INTRODUCTION
Telargin is a premier five-star hotel centrally located in the vibrant heart of Perth, offering 600 elegantly appointed beds to cater to a diverse clientele. Our hotel embodies an international standardization of service, ensuring a world-class experience for all guests. The culinary offerings at Telargin are essential to our hospitality, providing breakfast, lunch, and dinner services that reflect the hotel’s commitment to excellence.
Breakfast
At Telargin, we recognize that breakfast is a crucial meal for our guests, especially for those checking in or out who need to fuel up for early morning meetings or travel. While many may opt for the convenience of local vendors and coffee shops, we aim to provide a breakfast experience that exceeds their expectations. Our breakfast offerings will include a variety of options, from healthy choices to indulgent treats, ensuring that every guest can find something to suit their taste and needs. By creating a welcoming atmosphere, we encourage guests to enjoy their meal in-house, allowing us to establish a strong connection with them right from the start.
Lunch
Lunch at Telargin is not just a meal; it represents the peak of business activity within the hotel. During this time, we expect a surge in guests ranging from executives to general managers, as well as leisure travelers enjoying short stays. Understanding that many of our business guests consider the hotel their “second home,” it is imperative that we treat them with the utmost care and respect. The pressure of travel can weigh heavily on business-class passengers, making our hotel a vital port of call where they can relax and recharge. We will strive to create a lunch experience that balances efficiency with hospitality, ensuring that guests feel valued and catered to.
Daytime
Throughout the daytime, our customers prioritize efficiency and professionalism. Many guests may be entertaining business colleagues or clients, and it is essential that we create a welcoming yet professional environment. Our staff will be trained to engage with guests proactively, offering them an array of food and beverage options while maintaining a high standard of service. This approach not only enhances the dining experience but also reinforces our commitment to hospitality, as highlighted by Jones (2002).
CONCEPT DESIGN
The Telargin Hotel serves as a home away from home for a myriad of travelers, from vacationers to business professionals. We host a variety of events, including meetings, weddings, trade shows, conventions, and family reunions. To support our operations, we employ a diverse team and provide extensive facilities, including guest rooms, conference rooms, spa and fitness centers, restaurants, bars, casinos, car parking, banquet halls, and a swimming pool (Hemmington, 2000).
To optimize our food and beverage services, we have decided to outsource the management of our restaurant operations. This strategic move allows us to secure higher revenue and alleviate the financial and operational burdens associated with running a restaurant. Outsourcing can be structured on a flat fee or percentage basis, providing flexibility and stability in our financial planning (Clarke & Chen, 2009).
The financial implications of starting a restaurant cannot be understated. The initial investment required is substantial (Robinson, 1998). Therefore, it is crucial to align our available budget with the necessary funding to develop our restaurant concept.
Design and construction also play pivotal roles in our restaurant’s success. The layout must optimize both front and back-of-house spaces, ensuring efficiency and aesthetic appeal. Additionally, the design must integrate seamlessly with the overall hotel ambiance, with interiors crafted by professional designers.
As emphasized by Goldman (1993), the location of our restaurant is a critical factor in determining its customer base. A thorough analysis of the local market—encompassing economic conditions, infrastructure, and employment opportunities—is essential for selecting a viable restaurant concept. The insights gained from this analysis will guide our decisions regarding the type of dining experience we will offer, ensuring it aligns with both local demand and the expectations of our hotel guests.
The selection of a restaurant concept for the Telargin Hotel is a nuanced process, influenced by various factors unique to our setting. While there are similarities to the selection of independent restaurant concepts, the complexities inherent in a hotel environment necessitate a tailored approach (Prewitt, 2003).
Restaurant Offerings
The Telargin Hotel is proud to present the Telar Brasserie Restaurant, located on the Lobby Level and open daily for breakfast, lunch, high tea, and dinner. Additionally, guests can enjoy authentic Chinese and Thai cuisine at Mei Long Zhan and delectable Japanese dishes at Natsurka. For a more casual experience, the Pool Side Café offers refreshing meals seven days a week. To cater to business needs, free Wi-Fi is available for those looking to conduct meetings in our restaurants.
We are excited to introduce our new dining concept: Telargin Delicacy. This restaurant will specialize in a diverse range of continental dishes, complemented by a wine and pastry shop, ensuring a unique culinary experience for our guests.
References
Clarke, A., & Chen, W. (2009). International Hospitality Management. Routledge.
Goldman, K. (1993). Concept selection for independent restaurants. Cornell Hotel and Restaurant Administration Quarterly, 34, pp. 59-72.
Hemmington, N. &. (2000). Key dimensions of outsourcing hotel food and beverage services. International Journal of Contemporary Hospitality Management, 12, 257-265.
Jones, P. (2002). Introduction to Hospitality Operations: An Indispensable Guide to the Industry. Cengage Learning EMEA.
Mendes, A. &. (2004). Multi-outlet retail site location assessment. International Transactions in operational research(11), 44-45.
Muller, C. &. (1994). The Geodemographics of restaurant development. Cornell Hotel and Restaurant Administration Quarterly, 35(3), 88-95.
Prewitt, M. (2003). Operators add statistical modeling to site-selection tool box. Nations restaurant news, 37(5), 8-9.
Robinson, S. a. (1998, February 4). Branding and repositioning food and beverage: the case for outsourcing partnerships. Retrieved from http://www.hotel-online.com/trends/andersen/1998_brandingF&Bhtml
Ryan, B. K. (2002, February 4). The Downtown and business district market analysis guidebook. Chapter11. Evaluating restaurant opportunities. University of Wisconsin.
