In any operation, but particularly in an operation involving as many unique and disparate elements as a banquet, it is important to understand how each element affects the others. Planning decisions do not exist in a vacuum. A plan works or doesn't work as it fits in with the entire flow of the event. Thus, you must consider each aspect of a banquet, not in isolation, but in the context of its impact on all other considerations. In addition, banquets take place in real space and time, with real people. You must take into account how your guests and your employees flow through the space and time of the event if you are to set up and service a functional banquet. Often, this piece of the planning process is the most difficult. If you could just feed everybody in the kitchen (off the prep tables, say) your job would be a lot easier. But clients tend to be picky!
You will notice a continual reference to how a part of the banquet flows within the entire banquet. Indeed, the chapters in this book flow----in chronological order----through the various stages of a banquet----from selling, to planning, to production, to breakdown and finally, financial analysis. As I will show you, many mistakes can be avoided just by keeping the concept of flow foremost in your mind.
The polished caterer is able to envision the flow of an event (from beginning to end) before the first fork is set. It is the ability to anticipate and plan for possible bottlenecks in the preparation and service of a banquet that is the key to pulling off a polished event. The old adage----put yourself in the client's shoes----is never more apt than in catering. You must constantly attempt to strike a balance between flash, function and financial viability. If I could leave any banquet manager with any one idea or concept, it would be: Remember the Flow!
