Sample Answer
Event Hospitality Management
Introduction
The success of live events often depends not only on entertainment or logistics but also on the quality and management of hospitality services. Food and beverage (F&B) provision forms a vital part of the attendee experience, influencing satisfaction, reputation, and return attendance. This essay analyses the F&B provision at the Glastonbury Festival’s VIP Hospitality Lounge, evaluating the appropriateness of the menu, service delivery, staff competence, and compliance with licensing laws under the Licensing Act 2003. The discussion applies event management and hospitality theories to assess good practice and identify potential improvements.
Menu Appropriateness and Client Needs
The Glastonbury VIP Lounge caters to a diverse client group including performers, sponsors, and high-profile guests. According to Cousins et al. (2019), menu planning must align with the demographic, dietary preferences, and psychological expectations of guests. The menu included vegan and gluten-free options, artisanal dishes, and locally sourced ingredients, aligning well with modern consumer trends favouring sustainability and health-conscious choices.
However, while the food quality met high expectations, portion sizes and waiting times during peak hours were inconsistent. This highlights a tension between perceived value and service efficiency, as noted by Walker (2021), who suggests that successful menu management requires balance between operational practicality and experiential quality. The open buffet layout encouraged interaction but occasionally caused congestion, reducing comfort for guests.
Evaluation of Service Level and Operational Issues
The service standard was professional and courteous, consistent with Grönroos’ (1990) model of service quality that emphasises functional and technical dimensions. Staff were attentive, ensuring prompt table clearing and beverage refills, reflecting good operational training. Yet, the layout of the service area limited smooth traffic flow between food stations and seating areas.
According to Shone and Parry (2019), spatial design directly influences guest satisfaction. The narrow buffet area created bottlenecks during rush periods, which could have been avoided with better zoning and signage. Additionally, sound levels from the main stage occasionally interfered with communication between guests and staff, demonstrating a need for acoustic management in event planning.
Despite these issues, the use of digital ordering tablets for premium guests enhanced service efficiency and data collection, a modern example of technology integration recommended by Bowdin et al. (2022).
Staff and Management Competence
The performance of both staff and management was generally commendable. Front-of-house employees demonstrated effective interpersonal skills, teamwork, and adaptability, essential traits identified by Baum (2015) for hospitality professionals. Managers exhibited strong leadership and delegation, maintaining service flow and guest satisfaction even under pressure.
However, some temporary staff appeared less confident in menu knowledge, leading to occasional delays in explaining dishes or dietary contents. This reveals gaps in pre-event training and briefing, which are crucial in events employing short-term staff. Implementing pre-shift briefings and competency checklists could address this weakness. The hospitality team displayed good emotional labour management, maintaining composure and enthusiasm, key indicators of high service culture (Hochschild, 2012).
