AIM University Group

Learning Outcome 1: PASS

AC 1.1 — Q1 Role of F&B; Operations. You provide a detailed explanation of F&B;'s contribution to the hotel, covering revenue generation, brand image, cultural menu identity, service integration, and the coordination between front desk and F&B; to handle dietary needs and build customer loyalty. PASS

AC 1.2 — Q2 Importance of F&B; Management. You address menu planning, staff training, service quality, cost control, waste reduction, and the reputational consequences of poor management, with clear reasoning supporting each point. PASS

AC 1.3 — Q3 Challenges. You identify staff shortages and evolving customer preferences around sustainability as key challenges, explain their operational impacts, and propose practical responses including proper budgeting and ingredient rotation. PASS

AC 1.4 — Q4 Evolution of F&B; Management. You trace the shift from standard fine dining toward experimental and personalised experiences driven by tourism and fusion cuisine, and apply this evolution to Kingston Manor's positioning around authentic island culture and service quality. PASS

Learning Outcome 2: REFERRED

AC 2.1 — Produce a professionally formatted and cost-effective F&B menu that aligns with the established budget constraints. The only F&B document submitted is the partially completed costing template; no menu plan or formatted menu document accompanies it. The dishes are identifiable and culturally appropriate (saltfish wantons, jerk chicken skewers, curry goat with rice and peas, sweet potato pudding, tropical mocktails), but there is no menu concept, no presented menu, and no evidence that the menu is cost-effective or budget-aligned, since the per-guest and event-level sections are blank. (REFERRED)

AC 2.2 — Critically analyse and justify menu choices based on market research and customer preferences. No menu concept, market justification, or customer-preference analysis has been submitted. The Section F cost-control notes that would carry this reasoning remain as the template's unfilled prompt text, so the justification required under this criterion is not evidenced in the F&B submission. (REFERRED)

AC 2.3 — Apply pricing strategies and perform cost analysis for proposed menus. Section A contains ingredient-level costing, but it is duplicated, a Main row is blank, and several portion figures do not reconcile with the stated quantities and unit costs (goat at $7/g for 200g is recorded as $225 rather than $1,400). More importantly, Section B (dish totals), Section C (menu cost per guest), Section D (pricing calculation), and Section E (event total costing) are all empty, so no margin, per-guest cost, or financial viability has been produced against the stated 200-guest count and the $5,000 JMD target price, which is never derived. (REFERRED)

AC 2.4 — Present the menu professionally and effectively, addressing questions and feedback competently. There is no professional menu document to present, and the costing on which a pricing defence would rest is incomplete, so this criterion is not met on the evidence submitted. (REFERRED)

Overall Feedback
Your F&B submission is Referred. What is present, an identifiable Jamaican menu and a started dish-costing table, sits inside an otherwise incomplete template: there is no menu plan, no market justification, and the dish-total, per-guest, pricing, and event-costing sections are blank, with arithmetic errors in the costing that does exist. To clear the referral, complete the full costing template (corrected per-portion figures, dish totals, full menu cost per guest, a pricing calculation with a stated margin, and event total costing for the confirmed guest count), add the menu concept and market justification, and submit a formatted professional menu.

Learning Outcome 3: PASS
AC 3.1 — Develop a comprehensive food safety plan with regulatory compliance. Cites Ministry of Health requirements and food-handler certification, maps hazards and controls across the chain, and is backed by a full HACCP table, a costed professional menu, and a financial review. Met. (PASS)

AC 3.2 — Demonstrate practical application and adherence to food safety standards. The practicum demonstrated food safety application to a strong standard. Met. (PASS)

AC 3.3 — Develop customer service strategies aligned with the concept. Layout, staffing structure, multi-course service flow, and formal dining etiquette are well matched to the boutique positioning. Met. (PASS)

AC 3.4 — Reflect on the impact of food safety on satisfaction and operations. The reflective assessment works through clear trade-offs, including hygiene cost, allergen reconfirmation time, and waste-monitoring burden. Met. (PASS)

Overall: food safety plan, HACCP table, service strategy, reflection, costed menu, and financial review are all sound, and the practicum was well executed. The unit is a pass. (PASS)

Learning Outcome 4: PASS
AC 4.1 — Design comprehensive beverage menus. Full beverage menu with a sorrel-based signature, wine pairings tied to the protein options, and inclusive non-alcoholic choices, each justified. Move responsible service into the beverage programme where it belongs. Met. (PASS)

AC 4.2 — Demonstrate FOH and BOH operations, staffing, and food service skills. FOH and BOH roles, staffing strategy, and service skills are set out, though the staff count differs between sections (eight versus nine). Addressed in writing and confirmed at the individual oral defense. (PASS)

AC 4.3 — Develop and implement marketing plans, including social media and loyalty. Thorough: positioning, channels, a pre, during, and post content strategy, performance measures, and loyalty mechanisms, with a mockups appendix. Met. (PASS)

AC 4.4 — Evaluate and implement appropriate technology solutions. The design document lists tools and value added; the evaluation document adds limitations and a recommendation for manual backup systems, meeting the evaluative standard. Met. (PASS)

Overall: all four criteria are met across the design and evaluation documents. Two small fixes only: move responsible service into the beverage programme and reconcile the staff count.