from low-traffic stores to stores with higher sales volumes.. For example, R11 mentioned that “when we go for a market visit, we work with retailers to rotate the products that are expiring first from the back of the shelf to the front. If a retail store seems incapable of selling the product before the expiry date, we transfer the products to high-traffic retail stores to minimize the chance of expiry.” From the responses, it is evident that product rotation not only minimizes the risk of expiry but also reduces negative relationships with traders and positively impacts return on investment. Thus, R5 remarked, “product rotation can minimize the expired products, and this helps to reduce the loss of ROI.” Another respondent, R3, stated, “the relationship with traders deteriorates mainly due to refusals to provide compensation for product expiry. If the field force does the product rotation properly, this will minimize the expiry, and help maintain good relationships with traders.”

Given that sales revenues have decreased substantially during the pandemic, and given that future sales seem uncertain, the management may decide to make job cuts over the longer term, as reported in the previous section. The interviews also revealed, however, that instead of making job cuts, companies can use the strategy of a partial sacrifice of remuneration, agreed to by employees and employers. This strategy recurs in the responses of the respondents. For example, R9 said, “with an agreement between employees and employers, salaries can be reduced in order to retain the total workforce.” In the same vein, R1 mentioned that “we understand that an employee losing a job during the crisis period will impact an entire family. Hence, we want to keep our human resources but need to reduce salaries for a certain period of time.”

The responses also revealed that, after the crisis period, staff will be requested to work harder during extended hours to make up for the losses caused by the pandemic and to maintain the contribution to GDP. One respondent, R10, mentioned that “we will extend our regular opening hours, say by two hours, after the pandemic, in order to enhance productivity and cover the previous loss.” R4 stated, “we have no other way but to work hard with extended hours to make the business viable after the COVID-19 era.” The study also reveals that staff might be called on to work weekends, via an agreement between employees and employers. These considerations tie in directly with ROI and the desire to increase contributions to the overall economy. For example, R11 mentioned that “with the agreement between employees and employers, we can utilize some holidays as working days after the pandemic to make up for the loss.” Similarly, R1 remarked that “we may need to work during the weekends and holidays in the post-COVID-19 era to minimize the loss.”

Short-term incentives for the distributor surfaced as a strategy for ensuring the survival of distributors during and after the crisis period. They can also help increase cash flow, allowing companies to offset the shortage of working capital, carry out operational expenses, and open LCs to meet future demand. For example, R9 mentioned that “we have given short-term incentives to the distributors, based on the volume of products they order, to help make them operational. This is likely to increase sales and cash flow.” Likewise, R2 said, “short-term incentives to the distributors during this crisis period work as a tonic to push them to deliver products even though the sales volume is low. It helps to increase cash inflow to the company to manage operational expenses.” By keeping distributors operational, companies can also reduce the necessity to rebuild relationships with new suppliers. As noted previously, companies may need to find new distributors and suppliers if their current partners stop operations. Such incentives to the distributors can undoubtedly help in this regard. As R13 put it, “if the distributor survives, we will not need to find a new distributor in the post-COVID-19 era and can conduct business with them [i.e., the current distributor] for a long time.”

Another strategy that emerged is decreasing trade promotion costs in order to reduce operational expenses. One of the respondents, R12, mentioned that “we spend around 40 taka [the local currency of Bangladesh] per case in the form of trade promotions. At this moment, we are not in a position to spend the same amount on trade promotions.” In the same vein, R2 said, “generally, we give trade promotions to boost sales, but during the crisis period, the overall demand is very low. Therefore, we would like to reduce the trade promotion cost to save money for essential operational costs.” The reduction of trade promotions can also help reduce the loss of ROI. For example, R8 said, “every taka counts; if we can minimize costs by decreasing trade promotions, we can reduce our loss of ROI.”

Finally, the study reveals that companies need to restructure their supply chain designs, by building online sales infrastructure to complement their traditional retail-based sales capabilities. By increasing sales, this initiative can increase cash inflows to meet working capital, carry out operational expenses, and increase ROI. As R2 put it, “we need to build our capability to run the business in both online and offline modes because the online mode is likely to become the main mode of sales after this pandemic.” Similarly, R7 stated, “we need to build our infrastructure for online sales, because we are currently selling products using several external online interfaces.” Table 4 summarizes the strategies for reducing the impacts of COVID-19 pandemic in the food and beverage industry.

5 Managerial implications

In exploring the short-term and medium-to-long-term impacts of the COVID-19 pandemic on the food and beverage industry in Bangladesh, our study also outlines potential strategies that managers working in this industry can adopt to help minimize these impacts. Practitioners in this industry can undoubtedly use the findings of this study to understand how COVID-19 pandemic has impacted or will impact the operations of their supply chain, and how they can work to mitigate such impacts. Our data suggest that product expiry is one of the most critical short-term impacts, given that the respondents repeatedly mentioned this issue during the interviews. Even in normal times without any disruptions, product shelf life is generally considered to be one of the greatest challenges and constraints in the fresh food and beverage industry (Soman et al. 2004 ). Our findings indicate that the situation has become worse in the current period, because sales have decreased drastically.

As a result, companies need to undertake appropriate measures to control the problem of product expiry. To this end, companies can develop an online ordering platform and introduce a fast delivery system to get the products to end consumers in a timely fashion. Alongside this policy, managers need to ensure that they dispatch the food and beverage products that are expiring first. Such an approach should be implemented at the different stages of the downstream supply chain, including when products are delivered from the factory to distributors, from distributors to traders (wholesalers or retailers), and from retailers to customers. To encourage the downstream partners to follow the approach, firms can also provide some incentives. For example, a retailer can be given some monetary incentives if the retailer can reduce the return of expired food and beverage products. At the same time, managers need to instruct the field force to rotate the food and beverage products that have imminent expiry dates. Our findings show that rotation can be made within stores, from the back to the front of the shelf, or between stores, from low-traffic retail stores to higher-traffic retail stores. However, the field force needs to play an active role here to ensure proper rotation. The field officers need to check the expiry date of the product when making their scheduled visits to markets (using safety measures appropriate for the COVID-19 pandemic), and undertake the appropriate rotation methods by considering the sales volume of the retail stores in question.

With respect to other short-term impacts, it is clear that companies are currently suffering from a lack of working capital, given that their operating cost is higher than sales revenue. Therefore, managers should identify and implement every possible strategy for increasing sales. According to our findings, the most promising option is to focus on online sales. The findings suggest that whereas companies in developed countries are well-equipped with an omni-channel sales infrastructure (Montgomery et al. 2019 ), food and beverage companies in developing countries are not yet able to take full advantage of such omni-channel sales methods. Therefore, we recommend that food and beverage industry managers sell products not only via their websites but also through other e-commerce interfaces. Expanding sales channels can help reduce the problem of the liquidity crisis, thereby assisting companies in meeting operational expenses and opening LCs for raw materials in order to meet future demand. While this might not be the right time to make major investments in developing online infrastructure, managers should seriously consider how to expand their sales channels and build infrastructure whenever possible, since our findings suggest that sales of food and beverage products in online modes will increase in the post COVID-19 era.

Our study also reveals that distributors are struggling to operate their businesses due to low sales volume, and that some of them have either shut down their operations or are in the process of shutting down. Given that, in the food and beverage industry, distributors play a crucial role in ensuring product availability in the market (Lee & Klassen 2008 ), managers should give short-term incentives to distributors based on the volume of product ordered, so that they can sustain their operations and cover the products’ delivery cost. Management should also adopt a long-term perspective on their relationships with distributors, assuring them of a standing commitment so that they come forward to help companies (Chowdhury et al. 2019 ). Distributors will thereby be encouraged to deliver products to the market and also order them from manufacturing companies. Such efforts will not only address the problem of the distributors’ continued business viability, but also improve the companies’ relationships with them and help increase products’ availability in the market over the long term.

The findings on medium-to-long-term impacts suggest that the ROI of the companies will decrease due to the COVID-19 pandemic. Hence, managers should take the required steps to minimize all non-emergency costs. Given that trade and promotion cost is generally high in the food and beverage industry (Budd et al. 2017 ), we recommend that managers reduce or postpone trade promotion costs during and after the crisis period. However, to ensure that taking such actions does not affect their trade relationships, companies can assure their trade partners that this strategy is temporary and that it will be reversed once the companies recover from the pandemic. Further, job cuts are another major impact of the pandemic. In this regard, managers should work collaboratively with employees to cut a certain percentage of remuneration, as agreed by both parties, during the crisis period and also, if required, for a certain period in the post COVID-19 era. Such steps can help maintain total workforce levels. When reducing the remuneration, managers can give employees the option to take additional leave or work fewer hours to justify the pay cut.

Our findings confirmed that the reduction of trade relationships will be a medium-to-long-term impact on the food and beverage industry. As COVID-19 pandemic impacts supply chain infrastructure, trade relationships may be undermined. Therefore, managers need to focus on how to build strong trade relationships with different partners in order to ensure supply chain sustainability. Managers of the food and beverage industry can think how to collaborate with trade partners such as suppliers, manufacturers, distributors, and retailers in a faster way using the latest technology. Technological infrastructure as well as trade policy development considering COVID-19 situation may help to collaborate among trade partners in a faster way. Further, managers can offer some incentives to partners for operating their businesses, and this strategy, too, may help reduce the impacts of the pandemic.

The need to rebuilding and restructure the supply chain network is likely to be another medium-to-long-term impact of COVID-19 pandemic. Since COVID-19 is an infectious disease, the pandemic has made it very difficult to run business operations in a normal way. Our study suggests that managers should take steps to build a more resilient supply chain network for the food and beverage industry. It is certain that the COVID-19 pandemic will change the ways of doing business, managers should be focused on building resiliency by integrating different emergent technologies, including artificial intelligence, big data analytics, data-driven supply chains, blockchain technology, and the Internet of Things (IoT), into their business operations over the long term (Moktadir et al. 2019 ). Further, to minimize human contact in food processing, managers may think about the implementation of robots.

The reduction of the industry’s contributions to GDP surfaced as another medium-to-long-term impact of COVID-19 pandemic. It can be predicted that countries will generally lose GDP significantly due to the impacts of the pandemic. Therefore, governments should take actions to mitigate this situation, such as offering incentives and support to the food and beverage industry, and they should also develop a long-term strategic action plan. Additionally, in the post COVID-19 era, managers, via agreements with employees, should undertake other initiatives to increase the productivity of their companies, such as additional shifts, extended office hours, and working on weekends and holidays. Such initiatives can enhance the food and beverage industry’s contribution to the national GDP.

6 Conclusions and future research directions

This study explores the impacts of the COVID-19 pandemic, as well as strategies for dealing with those impacts, in the food and beverage industry in Bangladesh. The results show that, in the short term, the impacts of COVID-19 pandemic include more expired products, shortage of working capital and hence difficulty in carrying out operational expenses, delay in opening LCs, and closures of distributors’ operations. The impacts will no doubt continue for a more extended period, and in the medium-to-long term, those impacts are likely to include a reduction in ROI, job cuts in the industry, negative relationships with traders, a restructuring of supply chains focusing on online trade, and an overall decrease of the industry’s contribution to GDP. The research also reveals several strategies that can be adopted to minimize the impacts. These strategies include implementation of the FEFO method, product rotation within and across retail stores, a partial sacrifice of remuneration agreed to by both employees and employers, extended office hours and a partial opening of operations on weekends and holidays in the post COVID-19 era, short-term incentives for distributors, minimizing trade promotion costs, and developing infrastructure to boost online sales.

The contribution of this study is remarkable because this is the first study to explore comprehensively the impacts of the COVID-19 pandemic on the food and beverage industry and to provide potential ways of mitigating those impacts. The findings of this study have substantial relevance for both theory and practice. Not only do we enhance the literature on disruptions in the food and beverage industry; what is more, by taking Bangladesh as the subject of the study, we also supplement the literature on this industry in the context of emerging economies (Tumpa et al. 2019 ). The findings provide managers of the food and beverage industry with a clear understanding of the impacts of COVID-19 pandemic, as well as guidelines on how to deal with those impacts.

While the study makes a substantial contribution in these areas, a few limitations of our research can be noted. First, the study used a case-study approach by drawing on data collected via interviews. Although all the necessary steps have been undertaken in the research design stage to improve the precision and reliability of the findings, nonetheless, the study lacks generalizability due to the nature of the research methodology we used (Yin 2009 ). Therefore, in the future, a large-scale survey could be undertaken to verify the strategies provided in this research and to increase the generalizability of the findings. Second, the study relies on data collected from large organizations operating in the food and beverage industry in Bangladesh. Given that small and medium-sized enterprises (SMEs) versus large organizations vary in their operations and strategies (Karuppiah et al. 2020 ), the findings may not completely reflect the situation among SMEs. Therefore, a future study could explore the impacts and strategies in the context of SMEs or compare the findings for large firms with those for SMEs. Moreover, given that the impacts of the pandemic vary across industries (Paul & Chowdhury 2020b ), future studies could explore industry-wise impacts to explore how COVID-19 pandemic has impacted each industry.

Finally, some of the short-term impacts and medium-to-long-term impacts seem correlated. For example, lower sales and an increase in expired products certainly reduce the ROI. However, the study is silent on this issue, and the interrelationships among the factors examined are beyond the objectives of this study. Future research should consider these interrelationships, which may provide important directions when it comes to formulating robust action plans. In addition, the present study does not attempt a ranking of the impacts and strategies. A future study investigating the relative importance of the strategies might be useful for the companies deciding where they should focus their efforts first, as they, along with the rest of the industry, seek to recover from the pandemic.

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Md. Tarek Chowdhury

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Aditi Sarkar

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Sanjoy Kumar Paul

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Interview Protocol

1.1 opening.

Thank you so much for your valuable time. First, I would like to briefly explain the research theme to you. The broad objectives of this research are twofold: (1) to explore the short-term and medium-to-long-term impacts of the COVID-19 pandemic in the food and beverage industry; and (2) to identify potential strategies for reducing the impacts.

You have been selected as a respondent in this study because you are involved in managing the operational activities of a food and beverage manufacturing firm that we are using as a representative company in our study. We sincerely believe your knowledge and practical experience with managing the operational activities of the firm can substantially contribute to achieving the aims of this study.

Our interview with you will be open-ended. You will respond to the questions based on your experiences and knowledge; hence, there are no right and wrong answers to any question. The anonymity and confidentiality of your response will be strictly maintained. You also can withdraw from this project at any time without having to explain your reasons for doing so.

Interview questions:

What is your role in the supply chain/position?

How long have you been working for this organization?

How many employees do you have?

What products does your company manufacture?

How has the COVID-19 pandemic impacted the operations of your company?

Would you please describe the short-term impacts of the COVID-19 pandemic on your company?

You talk about short-term impacts of the COVID-19 pandemic on your firm, such as .... How can your company reduce each of these impacts?

What are the medium-to-long-term impacts of the COVID-19 pandemic on your company?

You talk about the medium-to-long-term impacts of the COVID-19 pandemic on your firm. How can your company reduce each of these impacts?

1.2 Floating Prompts

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That’s insightful; could you please continue explaining this.

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1.3 Closing

I would like to thank you again for your time. Please let me know if you need a copy of this study when it is completed in the near future. Moreover, please feel free to contact me if you have any further queries about our research.

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Chowdhury, M., Sarkar, A., Paul, S.K. et al. A case study on strategies to deal with the impacts of COVID-19 pandemic in the food and beverage industry. Oper Manag Res 15 , 166–178 (2022). https://doi.org/10.1007/s12063-020-00166-9

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Published : 30 September 2020

Issue Date : June 2022

DOI : https://doi.org/10.1007/s12063-020-00166-9

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International Journal of Contemporary Hospitality Management

ISSN : 0959-6119

Article publication date: 10 April 2017

The purpose of this paper is to present a review of the foodservice and restaurant literature that has been published over the past 10 years in the top hospitality and tourism journals. This information will be used to identify the key trends and topics studied over the past decade, and help to identify the gaps that appear in the research to identify opportunities for advancing future research in the area of foodservice and restaurant management.

Design/methodology/approach

This paper takes the form of a critical review of the extant literature that has been done in the foodservice and restaurant industries. Literature from the past 10 years will be qualitatively assessed to determine trends and gaps in the research to help guide the direction for future research.

The findings show that the past 10 years have seen an increase in the number of and the quality of foodservice and restaurant management research articles. The topics have been diverse and the findings have explored the changing and evolving segments of the foodservice industry, restaurant operations, service quality in foodservice, restaurant finance, foodservice marketing, food safety and healthfulness and the increased role of technology in the industry.

Research limitations/implications

Given the number of research papers done over the past 10 years in the area of foodservice, it is possible that some research has been missed and that some specific topics within the breadth and depth of the foodservice industry could have lacked sufficient coverage in this one paper. The implications from this paper are that it can be used to inform academics and practitioners where there is room for more research, it could provide ideas for more in-depth discussion of a specific topic and it is a detailed start into assessing the research done of late.

Originality/value

This paper helps foodservice researchers in determining where past research has gone and gives future direction for meaningful research to be done in the foodservice area moving forward to inform academicians and practitioners in the industry.

• Hospitality management
• Restaurants
• Food and beverage
• Foodservice research

DiPietro, R. (2017), "Restaurant and foodservice research: A critical reflection behind and an optimistic look ahead", International Journal of Contemporary Hospitality Management , Vol. 29 No. 4, pp. 1203-1234. https://doi.org/10.1108/IJCHM-01-2016-0046

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91 Food & Beverage Essay Topic Ideas & Examples

🏆 best food & beverage topic ideas & essay examples, 🔍 good research topics about food & beverage, 📌 interesting topics to write about food & beverage, ❓ food and beverage questions.

• Food and Beverage Management The mission of the department is to provide food and beverage that meets highest standards so that they can keep a competitive edge in the hotel industry.
• Hospitality Management: Food & Beverage Service The art of catering goes beyond providing food and beverages and extends to the ambience of the eating place and the quality of service received.
• The Food and Beverage Sector There is no doubt that there are many substitutes to this industry and the best investors can do is to try to retain the available market by offering quality services.
• Eco-Friendly Packaging for Food and Beverage Industry This product was chosen because of the direct impact of the quality of food products on the health of ordinary people regardless of the region of living of country of origin.
• Food and Beverage Development This paper focuses on how food production and food consumption has affected the eating habits and led to the introduction of junk foods because of the production and consumption factors.
• Starbucks Corporation’s Food and Beverage Management It is a vital, and may well be the vital, resource factor for marketing.the case study suggests hat the term service could cover service industries, as well as in the colloquial use of the term, […]
• Ethical Behavior as to Returned Food and Beverages One of the biggest problems is that the liberalization of the policies related to the return of the food and beverages led to the abundance of the products that should be returned.
• The Supply and Demand for Energy Foods and Beverages One should pay attention to the following issues: 1) the growing demand for energy foods and drinks; 2) willingness of people to pay attention to the health effects of such products; 3) the increasing number […]
• Food and Beverage Server’s Duties and Dependencies As a food and beverage server, my relationship with the facilities department where I work would primarily consist of coordination regarding the disposal of material waste, bringing in the proper types of beverages that customers […]
• Food & Beverage Choices and Health Impacts This written report presents the analysis of my Meal Summary Report, Nutrients Report, and Food Groups and Calories Report to reveal the factors affecting my food and beverage choices, compare the latter with SuperTracker’s Recommended […]
• Food and Beverage Brands’ Expansion and Site Selection In this paper, the researcher focused on investigating and comparing the conventional factors influencing site selection and the innovative indicators used in site selection in the food and beverage brands within the Kingdom of Saudi […]
• Sustainable Business of Food and Beverage Delivery The array of key information includes the adherence of a specific manufacturer to sustainable development goals in the food industry, as well as the work ethics and equality policies.
• Organizational Performance in the Food and Beverage Industry in Nigeria The following is an analysis of the research carried out in Nigeria about the impacts of the exterior atmosphere on the performance of an institute in the food and beverage industry.
• Food and Beverage Control Software In such a way it is possible to find out which items are the most gainful, and if the wastage of food is low enough for managers to reach the profitability targets.
• Food and Beverage Services: “Moments of Truth” Dinning experience has a great impact on the perception of service and restaurant brand image, customers’ loyalty, and repeat visitors.”Moments of truth” influence the decision to visit a bar or a restaurant again and customers’ […]
• International Food and Beverage Business in Africa The large population in the country is a source of labor; human resources and natural resources combined has made the country’s economy being the 37th in the world and second in Africa according to 2007 […]
• Chicago Food and Beverage Company: Human Resources This is the case because the targeted workers should be empowered and guided to pursue their roles diligently. This model also guides companies to balance the salaries of their expatriates.
• Careers in Lodging and Food and Beverage Industries Responsibilities of the baker are limited to “bakeshop, which is found within the food service establishment, while banquet manager, on the other hand, plans and oversees parties, banquets, and conventions, which the restaurant s/he works […]
• Food and Beverage Industry Analysis The Coca-Cola Company and Pepsi Cola are among the biggest and most profitable firms in the world. The world head quarter of the Coca-Cola Company is located in Atlanta, Georgia while the head office of […]
• Job Description of a Food and Beverage Manager in Australia It’s the role of the food and beverage manager to ensure that the employees abide to this and others international hotel regulations.
• Food and Beverage Industry: Supply Chain Management
• Challenges to Scale for Food and Beverage Makers in the USA
• Case Analysis: Forecasting Food and Beverage Sales
• Food and Beverage Sector in the Consumption Service
• Challenges and Trends Facing Food and Beverage Industry
• Factors That Affect the Food and Beverage Offer in Food Outlets
• Food and Beverage Television Advertising Exposure and Youth Consumption
• Corporate Social Responsibility: Food and Beverage Industry
• Linder Effect Hold for Differentiated Agri-Food and Beverage Product Trade
• Error Management Culture Among Food and Beverage Employees in Deluxe Hotels
• Examining CSR Disclosure Strategies Within the Australian Food and Beverage Industry
• Expanding Food and Beverage Industry to Drive Global Carboxymethyl Cellulose Market
• Environmental Management Beyond the Firm Boundaries: Dutch Food and Beverage Firms
• Analysis of the Food and Beverage Companies in Singapore
• Reasons for Food and Beverage Cans Market Grow
• Analysis of the Food and Beverage Consumption Characteristics
• Food and Beverage Industry: Competitor Analysis
• Link Between Food and Beverage Management and Operation Performance Monitoring
• Relations Between Food and Beverage Policies and Purchasing Practices
• Food and Beverage Product Reformulation as a Corporate Political Strategy
• Forecasting Food and Beverage Sales: The Vintage Restaurant
• Global Antioxidants Market Advances in Food and Beverage Industry
• How Roger Enrico Transformed the PepsiCo Into a Food and Beverage Giant
• Industry-Specific Social and Environmental Reporting: Australian Food and Beverage Industry
• Sources of Strategic Human Capital for Multinational Food and Beverage Firms
• The Role of the International Food and Beverage Management
• Food and Beverage Multinationals in a Peripheral European Country
• Multinational Firms, Investment, and Trade-In Canada’s Food and Beverage Industry
• Nestle, the World’s Largest Food and Beverage Company
• Analysis of the Reasons for Singapore’s Food and Beverage Growth
• Strategic Human Resource Management: Lion Food and Beverage Company
• Structure, Costs, and Performance in Canadian Food and Beverage Industries
• Control and Generation of Technology in European Food and Beverage Multinationals
• Analysis of the Food and Beverage Manufacturing Industry
• Three Trends That Have Affected the Food and Beverage Industry
• Understanding Different Food and Beverage Production and Service Systems
• Work-Based Learning Experience: Analysis Food and Beverage Sector
• Depiction of the Purpose of Food and Beverage Cost Control
• Applying the Rea Diagram for Food and Beverage Company
• Resistance to Change in Food and Beverage Department
• What Challenges and Trends Does the Food and Beverage Industry Face?
• What Are the Food and Beverage Service Standards?
• What Are the Responsibilities of the Director of Food and Beverage?
• What Is Food and Beverage Reverse Logistics?
• What Are the Characteristics of the Food and Beverage Industry?
• What Is the Future of the Food and Beverage Industry?
• What Is the Reach of Food and Beverage Television Advertising?
• How Is the Food and Beverage Market Changing?
• Who Is the Largest Food and Beverage Company in THE US?
• Do Trends in the Food and Beverage Industry Affect Body Mass Index and Obesity?
• What Are the Trends in Food and Beverage Industry?
• What Is the Responsibility of the Food and Beverage Department?
• What Are Your Suggestions for Improving Food and Beverage Management?
• What Is Forecasting in Food and Beverage Management?
• How Is the Performance of the Food and Beverage Industry Monitored?
• What Are the Skills Required in Food and Beverage Management?
• What Is the Role of Food and Beverages in Tourism?
• What Is the Main Role of Human Resources in the Food & Beverage Industry?
• How Is the Metal Food and Beverage Cans Market Developing?
• What Are the Innovations in Food and Beverage Packaging?
• What Is the Demand for Peracetic Acid From the Food and Beverage Industry?
• What Are the Basic Managerial Functions in Food & Beverage Service Management?
• What Is the Classification of Food and Beverage?
• What Are the Duties and Responsibilities of Food and Beverage Server?
• How Is Food and Beverage Cost Control at the Hotel Done?
• What Are the Objectives of a Food and Beverage Management Business Report?
• What Are the Achievements of the Global Food and Beverage Antioxidants Market?
• Which Organization Deals With Food and Beverage Control?
• What Is the Role of the Food and Beverage Service Industry?
• How Can the Food and Beverage Control System Be Improved?
• Food Essay Ideas
• Fast Food Essay Titles
• McDonald’s Topics
• Meat Research Ideas
• Coca Cola Topics
• Beer Research Ideas
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1. IvyPanda . "91 Food & Beverage Essay Topic Ideas & Examples." February 24, 2024. https://ivypanda.com/essays/topic/food-and-beverage-essay-topics/.

Bibliography

IvyPanda . "91 Food & Beverage Essay Topic Ideas & Examples." February 24, 2024. https://ivypanda.com/essays/topic/food-and-beverage-essay-topics/.

95 Beverage Research Topics

Are you looking for the best beverage research topics? You’re at the right place! StudyCorgi has collected plenty of unique titles for your food and beverage research! Feel free to use them as inspiration for your essay, project, or report.

🏆 Best Topics for Beverage Industry Research

✍️ beverage essay topics for college, 👍 good beverage research topics & essay examples, 🎓 interesting research topics related to food and beverage service, 💡 simple food and beverage research topics.

• Porter’s Five Forces Analysis of the Food and Beverage Industry
• The Red Bull Energy Drinks Distribution Channels
• Rockstar Energy Drink Marketing Research
• Coca-Cola Soft Drink’s Brand Extension
• EXTRA Energy Drink Company Limited’s Marketing Plan
• The Use of Biodegradable Straws in Food and Beverages Business
• Marketing Plan: Energy Drink For Women
• New Product Development: Vitamin Enriched Soft Drink As soft drinks continually lose popularity for health-related concerns, manufacturers are forced to venture into other markets to boost profitability and distribute risk.
• Fair Trade: Japan – Taxes on Alcoholic Beverages The WTO indicted Japan for what it described as a violation of the internal taxation and regulations as stipulated in the General Agreement on Tariff and Trade 1994.
• The Innocent Drinks Brand Identity According to their fundamental principle—to be more ethical, natural, and organic—Innocent Drinks develops its brand identity.
• Red Bull Energy Drink: Marketing Plan Analysis The marketing plan entails an analysis of the competitive advantages of the major players in the soft drink industry. These include Coca Cola Company, PepsiCo and Gatorade Company.
• The Effects of Energy Drinks This paper discusses the effect of energy drinks in which include caffeine on health. It also shows symptoms that can cause caffeine.
• The Marketing Process Within the Energy Drink Industry: V Fusion + Energy The energy drink industry is affected by several macro-environmental factors, including market segmentation and positioning system, competitive pressures, and price strategy.
• The V8 Infused Water Product Line Introducing New Beverage Favor This paper analyzes how the new beverage favor for the V8 Infused Water product would perform in the market when introduced.
• Culinary and Beverage Tourism Culinary and beverage tourism is a particular market segment that has much potential, which, however, must be utilized effectively in each individual case.
• The Soft Drink Industry: the Coke and PepsiCo The high profitability of the soft drink industry is as a result of combined factors of high products’ demand and regional market monopolies.
• Non-Alcoholic Beverage Industry’s Operation and Management The paper regards the non-alcoholic beverages sustainability in the context of company analysis. It discusses organizational hierarchy development and finance raising.
• Pink Dye Concentration Evaluation in the Spectrophotometric Absorbance Based Beverage The report’s objective is to evaluate the concentration of pink dye (Powerade) in beverages based on the absorbance of red 40 as the standard curve.
• Tenzing Energy Drink’s Price and Distribution Tenzing is a purportedly natural plant-based non-GMO energy drink, it is available in three countries: the UK, the US, and the Netherlands.
• Red Bull Energy Drink: Marketing Plan & Strategy The marketing plan entails a marketing strategy for Red Bull energy drink, including an overview of the external environment in the energy drink industry and competitive challenges.
• Hospitality Management: Food and Beverage Management A person is preparing for their last high school exam and looking forward to a career in hospitality management, which is currently one of the best in the field.
• Energetic Debate About Energy Drinks The usage of energy drinks has become common across all ages but is most prevalent among adolescents and children.
• Marketing Project for the RedBull Energy Drink Redbull is an energy drink which is produced by Red Bull GmbH which is a private limited company located in Australia.
• Advertising Promoting Organic Food and Beverages To turn the world more organic, one has to resort to using organic supplies. Creating ads on the way people can improve environmental conditions will change the position.
• Experiment on Effect of Energy Drinks on Athletic Performance Experimental research is a study that a researcher sets up to evaluate a given situation, such as a drug or treatment intervention.
• Soft Drinks S.A. Project The proposed research is focused on the investigation of the company Soft Drinks S.A and its failure to capture the expected market share by its new product.
• Snacks and Beverages: Healthy Alternatives for Kids The inherent nature of children and their propensity for tasty food without looking at health concerns makes matter of healthy food more serious.
• Food & Beverage Companies’ Input to Global Food Consumption The reported data is usable for analysis the industry dominance and structure of both the packaged foods and beverage.
• Eco-Friendly Packaging Design for Food and Drinks The paper will focus on the issues of eco-friendly packaging. The topic will be narrowed to the food industry, i.e. food and beverage production.
• Children’s and Adolescents’ Use of Sugary Drinks It is critically necessary to undertake policy solutions to minimize children’s and adolescents’ use of sugary drinks to preserve their health.
• Logistics Network of the Food and Beverage Production Industry The purpose of this paper is to analyze waste management, lean principle application, value, costs, and performance within the food and beverage industry.
• Food and Drink Industry’s Innovation and Barriers The paper provides the reasons that influence the need to innovate in the industry and the barriers that stop innovation from taking place.
• Do Energy Drinks Provide a Source of Energy? Most people think about caffeine as energy when they feel about this product. This ingredient does not contain calories.
• Food and Beverage Plan: The COVID-19 Pandemic Influence The COVID-19 pandemic has affected many social spheres. The food and beverage industry is still in the conditions of many restraints and limitations.
• Nova Energy Drinks Company Nova Energy Drinks company explores new potential opportunities of moving to an international arena, penetrating two foreign markets in South America: Argentina and Venezuela.
• Government Intervention into the Soft Drink Market The advancements in technology industry and economy have motivated the rise of a new health concern in the form of obesity.
• The Custom Protein Drink Marketing Plan The American beverage and sports markets demonstrate a growing interest in health consciousness, fitness, and alternative sources of protein.
• Energy Drinks: Metabolic Energy Sources Energy drinks are beverages which contain a range of ingredients which temporarily boost energy levels, primarily through high glucose levels and stimulants such as caffein.
• Arguments of “No Alcohol Safe To Drink…” by Ives The main idea of “No Alcohol Safe to Drink, Global Study Confirms” by Ives is that there can not be a healthy glass of wine and a moderate level of alcohol consumption.
• Diet Milk Tea Beverage and Signature Diet Soda: The Social Media Campaigns The age group shows the most significant interest in diet soda from 25 to 34 years old, so the social media campaign can be focused on them.
• Responsibility and Brand Advertising in the Alcoholic Beverage Market The article indicates that the brand advertisements highlight alcohol consumption as socially acceptable, while media advocacy campaigns focus on the role of manufacturers.
• Supply Chain Strategy for the Foods and Drinks Sector The paper aims to provide recommendations for improving inventory management practices to make oranges equally available to all customers in Scotland.
• The New York Ban on Sugary Drinks The New York ban on sugary drinks is aimed at minimizing increased incidences of obesity and other lifestyle diseases associated with sugary foods.
• Soft Drink Manufacturing: Marketing Strategies of Coke The soft drink manufacturing industry is one of the largest and fastest-growing sectors globally, with a strong customer base spread worldwide.
• Proposed Tax on Sugary Beverages A recent debate concerning the proposal of Tax on Sugary Beverages has created a huge controversy and divided opinion.
• Sports and Energy Drinks Market This paper analyzes whether new companies have a place in the expanding and crowded sports and energy drinks market.
• Is It Morally Permissible to Drive After Having One Drink? According to Kant, we must always think of what would have happened if everyone had driven after having a drink. The only possible answer is that the roads would have become a nightmare.
• Sugary Drink Tax as a Public Health Policy This paper concentrates on the initial stage of the initiation of the tax on sugary drinks and the part played by a nursing professional in the process.
• Beverage Catering in Hospitality Business Hospitality businesses provide accommodation services whereby clients can spend time in hotels, motels, and restaurants and provide them with beverages that meet particular needs.
• Energy Drinks Effects and Changes in Heart Rate The increased consumption of energy drinks by young people makes health care practitioners and researchers focus on studying the effects of these beverages on the people’s health.
• Soda-Ban on Extra-Large Drinks Sodas contain high amounts of empty calories that have no nutritional value. This paper gives arguments as to why extra-large sodas should be banned in efforts to fight obesity.
• Polyphenol-Rich Beverages: Antioxidant Potency The authors of article under analysis aim to challenge the popular assumption of benefits of consumption of polyphenol-rich beverages based on their high antioxidant content.
• Global Antioxidants Market Advances in Food and Beverage Industry
• Advertising, Structural Change, and U.S. Nonalcoholic Beverage Demand
• Factors That Have Fashioned the Food and Beverage Offer in Commercial and Non-Commercial Food Outlets
• Expanding Food and Beverage Industry to Drive Global Carboxymethyl Cellulose Market
• The Foundation and History of the Pepsi Cola Beverage Business
• Children’s Sugar-Sweetened Beverage Consumption: Striking Parallels With Substance Use Disorder Symptoms
• The Empirical Relation Between Unemployment and Alcohol Beverage Consumption in Korea
• How Former PepsiCo CEO Roger Enrico Transformed the Corporation Into a Food and Beverage Giant
• The Debate Surrounding the Controversial Ban of Alcoholic Beverage Advertisements
• Inpatriates and Expatriates: Sources of Strategic Human Capital for Multinational Food and Beverage Firms
• Food and Beverage Cans Market to Grow Due to Increasing Demand for Beverages Globally
• Leveraging High-Performance CIP Processes to Reduce Water Usage in the Beverage Industry
• Rank Tests for Price Convergence in Australian Beverage Markets
• Measuring Weight Outcomes for Obesity Intervention Strategies: The Case of a Sugar-Sweetened Beverage Tax
• Alcohol Beverage Household Expenditure, Taxation and Government Revenues in Broader European WHO Region
• Liquor and Beverage Consumption in China: A Censored Demand System Approach
• Caloric Sweetened Beverage Taxes: The Good Food/Bad Food Trap
• Local Cooperation for Innovation: Food and Beverage Multinationals in a Peripheral European Country
• Probiotic Beverage From Pineapple Juice Fermented With Lactobacillus and Bifidobacterium Strains
• Mandated Exclusive Territories and Economic Efficiency: An Empirical Analysis of the Malt-Beverage Industry
• Estimating Asymmetric Advertising Response: An Application to U.S. Nonalcoholic Beverage Demand
• Alternative Beverages and Their Impact on the Beverage Industry
• U.S. Non-alcoholic Beverage Demand: Evidence From AIDS Model With Dynamic Effect
• Factor Use and Productivity Change in the Alcoholic Beverage Industries
• America’s Favorite Beverage: Coca-Cola
• North America Beverage Market, Growth and Price Analysis and Forecast
• How Coca-Cola Should Compete in the Alternate Beverage Market
• Michigan’s Experience With Mandatory Deposits on Beverage Containers
• Exporting Healthy Beverage Out of Country
• Partial Versus General Equilibrium Calorie and Revenue Effects Associated With a Sugar-Sweetened Beverage Tax
• Challenges and Trends Facing Food and Beverage Industry
• Modeling Advertising Expenditures and Spillover Effects Applied to the U.S. Non-Alcoholic Beverage Industry
• Global Beverage Ingredients Market: Growing Demand for Energy Drinks to Emerge as Rising Trend
• Front-of-Package Nutritional Labels and Consumer Beverage Perceptions
• Processing-Food and Healthy-Beverage Industry in Thailand and Entrepreneurs’ Adaptation
• Appetite for Growth: Challenges to Scale for Food and Beverage Makers in Three U.S. Cities
• Sugar-Sweetened Beverage Consumption Among Adults With Children in the Home
• Cleaner Production Techniques: Beverage Industry
• Taxing Caloric Sweetened Beverages: Potential Effects on Beverage Consumption, Calorie Intake, and Obesity
• Alcoholic Beverage Taxation: Alternatives and Impacts
• Productivity and Technical Change in Canadian Food and Beverage Industries: 1961-1982
• Beverage Color and Its Effect on Taste
• Structure, Costs, and Performance in Canadian Food and Beverage Industries

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• Chicago (N-B)
• Chicago (A-D)

StudyCorgi. (2022, June 5). 95 Beverage Research Topics. https://studycorgi.com/ideas/beverage-essay-topics/

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StudyCorgi . "95 Beverage Research Topics." June 5, 2022. https://studycorgi.com/ideas/beverage-essay-topics/.

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The Future of Food and Beverage Management Research

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Business Food and beverage is a most important element in any of the hospitality industry as it provides a wide scope of earning good profits. It is a major sector and thus is important to focus on its excellence and quality.

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This essay looks to explore the social, economic, political, and environmental impacts on the Hospitality Industry in a country. The country chosen is the United States of America. America and the service industry have a long history. The level of customer service allied with the social attitudes of the country create an experience which is un-challenged. (Powers, 1997). I will explore the political impacts of the American hospitality industry and the economic role technology plays, alongside the consumer’s environmental views.

This study examines the distinct characteristics of the hospitality industry through use of personal interviews with general managers of leading hotels, and focus groups among hospitality management students. The managers commonly characterized the industry from an outward perspective focusing on industry features such as the relatively extensive and deep host-guest relationship, as well as the on-going tension between opposing trends

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What is Food & Beverage Management?

Not every culinary career is destined for the kitchen, and many culinary school graduates pursue front-of-house positions, including those in food and beverage management.

Many students from both culinary programs and hospitality management programs go on to successful careers in food service management.

The Institute of Culinary Education also offers a Dual Diploma program , with a tuition discount offered when students pursue more than one course of study, such as Plant-Based Culinary Arts , Pastry & Baking Arts or Culinary Arts , plus a business-focused program such as Restaurant & Culinary Management .

What is Food and Beverage Management?

Food and beverage management involves the operation and administration of establishments such as restaurants, bars and hotels that provide food and drink services. Other businesses that have food service operations on site, such as hospitals, schools, churches or even corporate environments might also employ food and beverage managers.

Dr. Katie Chamberlain, Director of Online Education and Dean of Hospitality Management at ICE, says the primary functions of food and beverage management are multi-faceted. 

“The goals are to efficiently deliver high-quality food and beverage services, optimize profitability, and enhance overall customer satisfaction,” she says. “The food and beverage management role encompasses various responsibilities including menu planning, procurement of ingredients, cost control, staff management, customer service and ensuring compliance with health and safety regulations."

What topics are typically taught in Food and Beverage Management programs?

“Food and Beverage Management programs cover a range of topics to equip individuals with the knowledge and skills needed for managerial roles in the hospitality industry,”  Dr. Chamberlain says.

The Restaurant & Culinary Management program at ICE encompasses topics that break down into nine primary core functions, including:

• Concept Development and Menu Design
• Culinary Marketing
• Food Safety
• Purchasing and Cost Control Supervision
• Staff Management
• Legal Issues
• Service Management
• Finance and Accounting
• Beverage and Wine Management
• Facilities and Design

According to Dr. Chamberlain, “These topics collectively provide a comprehensive understanding of managing food and beverage operations, from kitchen efficiency and culinary creativity to business acumen and customer satisfaction.”

Related: Understanding Restaurant Food Safety

Besides floor manager and general manager positions in a restaurant, bar or hotel setting, there are a number of food service management roles that specialize in a particular aspect of restaurant or hospitality administration, such as service director or beverage director, which can be lucrative career paths for Food and Beverage Management graduates. Additionally, many restaurant groups have higher-level food and beverage management roles whose function interacts with numerous properties within the parent company, such as director of operations, director of restaurants or director of bars.

Should aspiring chefs also study Food and Beverage Management?

Studying both food and beverage management and culinary arts is beneficial both for those who intend to pursue kitchen roles as well as those who intend to pursue management roles, as the functions of both are inextricably intertwined.

“Studying food and beverage management is crucial for aspiring chefs seeking to advance into leadership or managerial roles,” Dr. Chamberlain says. “This education provides essential business acumen, enabling chefs to contribute to menu development, pricing strategies and operational efficiency. Chefs with management skills are better equipped to enhance customer service, adapt to industry trends and pursue entrepreneurial opportunities.”

Related: Should I Go to Culinary School?

Culinary programs are obviously crucial for learning cooking techniques for those aspiring to be chefs, but those who will eventually go on to be executive chefs will also frequently be involved with the administrative and operational functions of their restaurants. Studying food and beverage management early also helps to signal ambition to prospective employers.

Do career changers with previous management experience still benefit from studying Food and Beverage Management?

Many people attend culinary school as career changers , whose previous experience might have already included various management functions. Even if a student has non-hospitality management experience, Dr. Chamberlain still recommends food and beverage management programs in most cases.

“Food and beverage management provides industry-specific knowledge, insights into culinary operations and networking opportunities,” she says. “This education [helps facilitate] a smooth transition into the dynamic culinary and hospitality sector, offering a deeper understanding of menu planning, customer service, industry trends, and regulatory compliance. Additionally, the program enhances leadership skills in the context of culinary operations, providing a unique and tailored skill set for managerial roles in the food and beverage industry.” Related: How I Used My Culinary School Education Outside of the Kitchen

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Food waste is linked to landfill disposal, resource consumption and greenhouse gas emissions, social poverty, and inequality. Firms have a vital role to play in solving the food waste challenge. Boosting innovative and sustainable management practices to prevent and minimize wastage is essential to meet the ...

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Academic literature on the topic 'Food and Beverage Management'

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Journal articles on the topic "Food and Beverage Management":

Pantelidis, Ioannis S. "Food and Beverage Management." Tourism Management 34 (February 2013): 249–50. http://dx.doi.org/10.1016/j.tourman.2012.06.004.

Riley, Michael. "Food and beverage management." International Journal of Contemporary Hospitality Management 17, no. 1 (January 2005): 88–93. http://dx.doi.org/10.1108/09596110510577707.

Hua Yen, Cheah, Suhaila Emma Merican, Nor Khaizura Mahmud@Ab Rashid, Ainul Zakiah Abu Bakar, Syaliza Omar, and Maimunah Sanny. "Assessing the Performance of Food Safety Management System Using Food Safety Management System Diagnostic Tools and Microbial Assessment Scheme: A Case of Powdered Beverage Manufacturers." Malaysian Journal of Medical Sciences 28, no. 3 (June 30, 2021): 129–42. http://dx.doi.org/10.21315/mjms2021.28.3.12.

Coyle, Mike. "Food and Beverage Management, 2nd edn." International Journal of Hospitality Management 12, no. 2 (May 1993): 213–14. http://dx.doi.org/10.1016/0278-4319(93)90012-x.

Siguaw, Judy A., and Cathy A. Enz. "Best Practices in Food and Beverage Management." Cornell Hotel and Restaurant Administration Quarterly 40, no. 5 (October 1999): 50–57. http://dx.doi.org/10.1177/001088049904000509.

Graham, D. "Strategic questions in food and beverage management." International Journal of Hospitality Management 21, no. 4 (December 2002): 465–67. http://dx.doi.org/10.1016/s0278-4319(02)00030-0.

Hall, C. Michael. "Strategic questions in food and beverage management." Tourism Management 24, no. 5 (October 2003): 600–601. http://dx.doi.org/10.1016/s0261-5177(03)00016-5.

Cao Mai Phuong, Lai. "Food and beverage stocks responding to COVID-19." Investment Management and Financial Innovations 18, no. 3 (September 20, 2021): 359–71. http://dx.doi.org/10.21511/imfi.18(3).2021.30.

Marsiwi, Dwiati, Asis Riat Winanto, and Purwanto Purwanto. "Characteristics and Problematics of UMKM in Ponorogo." Ekuilibrium : Jurnal Ilmiah Bidang Ilmu Ekonomi 15, no. 1 (March 3, 2020): 91. http://dx.doi.org/10.24269/ekuilibrium.v15i1.2086.

Wood, Roy C. "The Future of Food and Beverage Management Research." Journal of Hospitality and Tourism Management 14, no. 1 (April 2007): 6–16. http://dx.doi.org/10.1375/jhtm.14.1.6.

Dissertations / Theses on the topic "Food and Beverage Management":

Reyes, Torres Maria Del C. "Water Management Efficiency in the Food and Beverage Industry." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2298.

Džambová, Adela. "Využitie revenue managementu v oblasti Food and Beverage." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-194074.

Edwards, Jennifer Stierman. "From So-So to SoFABulous: Southern Food and Beverage Museum." ScholarWorks@UNO, 2013. http://scholarworks.uno.edu/aa_rpts/150.

Drobnytskyi, A. D. "Management Systems Pecularities Within Food and Beverage Industry in the U.S." Thesis, Sumy State University, 2016. http://essuir.sumdu.edu.ua/handle/123456789/50127.

Joshi, Abhir Anil. "Impacts of Leadership on TQM in Food Industry in India." TopSCHOLAR®, 2018. https://digitalcommons.wku.edu/theses/2072.

Huang, Tai-Yi. "Essential Competencies for Entry-Level Management Positions in the Food and Beverage Industry in Taiwan and Mainland China." Thesis, University of North Texas, 2019. https://digital.library.unt.edu/ark:/67531/metadc1538723/.

Myeni, Wiseman Bellingham Wanda. "The impact of food and beverage mergers on the shareholder value with specific reference to South Africa." University of South Africa, 2007. http://hdl.handle.net/10500/62.

Kun, Vai Kun. "An inquiry on the training and development needs of the food and beverage industry in Macau." Thesis, University of Macau, 2007. http://umaclib3.umac.mo/record=b1950743.

Smith, Brandon Wayne. "Constructing a supplier score card to evaluate the performance of export suppliers in the food & beverage industry." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/22001.

Kapaj, Ilir [Verfasser], and Reiner [Akademischer Betreuer] Doluschitz. "Assessing quality and safety of food and beverage products in Albanian processing enterprises / Ilir Kapaj. Betreuer: Reiner Doluschitz." Hohenheim : Kommunikations-, Informations- und Medienzentrum der Universität Hohenheim, 2012. http://d-nb.info/1027353142/34.

Books on the topic "Food and Beverage Management":

Schaetzing, Edgar E. Food management, beverage management, Bankette: Handbuch food beverage management. Frankfurt an Main: Deutscher Fachverlag, 1987.

Bernard, Davis. Food and beverage management . London: Heinemann, 1985.

Ninemeier, Jack D. Food and beverage management . 2nd ed. East Lansing, Mich: Educational Institute of the American Hotel & Motel Association, 1995.

Fearn, David A. Food and beverage management . London: Butterworths, 1985.

Davis, Bernard, Andrew Lockwood, Peter Alcott, and Ioannis S. Pantelidis. Food and Beverage Management . Sixth edition. | New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315563374.

Michael, Turner. Food and beverage management. London: HCIMA, 1991.

Davis, B. Food and beverage management . London: Heinemann, 1985.

Bernard, Davis. Food and beverage management . 2nd ed. London: Butterworth-Heinemann, 1991.

Davis, Bernard. Food and beverage management . Milton Park, Abingdon, Oxon: Routledge, 2012.

Bernard, Davis. Food and beverage management . 3rd ed. Oxford, [England]: Butterworth-Heinemann, 1998.

Book chapters on the topic "Food and Beverage Management":

Legrand, Willy, Joseph S. Chen, and Gabriel C. M. Laeis. "Food and Beverage Management." In Sustainability in the Hospitality Industry , 427–96. 4th ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003081128-10.

Davis, Bernard, Andrew Lockwood, Peter Alcott, and Ioannis S. Pantelidis. "Food and beverage marketing." In Food and Beverage Management , 295–325. Sixth edition. | New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315563374-11.

Pullman, Madeleine, and Zhaohui Wu. "Beverage Supply Chain Management." In Food Supply Chain Management , 283–300. 2nd ed. Second edition. | New York, NY: Routledge, 2021. | Previous edition published in 2011.: Routledge, 2021. http://dx.doi.org/10.4324/9780429329883-13.

Davis, Bernard, Andrew Lockwood, Peter Alcott, and Ioannis S. Pantelidis. "Introducing food and beverage management." In Food and Beverage Management , 1–33. Sixth edition. | New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315563374-1.

Davis, Bernard, Andrew Lockwood, Peter Alcott, and Ioannis S. Pantelidis. "Classifying food and drink service operations." In Food and Beverage Management , 34–44. Sixth edition. | New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315563374-2.

Davis, Bernard, Andrew Lockwood, Peter Alcott, and Ioannis S. Pantelidis. "Staffing issues." In Food and Beverage Management , 275–94. Sixth edition. | New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315563374-10.

Davis, Bernard, Andrew Lockwood, Peter Alcott, and Ioannis S. Pantelidis. "Managing quality in food and drink service operations." In Food and Beverage Management , 326–49. Sixth edition. | New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315563374-12.

Davis, Bernard, Andrew Lockwood, Peter Alcott, and Ioannis S. Pantelidis. "Trends and developments." In Food and Beverage Management , 350–66. Sixth edition. | New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315563374-13.

Davis, Bernard, Andrew Lockwood, Peter Alcott, and Ioannis S. Pantelidis. "Restaurants and events – the direct market." In Food and Beverage Management , 45–75. Sixth edition. | New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315563374-3.

Davis, Bernard, Andrew Lockwood, Peter Alcott, and Ioannis S. Pantelidis. "Contract foodservice, travel and public sector catering – The indirect market." In Food and Beverage Management , 76–93. Sixth edition. | New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315563374-4.

Conference papers on the topic "Food and Beverage Management":

Mortero, Smita. "Food and Beverage Innovative Product Development Model." In 4th International Conference on Business, Management and Economics . Acavent, 2020. http://dx.doi.org/10.33422/4th.icbmeconf.2020.12.56.

Seržantė, Milena, and Algimantas Pakalka. "HOW WAS THE SERVICE SECTOR IN LITHUANIA AFFECTED THROUGH THE COVID-19 PANDEMIC?" In 12th International Scientific Conference „Business and Management 2022“ . Vilnius Gediminas Technical University, 2022. http://dx.doi.org/10.3846/bm.2022.706.

Ferdianto, Ferdianto, Hanny Juwitasary, Dimitrij Fajar Satria Dharma, and Vivien. "Development of Mobile Application for Pre Order Food and Beverage." In 2021 International Conference on Information Management and Technology (ICIMTech) . IEEE, 2021. http://dx.doi.org/10.1109/icimtech53080.2021.9535046.

Soelaiman, Lydiawati, and Liediana Liediana. "Factors Affecting Entrepreneurial Opportunity Recognition Among Food and Beverage SMEs." In Ninth International Conference on Entrepreneurship and Business Management (ICEBM 2020) . Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210507.074.

Toaha, Muhammad, Haris Maupa, Nurdin Brasit, Idrus Taba, and Andi Aswan. "Competitive Sustainability of Food and Beverage SMEs in South Sulawesi." In Proceedings of the 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018) . Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icame-18.2019.64.

Sumbodo, B. Tresno, Rini Anggraeni, and Cungki Kusdarjito. "Joint Selling and Packaging as Innovation for Food and Beverage SMEs." In Proceedings of the International Conference on Banking, Accounting, Management, and Economics (ICOBAME 2018) . Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icobame-18.2019.40.

Xudong, Guo, Chen Haiming, and Liang Zhixian. "Study on Cooperative Mode Between Food & Beverage Department and Bank." In Proceedings of the 4th International Conference on Economics, Management, Law and Education (EMLE 2018) . Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/emle-18.2018.118.

Viswanathan, Radhakrishnan, and Arnesh Telukdarie. "The Impact of 4IR on the Future Skills in Food and Beverage Industry." In 2022 Portland International Conference on Management of Engineering and Technology (PICMET) . IEEE, 2022. http://dx.doi.org/10.23919/picmet53225.2022.9882799.

Fiorello, Michele, Manfredi Bruccoleri, Donatella Corti, and Paolo Pedrazzoli. "Supply Chain Collaboration in Craft Production: empirical evidences from the food and beverage industry." In MSIE 2021: 2021 3rd International Conference on Management Science and Industrial Engineering . New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3460824.3460839.

Susanty, A., N. B. Puspitasari, Z. F. Rosyada, H. Ashari, and S. Jati. "Modelling Causal Loop Diagram for Measuring Performance of Indonesian Halal Prepared Food and Beverage Industry." In 2022 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM) . IEEE, 2022. http://dx.doi.org/10.1109/ieem55944.2022.9989815.

Reports on the topic "Food and Beverage Management":

none,. Food and Beverage Footprint, December 2010 (MECS 2006) . Office of Scientific and Technical Information (OSTI), June 2010. http://dx.doi.org/10.2172/1218599.

Shi, Ruijie. Flexible Distributed Energy & Water from Waste for Food and Beverage Industry . Office of Scientific and Technical Information (OSTI), December 2013. http://dx.doi.org/10.2172/1134747.

Sen, Aditi. Pathways to Deforestation-Free Food: Developing supply chains free of deforestation and exploitation in the food and beverage sector . Oxfam, September 2017. http://dx.doi.org/10.21201/2017.0650.

Wiecha, Jean L., and Mary K. Muth. Agreements Between Public Health Organizations and Food and Beverage Companies: Approaches to Improving Evaluation . RTI Press, January 2021. http://dx.doi.org/10.3768/rtipress.2021.op.0067.2101.

Fawcett, Emma, and Suzanne Zweben. Shining a Spotlight: A critical assessment of food and beverage companies’ delivery of sustainability commitments . Oxfam, March 2021. http://dx.doi.org/10.21201/2021.7307.

Mornout, David, Abdullah Al Maruf, and Catharien Terwisscha van Scheltinga. Water management for food systems : Case study Bangladesh . Wageningen: Wageningen Environmental Research, 2022. http://dx.doi.org/10.18174/579460.

Edwards, Stefan, and Robert J. James. US Navy Ships Food Service Divisions: Modernizing Inventory Management . Fort Belvoir, VA: Defense Technical Information Center, May 2010. http://dx.doi.org/10.21236/ada529439.

Edwards, Stefan, and Robert J. James. U.S. Navy Ships Food Service Divisions: Modernizing Inventory Management . Fort Belvoir, VA: Defense Technical Information Center, June 2010. http://dx.doi.org/10.21236/ada524615.

Brown, Lynn J. Aflatoxins in food and feed: Impacts risks, and management strategies . Washington, DC: International Food Policy Research Institute, 2018. http://dx.doi.org/10.2499/p15738coll2.134485.

Brown, Lynn J. Aflatoxins in food and feed: Impacts risks, and management strategies . Washington, DC: International Food Policy Research Institute, 2018. http://dx.doi.org/10.2499/1046080706.

Intermittent fasting shows promise in improving gut health, weight management

A new study by researchers from Arizona State University and their colleagues highlights a dietary strategy for significant health improvement and weight management.

Participants following an intermittent fasting and protein-pacing regimen, which involves evenly spaced protein intake throughout the day, saw better gut health, weight loss and metabolic responses. These benefits were notably greater than those seen with simple calorie restriction.

The findings, reported today in the journal Nature Communications , could advance our understanding of the relationship between the gut microbiome and metabolism and improve strategies for managing obesity.

The researchers compared the effects of two low-calorie dietary interventions: a heart-healthy continuous calorie-restricted diet (based on USDA dietary recommendations), and a calorie-restricted regimen incorporating intermittent fasting and protein pacing.

The trial was conducted with 41 individuals who were overweight or obese over a period of eight weeks. Individuals in the intermittent fasting and protein-pacing group showed a decrease in symptoms of gastrointestinal problems and an increase in diversity of the gut microbiota compared with those in the calorie-restriction group.

The intermittent fasting protocol increased beneficial microbes in the gut that have been linked to a lean body type and improved overall health. Additionally, it increased the levels of certain proteins (cytokines) in the blood associated with weight loss, as well as amino acid byproducts that promote fat burning.

Intermittent fasting is an eating pattern that cycles between periods of fasting and eating. The method has recently gained popularity for its potential health benefits, including weight loss, improved metabolic health and enhanced brain function.

"Given the gut microbiota's location and its constant interaction with the GI tract, we have been gaining a deeper understanding of its pivotal role in dietary responses these last several years," says Alex Mohr, lead author of the new study. "While limited in duration and sample size, this comprehensive investigation -- which included the analysis of the gut microbiome, cytokines, fecal short-chain fatty acids and blood metabolites -- underscores the intricate interplay between diet, host metabolism and microbial communities."

Mohr led the microbiome and molecular investigations, evaluating gut microbial composition, inflammatory molecules called cytokines, SCFAs (metabolites derived from dietary fiber, important for regulating energy balance) and the metabolome.

Mohr is a researcher with the Biodesign Center for Health Through Microbiomes at ASU. Rosa Krajmalnik-Brown, the center director, and researchers Devin Bowes, Karen Sweazea and Corrie Whisner are also contributors to the study.

Corresponding author Paul Anciero of the Department of Health and Human Physiological Sciences at Skidmore College led the clinical trial, which tracked weight loss and body composition.

The study also included contributions from ASU researchers Paniz Jasbi and Judith Klein-Seetharaman, with the School of Molecular Sciences, and Dorothy Sears and Haiwei Gu, with the College of Health Solutions.

Diet, microbiome and weight loss

The gut microbiome refers to the diverse community of microorganisms residing in the gastrointestinal tract, including bacteria, viruses, fungi and other microbes. Numbering in the many trillions of organisms, this complex ecosystem plays a crucial role in essential bodily functions and overall health.

The gut microbiome helps break down food, produce vitamins and promote the absorption of nutrients. It plays a role in the development and function of the immune system by protecting the body against harmful pathogens. Finally, the gut microbiome keenly regulates metabolism, impacting body weight, fat storage and insulin sensitivity.

Caloric restriction, intermittent fasting (limiting food consumption to certain windows on some days) and protein pacing (controlled protein intake at specific meals) have been shown to affect body weight and composition, but the effect of these dietary modifications on the gut microbiome has been unclear until now.

"A healthy gut microbiome is essential for overall health, particularly in managing obesity and metabolic diseases," says Sweazea, the ASU principal investigator of this Isagenix-funded study. "The gut bacteria influence how we store fat, balance glucose levels and respond to hormones that make us feel hungry or full. Disruptions in the gut microbiota can lead to increased inflammation, insulin resistance and weight gain, underscoring the critical role of gut health in preventing and managing metabolic disorders."

Study and findings

The clinical trial involved 27 female and 14 male participants who were overweight or obese. Participants were divided into two groups: one following the intermittent fasting and protein pacing regimen, and the other adhering to a heart-healthy, calorie-restricted diet. Both groups were monitored over eight weeks for changes in weight, body composition, gut microbiome composition and plasma metabolomic signatures.

Participants following the intermittent fasting and protein pacing regimen experienced a significant reduction in gut symptoms and an increase in beneficial gut bacteria, particularly from the Christensenellaceae family. The study also found these microbes are associated with improved fat oxidation and metabolic health. In contrast, the calorie-restricted group showed an increase in metabolites linked to longevity-related pathways.

Despite both groups having similar average weekly energy intake, the intermittent fasting and protein pacing group achieved greater weight loss and fat reduction with an average loss of 8.81% of their initial body weights during the study. In comparison, those on a calorie-restricted diet lost an average of 5.4% body weight.

Participants who followed the intermittent fasting and protein-pacing diet experienced reductions in overall body fat, including belly fat and deep abdominal fat, and saw an increase in the percentage of lean body mass.

The study underscores the potential of intermittent fasting and protein-pacing diets in improving gut health and weight management. While further research is necessary, these findings offer a promising avenue for creating effective dietary interventions for obesity and related metabolic disorders.

"By identifying shifts in specific microbes, functional pathways and associated metabolites, this line of work holds promise for personalized health strategies as we can better tailor nutritional regimens to enhance gut function and metabolic outcomes," Mohr says.

Additional institutions contributing to the study: Systems Precision Engineering and Advanced Research (SPEAR); Center of Translational Science, Florida International University; Isagenix International LLC; and the School of Health and Rehabilitation Sciences, Department of Sports Medicine and Nutrition, University of Pittsburgh.

• Diet and Weight Loss
• Veterinary Medicine
• Molecular Biology
• Biotechnology and Bioengineering
• Calorie restricted diet
• Soy protein
• Protein microarray

Story Source:

Materials provided by Arizona State University . Original written by Richard Harth. Note: Content may be edited for style and length.

Journal Reference :

• Alex E. Mohr, Karen L. Sweazea, Devin A. Bowes, Paniz Jasbi, Corrie M. Whisner, Dorothy D. Sears, Rosa Krajmalnik-Brown, Yan Jin, Haiwei Gu, Judith Klein-Seetharaman, Karen M. Arciero, Eric Gumpricht, Paul J. Arciero. Gut microbiome remodeling and metabolomic profile improves in response to protein pacing with intermittent fasting versus continuous caloric restriction . Nature Communications , 2024; 15 (1) DOI: 10.1038/s41467-024-48355-5

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