AIM University Group

Learning Outcome 1: PASS

AC 1.1 — Q1 F&B and the Hospitality Experience. You position F&B as a strategic driver of brand identity, guest loyalty and revenue, with Kingston Manor anchored throughout. Menu design, dining atmosphere, and service standards are all addressed, along with cross-departmental integration (events team, front office). PASS

AC 1.2 — Q2 Significance of F&B Management. You cover all three required management levers (menu planning, staff training, cost control), tie them to profitability and guest satisfaction, and include the negative impacts of poor management (untracked food quality, delayed service, negative criticism, reputation and word-of-mouth risk). Strong boutique-specific reasoning. PASS

AC 1.3 — Q3 Challenges and Trends. You identify multiple challenges (sustainability, health-conscious dining, staff shortages, labour costs) and adaptation strategies (boutique identity with sustainability, local sourcing, technology integration), with some evaluation of trade-offs. The closing point on balancing operational efficiency
with evolving guest expectations is well-judged. PASS

AC 1.4 — Q4 Historical Evolution. You identify fine dining and global tourism as two of the example milestones the brief lists, and capture the shift from service-centred to experience-centred dining with the modern emphasis on authenticity and personalisation. The section is shorter than the others (~120 words) and does not
apply the historical narrative directly to Kingston Manor — develop both on rewrite. PASS

Learning Outcome 2: PASS

AC 2.1 — Produce a professional, cost-effective menu aligned with budget. Your menu presentation is professional and well structured, and the 186.10 JMD per-guest food cost is cost-effective. The costed dishes (Jerk Chicken, Mango Panna Cotta) differ from those in the presented menu (Grilled Snapper, Chocolate Rum Mousse), so the costing evidences the method rather than the final menu, but the menu itself meets the standard. (PASS)

AC 2.2 — Justify menu choices using market research and customer preferences. Strong. You link the menu to executive preferences for light, refined dishes and to boutique trends in experiential dining and local ingredients, with a clear Caribbean dimension. Specific and well reasoned. (PASS)

AC 2.3 — Apply pricing strategies and perform cost analysis. Rigorous: full dish-costing, per-guest cost, and a cost-plus calculation to 465.25 JMD at a 60% margin, extended to event revenue and profit. The 6,500 JMD package price is asserted rather than derived from the added service, plating, and beverage costs, but the food-level analysis is sound and well executed. (PASS)

AC 2.4 — Present the menu and address questions competently. Client-ready standard, suitable for an audience. (PASS)

Overall Feedback
A capable, well-evidenced submission that passes comfortably on the strength of its market justification and cost analysis, supported by a professional final menu. The food-level costing and customer reasoning are its strongest features.

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. (PASS)