Core Signatures

GROUP SALES GROUP SALES

Table Of Contents

Section 1: Sales Strategy and Processes & Group Sales Marketing

• Annual Business Review & Action Plan

• Annual Business Review & Competitive Analysis

• Strategic Selling & Pricing Strategy

• Internal Audit Process: Group Sales QRE

• Sales Process: From Lead to Contract:

◦ The Lifecyle of an Event

◦ Event Leads + Inquiries

◦ Generating the Catering Agreement + Banquet Event Orders

◦ Deposit and Payment Policies

◦ Group Sales Accounts Receivable & Check Deposits

◦ Final Event Billing

◦ Month End Process

◦ Digital Client + Event Records

• Menu & Proposal Development

• Group Sales Marketing

Section 2: Leadership & Team Development

• Leadership

◦ Skills + Best Practices

◦ Preformance Management

◦ Mentoring and Coaching

Section 3: Client Relationship Management & Sales Operations

• Client Communication

◦ Building & Maintaining Strong Relationships

◦ Secure profitable deals while satisfying client needs

• Event Planning & Execution

• Financial Management: Budgeting & Forecasting

Group Sales Core Signatures

Hello,

We are so glad you are here.

Our locations are all iconic, making them perfect venues for hosting meetings or events due to the memories and excitement they evoke. The Group Sales team collaborates closely with clients to deliver exceptional experiences. Our primary goal is to optimize revenue from gatherings and functions.

This core signature outlines a comprehensive guide designed to set you up for success. Our objective is clear: to equip you with the knowledge, skills, and tools you need to confidently lead our sales team, foster a high-performance culture, and exceed revenue targets.

This Core Signature Outlines:

Activity Area

Sales Strategy and Processes & Group Sales Marketing

Leadership & Team Development

Client Relationship Management & Sales Operations

Foundational Standards

Overview

We'll dive into our sales game plan, our ideal customers, how to use our systems, and how to close deals like a pro.

Leadership tools to inspire your team & create a great work environment.

You'll learn how to connect with clients, negotiate like a champ, and make sure every event is a smashing success & Processes For For Financial Reporting + Forecasting

Tips + Tricks to maximize the Levy Difference in Group Sales

For additional resources, news and information relating to the Group Sales function, visit our Group Sales page on LevyDish.

Waivers and Exceptions

The standards and procedures outlined in this Core Signature are central to executing an effective Levy operation. Any exceptions to the standards outlined herein must be approved through the Core Signatures Waiver Process. Click here to access the waiver approval form.

Group Sales Core Signatures

Sales

Strategy and Processes & Group Sales Marketing

We'll dive into our sales game plan, our ideal customers, and how to close deals like a pro.

Annual Business Review & Action Plan

Objective

The Annual Group Sales Review is used to gain an in-depth understanding of our current business, our place within the market and the areas of opportunity to grow our business. By analyzing Strengths, Weaknesses, Opportunities, Threats, Competition, Trends, Lost Business, and other factors we can find ways to meet the demands of an ever changing market. The Action Plan is the step by step guide that we follow to reach our goal of continued and ever growing success.

Standards

The Annual Group Sales Review should be conducted on an annual basis, along with the Action Plan. The Action Plan acting as a guide for the following year. These are due at the end of your fiscal year, but should be kept up throughout the year. If you are unsure what your fiscal year is, ask your location business leader!

What is a fiscal year?

Think of a fiscal year like a company's personal calendar for its finances. It's a 12-month period they use to track their income and expenses, make budgets, and file taxes. It doesn't have to start on January 1st like a regular calendar year – it can begin and end at any point that makes sense for the business.

For example, a clothing store might choose a fiscal year that ends in January, after the busy holiday shopping season, so they can see their full year's sales before doing their taxes.

The Annual Group Sales Review and Action Plan should be sent to respective venue leadership and submitted through Levy Dish. One per venue, with full collaboration from the group sales team. Appropriate sections of this document will be shared with your building Client by your General Manager so it is necessary to compile accurate information.

Components

• Sales Team

• Location Analysis

• Top Events

• Trends

• SWOT Analysis

• Competitive Analysis

Measurement

Location leaders are accountable for implementing this process. Utilize this tool to drive your business and sales growth. The National Sales Team may request a review of this standard when necessary.

Procedure

The procedure is detailed in the easy to follow template provided.

Annual Business Review & Action Plan

Templates

• Annual Business Review Templates > LINK

• Submission Form > LINK

Training Visit Levy24 for current trainings and additional resources.

Responsibility

• The Sales Team is responsible for turning one Annual Business Review per fiscal year.

Annual Business Review, Competitive Analysis

Objective

To gain a competitive edge, your annual business review must submitted with a completed competitive analysis chart.

This involves gathering insights into at least 3 competitors (2 direct) by collecting their sales kits and venue information.

By using a competitive analysis chart effectively, you can gain a deeper understanding of the catering landscape in your area and develop strategies to position your business for success.

Standards

The salesperson will enter this information in the chart in the template provided.

This template includes:

• Venue Capabilities

• Food and Beverage Minimums

• Payment Policies – Discuss difference in timetables. What is due and when.

• Menus – Individual price points & menu offerings

• Beverages - Individual price points & menu offerings

Analyze & Strategize:

Identify Strengths and Weaknesses: Compare your offerings and performance to your competitors. Find Opportunities: Look for gaps in the market that you can fill or areas where you can outperform your competitors.

Develop Strategies: Use the insights from your analysis to:

• Refine your pricing

• Enhance your menu offerings

• Improve your services

• Target specific customer segments

• Strengthen your marketing efforts

Templates

Annual Competitve Analysis Chart Templates (Convention Centers) > LINK

Annual Competitve Analysis Chart Templates (All Others) > LINK Submission Form > LINK

Training

Visit Levy24 for current trainings and additional resources.

Strategic Selling & Pricing Strategy

Objective

Strategic pricing involves setting prices for catering services and offerings based on an in-depth understanding of various factors, including market demand, customer preferences, competition, and cost structures.

The goal is to optimize revenue, attract and retain clients, and maintain a competitive edge.

Ways to Incorporate Strategic Pricing

Tiered Pricing

Offering multiple pricing tiers based on the expectated attendance of an event. Offering a lower per person cost the more attendees they have.

Example:

• 2,000-2,500 = $39.95/person

• 1,500-1,999 = $41.95/person

• 1,000-1,499 = $43.95/person

• 500-999= $45.95/person

Custom Menus

Providing personalized quotes based on the specific details and requirements of each event allows us to vary pricing event by event due to pricing not being posted.

Special Menus

Implementing premium pricing for themed events, gourmet menus, or celebrity chef appearances, leveraging the exclusivity and high value.

Incentive Pricing

Providing discounts for clients who book their catering services well in advance.

Example:

Offering a 10% discount for events booked six months or more in advance, incentivizing clients to plan ahead and secure business for the caterer. Or, increasing pricing after a specific date.

Menu Matching

Try to match menus to identical or similar menus already in production for other events on the same day. This helps to avoid waste, buy in larger quantities and lower labor

Next Steps

Minimize Standard Menu Offerings - Collaborate with the Culinary team to develop a concise standard catering menu. Create a selection of menus not included in the standard offerings, with cost estimates for scalability based on event and client budgets.

Tailor Menus to Client Needs - Engage with clients to comprehend their event requirements and develop personalized menus before presenting the standard menu.

By offering a customized proposal upfront, there is an opportunity to upsell the event from the beginning.

Link to full Strategic Selling & Pricing Guide > LINK

Internal Audit Process: Group Sales QRE

Objective

Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve Levy’s operations. It helps Levy accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes. Mission of Internal Audit is to enhance and protect organizational value by providing risk-based and objective assurance, advice, and insight via the Quality & Risk Evaluation (QRE). Internal Audit performs audits with a focus under the Risk Evaluation. These audits are called RBIAs.

Key Takeaways:

As we execute these Reviews, we remain committed to consistency, education, accountability, year-over-year improvements, and the sharing of best practices. We're updating the content of this team page frequently, so be sure to add alerts so that you will be contacted whenever changes are made.

Responsibility

• All Group Sales Team Members

Procedure

Catering Agreements

• Fully executed Catering Agreement for all events.

PCI Compliance

• Credit card information only being retained within Levy approved Group Sales Software. Banquet Event Orders

• All BEO’s are signed by guests Deposit

• Deposit was collected prior to the event in accordance with Contract. Payment

• 100% collected PRIOR to event.

Record Retention

• All Signed Catering Agreements and BEO’s are stored in INFOR. All Liquor Yields and Consumptions are stored in INFOR

Resources

QRE LevyDish Page > LINK

Pro Tip: All QRE related items will have this icon throughout this core signature document!

Sales Process: From Lead to Contract

The Lifecyle of an Event

Objective

This guide details the essential sales and financial processes throughout an event's journey, from initial inquiry to successful closure.

Key Takeaways:

Step-by-step sales process

Required documentation at each stage

Financial obligations

Operational standards

Benefits:

Comprehensive event tracking

Accurate reporting

Consistent client database management

Responsibility

Group Sales: Adhere to and uphold the entire event lifecycle

Location Leaders: Ensure process compliance

Procedure

Each phase of event planning is a stage in its lifecycle. As an event progresses through stages (Inquiry to Closed), specific tasks—client-focused, financial, or operational—must be completed.

Infor's 'Lifecycle Next Action' button streamlines this. Clicking it opens a page to:

• Input event details

• Send email documents

• Assign follow-ups

• Update event status

These automated tasks prevent oversights, offer quick information access, establish consistent practices, and enable insightful status-based reporting.

Sales Process: From Lead to Contract

The Lifecyle of an Event

Event Lifecycle Stages:

What they are and when to use them.

Inquiry:

The customer is exploring options and not yet ready for a formal proposal. This includes any response to requests for basic information (menus, pricing, etc.).

Send Proposal:

You've presented a tailored proposal with menu options and enhancements based on the event's specifics. This document can be generated directly from Infor.

Tentative:

Functions have been booked, but the event isn't confirmed with a deposit or signed agreement.

Confirm/Definite:

Space is held, and the event is confirmed with a deposit and/or a signed agreement.

Complete Event Order:

The final Event Order detailing all service specifics has been distributed to the customer and/or operations teams.

Guarantee:

The final guaranteed attendance number has been recorded.

Actualize:

The Event Check or Invoice has been generated. Events with unpaid balances at month-end may remain in this stage. Once payment is received, create an adjustment event to reflect payment and move the original event to 'Closed.'

Closed:

The event has been successfully executed, and all payments have been collected.

Cancel Event:

The event is canceled but retains its information and cancellation reason. To reactivate, find it in the global search and copy it.

For detailed instructions on managing event lifecycles in Infor, watch the Levy 24 Training Video: "The Lifecycle of an Event."

Sales Process: From Lead to Contract Event Leads + Inquiries

This is your guide to turning data into dollars. We'll show you how to use Infor, our catering software, to track every lead and turn those leads into loyal customers.

Every Lead Counts

From the first call to the signed contract, Infor's got you covered. Log every inquiry into the system—it's your one-stop shop for tracking marketing efforts and building a contact list for future outreach. Whether a client books or not, their information is valuable.

Build a Sales Powerhouse

A well-maintained database is key to success. It helps you:

Stay organized: Keep track of all your clients and their event history in one place.

Target your efforts: Identify the most promising leads and tailor your sales pitch accordingly. Find new opportunities: Reconnect with past clients and re-engage with those who didn't book previously.

Keep things fresh: An annual database refresh keeps your data clean and helps you spot new trends.

You can enter client information directly into Infor through either the Event Lead Module or the Event module. Remember, keeping your database up-to-date is critical to maximizing your sales potential and building lasting relationships.

Objective

After reading this Core Signature you will understand: How to ensure all inquiries are handled in a constant, professional, and efficient manner.

Standards

Prompt responsiveness and follow through set up apart in competitive market place, and drive sales. All event leads must be input into Infor, or sales software.

Knowledge is Key

To sound confident on the phone, you need to be an expert on your location, your clients, and your competition. Keep your sales tools handy for quick research if a question comes up that you don't have the answer to right away.

Pro Tip: Research events thoroughly! Most aren't brand new – there's often a history online or from repeat clients that can give you valuable insights.

Sales Process: From Lead to Contract Event Leads + Inquiries

Handling Sales Calls

Building Inquiries: If a client calls the main sales team, try to speak with them directly if possible. If not, make sure the building's sales staff has the best estimates and most current menus on hand. Share photos of your best events with them, too!

Direct Client Calls: Your voice paints the picture. When you're on the phone with a client, you're both describing a vision. Listen actively to their needs, ask open-ended questions, and help them create a memorable event. Clear communication is essential to making sure their dreams become reality.

Remember: Product knowledge and a positive attitude are the two most powerful tools you have on a sales call

Phone Skills That Sell

Smile and Dial! Remember, a smile can be heard, even over the phone. Keeping a positive attitude will help you project a friendly and helpful tone to your client.

Ask the Right Questions

Use open-ended questions (who, what, where, when, why, and how) to get the full picture from your client:

• What's the best way to reach you? Who's the contact for the contract and planning? How do you prefer to communicate?

• What kind of event are you planning? (Corporate, social, meeting, etc.) Ideally, you'll already have this info from the building's sales team or your own research.

• How many guests are you expecting?

• Do you hold this type of event often?

• Are you considering other venues?

• What's your budget? (Clarify if it's for food and beverage only, per person, per event, etc.)

• When will you make your decision?

• What's your overall vision for food and drinks?

• Any special notes for the proposal? (Big eaters, dietary needs, ratio of men to women, menu likes/dislikes)

• Where will food and drinks be served? (Make sure their request matches the venue's layout.)

Remember Their Name

Use the client's name throughout the conversation. Building a connection is key! Make them feel confident that you'll not only meet but exceed their expectations.

Next Step: Infor

Once you have all the details, enter them into Infor as an inquiry.

Sales Process: From Lead to Contract Event Leads + Inquiries

Site Visits: Making a Strong Impression

Building Partnerships:

We want to be the go-to caterer for our venue partner. Let's build strong relationships with their team so they think of us first when clients are looking for catering options.

Welcoming New Clients:

When new clients visit, we roll out the red carpet! The right sales rep, along with the Director of Operations or another executive, and our Executive Chef will greet them.

We'll tailor the visit to the client's schedule, but ideally, we'll have a few minutes to talk about our strengths and answer their questions.

We'll send them off with a small gift and our contact information.

Gathering Key Information:

While they're here, let's learn as much as possible about their event needs. This will help us create a personalized proposal they can't refuse.

Follow-Up is Key:

After the visit, the Sales Manager will send a thank-you email with menu suggestions based on the client's needs.

Tracking Leads in Infor

One System, No Mess:

All leads go straight into Infor's Event Lead Module. No more scattered files! This keeps our client database organized and complete.

The Lead Module lets you manage contacts without blocking off dates on the calendar. You can still log activity, send emails, create tasks, and even send proposals.

Required Lead Info:

• Contact: Make sure all required contact fields are filled out.

• Lead Name: This will become the Event Name if the lead books.

• Division & Site: These should auto-populate, but double-check!

• Owner & Salesperson: These default to whoever creates the lead, but you can change them if needed

. Remember: Infor is our sales hub. Keeping it updated is essential for staying organized, following up with leads, and closing deals.

Once you have all the details, enter them into Infor as an inquiry.

Sales Process: From Lead to Contract Event Leads + Inquiries

More Lead Details, Smoother Conversions

Boost your Lead Tracking:

The Lead Details page has extra fields you can fill in to help you stay organized and speed up the booking process:

• Market Type & Sub Type: What industry or niche is this client in?

• Referral Type: How did they hear about us?

• Function Type: What kind of event are they planning?

• Event Date, Start & End Time: When is it happening?

• Estimated Attendance: How many guests are they expecting?

• Description: Any extra details about the event?

• Track Your Progress

These fields help you see how things are going at a glance:

• Lead Type: How did the lead come in?

• Budget: Do they have a budget in mind?

• Probability: How likely is this to book?

• Lead Status: What's the latest update?

Ready to Book?

When a client is ready to move forward, it's time to convert the lead into an Event. This will officially hold their date on the calendar. All those helpful details you added to the Lead will automatically carry over to the Event, saving you time and effort.

Proposals: Bringing the Vision to Life

A well-crafted proposal helps clients see their event come to life at your venue.

Teamwork Makes the Dream Work:

Work hand-in-hand with the building's sales team to follow up with potential clients. Aim to respond together or at least within the same week.

Speedy Responses = Happy Clients:

Quick replies show clients we're on the ball and ready to deliver amazing events. Return calls within two hours or make sure your voicemail sets clear expectations. Being responsive sets us apart from the competition.

Resources

Sales Inquiry Form - Sample 1 > LINK

Sales Inquiry Form - Sample 2 > LINK

Sales Process: From Lead to Contract Generating the Catering Agreement + Banquet Event Orders

Purpose

This guide details the process for creating effective BEOs, which are crucial for clear communication between clients and operations teams.

Objective

After reading this, you'll understand how to create Catering Agreements and BEOs that ensure successful event execution.

BEOs serve two key purposes:

Generating accurate Catering Agreements

Facilitating communication between Client, Sales, and Operations

Both Catering Agreements and BEOs are time-sensitive and must be created, signed, distributed, and returned according to strict schedules outlined in QRE standards and legal language.

Note: Locations not using Infor should contact the VP of Sales to obtain a catering agreement template.

Banquet Event Order Procedure

The BEO is the most important document the Catering Sales Manager will create. It is the conduit of information from the Client to every department under the Premium Umbrella. Nothing happens in a banquet operation without a BEO.

Catering Sales Managers are responsible for ensuring all information on a BEO is accurate and easy to understand by all departments. This document captures all the details for a service:

• Event Name

• Client Name

• Service Location

• Date of the Service

• Start and End Time for the Service

• Estimate Attendance

• Guaranteed Attendance

• Menu Details

• Costs

• Function Type

• On-Site Contact

• Catering Set-Up Notes

• Culinary Notes

Sales Process: From Lead to Contract Generating the Catering Agreement + Banquet Event Orders

BEOS SHOULD ONLY HAVE ONE DATE EVENT NOTES TO INCLUDE VESSELS, AND SERVICE INFORMATION

ACCURATE DIETARY ACCURATE TIMELINE

Sales Process: From Lead to Contract Generating the Catering Agreement + Banquet Event Orders

Catering Agreements

Ideally Catering Sales Managers should begin the planning process 12 months out for confirmed events. It is very important that we have regular communication with our Clients after confirming an event. If a Client confirms eight months prior to an event, it is not acceptable to get final details one week prior to an event. Try to work as far in advance as possible and persuade Clients to come in earlier to alleviate pressure. Weddings and many corporate dinners are often able to confirm details months in advance. This gives us the chance to up-sell.

The planning process begins with an introductory call followed by a discovery call. During the discovery call the Catering Sales Manager should gather as much information as possible regarding the upcoming event, especially the expected food and beverage spend. In addition, the Catering Sales Manager should review expectations, policies, and procedures. Please note: Catering Sales Managers may need to have multiple discovery or planning calls throughout the process depending on the size and complexity of the event.

• Initial Client requests should include a preliminary schedule of events and a list of exhibitors or affiliates (when applicable).

Policies and Procedures highlighted should include:

◦ Initial deposit of 75% of expected spend is due 60 days prior to the event

◦ Specs should be received 45 - 60 days out, depending on size of event and sales process at your facility

◦ BEOS signed and finalized 30 days out

◦ Estimated final payment due 14 business days prior to the event

•

◦ Guarantees are due seven business days prior to the event

◦ The Catering Agreement should be sent to the Client after the discovery call has taken place.

◦ The expected spend received from the Client should be used to create the initial catering agreement that should specify the deposit owed 60 days out.

◦ The Catering Agreement should be generated out of the facilities operating system (i.e. Ungerboeck or ReServe).

◦ If an event is booked within 30 days from the start of the event, the agreement should be sent to the Client immediately. This Catering Agreement requires that 100% payment is due immediately since the 75% deposit deadline of 60 days has already passed.

◦ The Catering Agreement should include a blank credit card authorization form.

◦ Ideally, the signed Catering Agreement and completed credit card authorization form should be received within seven days of the documents being sent to the Client. Contractually the Client has up to 60 days to the start of the event to send the signed Catering Agreement and the completed credit card authorization form.

◦ A note on tax-exempt organizations: Nothing is considered tax-exempt until you have the state tax-exempt letter and any other state specific required documents in hand. Only Accounting can marked Tax Exempt. If you do not have the letter, tax must be put on the contract and collected. A copy of the tax-exempt letter must be given to your location Accounting Representative and a copy saved in the event file.

Sales Process: From Lead to Contract

Generating the Catering Agreement + Banquet Event Orders

Catering Agreement Revisions

Legal Approval: The Catering Agreement is a binding contract. Any changes require approval from the Corporate Legal Department.

Submission for Changes: When requesting changes, provide the following to Legal:

• Event date

• Date changes submitted to Legal

• Desired response date (allow at least one week)

• Event size and type

• Number of attendees

• Catering Agreement Execution

Signed Agreement Required: All events must have a signed Catering Agreement. Email from Infor: Send the agreement directly from Infor as a PDF. If a redlined version is required - the agreed upon contract MUST be sent by Levy (the Sales Manager) through Docusign.See Standard here > LINK

Countersigned Copy: See next page.

Sales Process: From Lead to Contract Generating the Catering Agreement + Banquet Event Orders

Countersigning Catering Agreements

Starting May 1, 2024, all core Levy Catering Agreements in Infor Sales + Catering now have built-in countersign capabilities.

Agreements sent on or after this date: Can be countersigned electronically. Agreements signed before May 1st: Not impacted by this update. If a guest requests countersign on an older agreement, send a new version from the system.

What is Countersigning?

This feature allows a salesperson to countersign an agreement already signed by a contact, all within Infor.

Agreements with Countersign:

• All core catering agreements, including those specific to Convention Centers, Cultural Attractions, and Golf

• Event Confirmation Letters for groups under 50

• Levy Agreements maintained at the site level: AMCTR, CMM, JAVIT, and TFI

How to Countersign:

1. Within the eSignature email process, click on Generate eSignature Documents and select the catering agreement that the Contact needs to eSign.

2. Send the email when ready. Communication History for the event will show a line item for the eSign request email, with eSignature Status set to ‘Requested’.

3. When the Contact signs the document, the salesperson will be notified via email and the notification icon in the Navigation Bar, if enabled. On the event page in Communication History, the eSignature Status will change to 'Signed’. Once signed by the Contact, the signature section of the agreement will be as shown below (site and event specific items in red):

4. Now that the Contact has signed, the option to countersign becomes available to the salesperson. Click on ‘Countersign’ on the left-hand side and complete the prompt.

5. Once countersigned, the ‘Communication History’ will update with a new line of history, containing the fully signed version of the document. The eSignature Status will be set to ‘Countersigned’. The Contact will receive an email attachment including the countersigned agreement.

Please note this feature is for all standard core catering agreements. Any agreements requiring changes approved by and submitted to legal department are managed outside of the system. These redlined agreements, once approved and signed, should then be loaded into the Event (or Master Event) using the Attachments section.

Sales Process: From Lead to Contract Deposit and Payment Policies

Purpose

This guide outlines procedures for ensuring solid event bookings and managing deposits and payments effectively.

Objective

After reviewing this guide, you'll understand how to maintain consistent and reliable handling of holds, confirmations, and payments.

Standards

All contracted events should have 100% of the estimated catering costs paid seven days prior to the first event. A credit card should be on file for any on-site increases or additions.

Note: Payment terms may vary by location. Please refer to the specific location's Catering Agreement for details.

Responsibilities

• Group Sales

• Directors of Operation

• Location Controller

• Financial Services

Procedure

A catering agreement or confirmation letter (depending on guest count) is sent when the Client asks you to confirm the event. You will then locate the event in Infor and click on the Process Tentative tab to generate a catering agreement or confirmation letter. Infor will then take you to the Process Tentative Booking Screen. Enter the requested deposit amount and check the automated date request generated by Infor. Send the catering agreement or confirmation letter and either a deposit request via e-payment, or credit card e-authorization link to the Client.

Once the deposit (deposit procedures will follow in the next section) is received, click on Process Definite and enter the payment information into Infor. If the Client is called and is not ready to confirm, depending on the demand, you may remove the hold and offer to call them back in a designated timeframe or give them another week to decide.

Processing Deposits:

After receiving the deposit (see deposit procedures in the next section), click "Process Definite" and enter payment details into ReServe.

Important: A signed Credit Card Authorization Form is required before using a credit card

Sales Process: From Lead to Contract Deposit and Payment Policies

Deposit Amount Guidelines

These are MINIMUM deposit amounts at signing. Minimum deposit amounts should be as follows

• Parties with revenue of $2,000.00 or less: $300

• Weddings and Bar/Bat Mitzvahs: $2,000 - $3,000

• Corporate Clients: who have been approved to be billed must have a 50% deposit and a credit card authorization on file. This should be the exception.

• Groups of 500 guests or more OR events with revenue of $50,000 or more: 25% of Total

• Events during peak season, peak days/nights, and buyouts or large events: 25% of Total

• Locations may ask for a 50% deposit one month prior to the event or upon confirmation - review with your Director of Operations.

Payment Guidelines

ALL events much be paid in advance: (14) business days, (7) Business Days or (3) Business Days depending on event size and date of booking confirmation. As a rule, events should be paid in full at the conclusion of the event based on any additional fees incurred (including bar consumptions) during the event.

• Events less than $5,000.00 in F&B Sales: This group must have paid in full a minimum of (3) three business days prior to their event date. Under certain circumstances, this group may be approved to pay the day of an event. Approval must come from the Director of Operations.

• Events more than $5,000.00 in F&B Sales: This group must have paid us in full a minimum (7) seven business days prior to their event date. Under certain circumstances, this group may be approved to be post-billed for 50% of an event. Approval must come from the Director of Operations. A No Exception Request is necessary, but there must be a sign-off (signature) in the file by the Director of Operations.

• Social Clients (Including: Weddings, Bar/Bat mitzvahs, rehearsal dinners, anniversaries, charitable, political events, etc): This group must pay a minimum of (7) seven business days prior by cashier’s check, money order or credit card. No exceptions will be given to this group. No personal checks will be accepted for FINAL payment.

• A Catering Agreement has been created for groups less than 50 people, to take the place of the Confirmation Letter/Catering Agreement. This requires payment at the conclusion of an event at your discretion - this is a business decision. You may also collect a deposit and payment prior. Social events must be paid in full (7) seven business days prior.

• Short Term Bookings: No deposit is required, but payment in full is restricted to credit card only Payment is due in full prior to the event date, date may vary depending on event booking confirmation (for example, event may book the day before the event date, payment is due the day before the event).

Sales Process: From Lead to Contract Deposit and Payment Policies

Additional Payment Information

• Check Payments: check payments are accepted only (7) business prior to the event day. Credit card must be digitally on file for all add-ons and/or beverage consumptions. Client can submit a check payment upon the conclusion of the event, sales person can submit for a credit card “credit” once the check payment has cleared the bank.

• Tax Exempted Events: Sales person must confirm with onsite Controller or Regional Controller their state’s tax exempt rulings for a non-profit’s tax exemption for food and beverage. Each state is different and may require additional documentation in addition to a copy of the Non-profit’s Tax Exempted Certificate. More resources on how this is applied in INFOR here > LINK

A note on tax-exempt organizations: Nothing is considered tax-exempt until you have the state tax-exempt letter in hand. If you do not have the letter, tax must be put on the contract and collected. A copy of the tax-exempt letter must be given to your location Accounting Representative with a copy of the final and supporting documents per your state’s Tax Exempt requirements. The role of marking an event as tax exempt is a function of the location Controller/Accountant within the Infor Finance security profile.

Entering in Payments

• Being on the Event Details, or Master Event Details Page

• Click on the Financial Tab (at the Event Level, or the Master Event level, depending on if you are accepting payment at the Master or Event level.)

• Under Deposits, click on Schedule Deposit

• Enter the Amount, the Due Date, the Payment Type as Deposit, and hit save.

• From here, this deposit can either be paid manually by clicking “Pay” (for Cash, Check, or Wire Transfers payments) or is now available to be sent to a client directly for e-Payment. E-Payment charges the client’s credit card for the requested amount immediately and sends them a credit card receipt.

• If the client’s credit card is already on file through e-Authorization, you will be able to click Pay” and record the credit card payment manually.

• Submit your Deposit/Payment Received Report to your on-site Accounting Manager.

• Once the deposit has been entered, go to the Correspondence & Calls tab, select the Deposit Received email, and send this this to the client.

• Additionally, on-site and Home Office Accounting Departments can support requests for wire transfers.

• Each property should work with their on-site Accounting Manager to determine the best way to record deposits prior to the event and then apply them at the conclusion of the event, pending the event management software your property utilizes.

• All venues with or without a salesperson are expected to adhere to these payment polices. All exceptions must be cleared through Director of Operations.

Sales Process: From Lead to Contract Group Sales Accounts Receivable + Check Deposits

Purpose

Proper handling of deposits helps to ensure accurate accounting records so that Sales Team members can present the correct information to Clients about remaining event balances.

Objective

After reading this Core Signature you understand:

How to ensure timely and accurate deposits and accounting for past events deposits in the form of a check.

Standards

Process and post payment immediately.

Responsibility

• Catering Sales Managers

• Location Controller

• Financial Services

Procedure

Check payments for current period events should be made at the location, and the location sales team posts all payments (credit card, check, wire transfer, etc.) within RESERVE/INFOR Checks Deposits

• A copy is made of the check for the event file, and the check is given to the on-site Account Manager for deposit.

• Attach a copy of the check to the master account in RESERVE/INFOR.

• Send a "deposit received" letter from RESERVE/Infor to the client after receiving deposit or payment in full.

• Go to the Correspondence & Calls tab in ReServe in your event/scroll down and select the Deposit Received Letter under report/letter type.

Training available

See RESERVE/INFOR Training Manual on how to properly post payment within the system.

Sales Process: From Lead to Contract Final Event Billing

Timely billing for events ensures Clients are given accurate information on amounts owed and when payment is due.

Event Invoices

• Catering Sales Manager should upate all the daily consumption sheets + liquor yields

• Once consumption sheets + liquor yields are finalized,an invoice should be emailed by the Salesperson to the Client following the event if there are any changes and remaining balances or credits. The invoice cover letter is generated by RESERVE/INFOR and should be emailed directly through the system for tracking correspondence.

Process

• Click the Generate Event Letter/Report “Lifecycle Next Action” button in the lower-right corner of the event, and complete the following tasks:

• Review Services: In the function banner on the review wizard, enter the guarantee in the GTE column next to each function.

• Click “NEXT” to update the quantities in the service screens. Notice the Auto Update Quantities button, which will update quantities to guarantee amount automatically.

• Click “FINISH” when done.

Send Information:

• Highlight the desired Event Check or Event Invoice w/Site in the list to select it (to deselect it, click on it while holding down the Ctrl key)

• Click the E-mail button and select E-mail template, or click “OK” (for a blank email window)

• Click “Send” (recommended to blind copy yourself on all correspondence from ReServe)

• Click “Done” button

Generate Follow-Up Tracer:

• A tracer or reminder is generated to send a thank you letter or email

• Change date or salesperson assignment

• Add any notes to remember when following up later

• Click “OK”

• Notice that the Status of the event has changed to Billed in the lower-left corner

• Click “Finish” (or Ctrl F) to close the Event Details page

• Event Revenue Ledgers/End of Month Reporting

• The Event Revenue Ledger (ERL) should be sent to your accounting representative at the end of the month. This allows the Financial Services Department to post sales.

• Event Revenue Ledger: List of all parties during the period/month, revenues and discounts, deposits, and balances due. This is the ledger you utilize to submit your commissions along with the setup service ledger.

Sales Process: From Lead to Contract Month End Process

Certain reports have been formatted to assist in the process of submitting financial information to the home office at the end of the month. The reports have been customized as ~ CORE reports in the Customized tab within the Reports module. The reports are

• CORE ERL USED TO POST TO MSR: This is the standard Event Revenue Ledger. This report should be used to book to the MSR. This report filters off “Levy Internal” financial type events and “Adjustment” events. When customizing, please include both your Group Sales site, Archive, and Restaurant Services sites (if applicable).

• CORE ERL WITHOUT Adjustments to Revenue (Sorted by FINANCIAL TYPE): This ERL is for the site to use to view which sales are retail, building/Client discounted and Levy internal. When customizing, please include both your Group Sales site, Archive, and Restaurant Services sites (if applicable).

• CORE ERL WIHTOUT Adjustments to Revenue (TAX EXEMPT): This ERL will also be added to a separate tab in the MSR to clearly identify the Tax Exempt events. When customizing, please include both your Group Sales site, Archive, and Restaurant Services sites (if applicable).

• CORE ERL with Beverage Category Detail: This ERL is utilized to support detail reporting on Beer, Wine, Liquor, and N/A Bev product categories. When customizing, please include both your Group Sales site, Archive, and Restaurant Services sites (if applicable).

• CORE Set-Up and Service Revenue Ledger By ITEM Category: Summarizes set-up and service charges within G/L booking accounts for events scheduled during a specified date range.

• CORE Deposits/Payments Received WITHOUT Adjustment Events: This report is the traditional DRR report used to reconcile the 2135 account.

• CORE Credit Card Transaction Report: This report shows all successful credit card transactions with full reference details, including salesperson initials, card type, amount, approval, and reference ID codes.

• CORE Batch Summary Report: Summarizes the daily transaction totals for each credit card type subtotaled by site, used for bank reconciliation purposes

Invoice Adjustments

If any invoice was submitted incorrectly, or needs to be changed for any reason, an Invoice Adjustment form must be sent in to the email address: InvoiceAdjustments@levyrestaurants.com. An Invoice Adjustment Spreadsheet has been created that includes sections for Credits to Credit Cards, Invoice Adjustments, Switch Credit/Invoice, Applications, and Research Items. This spreadsheet can be found on the Account Receivable homepage on Levy Source. Complete instructions for using the Invoice Adjustment Spreadsheet can be found in a Word document within the Spreadsheet. Only completed and correct Invoice Adjustment Spreadsheets sent to the InvoiceAdjustments@levyrestaurants.com email address will be processed by the Accounts Receivable department or send to your on-site accounting team to submit. All relevant columns must be completed, invoice numbers included, and customer numbers included. If the spreadsheet is not completed correctly, it will be returned to the location and must be resubmitted. Submit your request for Invoice Adjustments to your on-site Accounting Manager (if applicable).

Sales Process: From Lead to Contract

Final Event Billing

Convention Center Payment Policy

All steps may be followed as general guidelines for convention centers. Minimum deposits should comply with what is written in each property’s Catering Agreement. An example would be 75% deposit of the estimated Event Price due 60 days prior to the first day of the event. The remaining 25% deposit of the estimated event price is due 14 days prior to the first day of the event.

Additionally, on-site and Home Office Accounting Departments can support requests for wire transfers.

Each property should work with their on-site Accounting Manager to determine the best way to record deposits prior to the event and then apply them at the conclusion of the event, pending the event management software your property utilizes.

Post-Event Adjustments & Payments

Refunds: If charges are lower than collected, issue a refund check. Complete a Request for Check with supporting documents and get approval from your Director of Operations. Notify your location Accounting Manager/corporate A/R representative and obtain the Director of Operations' signature. Outstanding Balances: Collect any remaining balance at the event's end. Review the final invoice with the client, have them sign off on any changes, and provide them a copy.

Tax-Exempt Organizations

Tax Exemption Proof: Tax exemption is only valid with the official state tax-exempt letter and any other required state documents.

Tax Collection: If the letter is unavailable, include and collect sales tax.

Notification: Provide a copy of the tax-exempt letter and BEO number to your location's accounting representative for Infor updates once approved

Sales Process: From Lead to Contract Digital Client + Event Records

Purpose

This Core Signature is designed to ensure proper utilization and re-solicitation of all Clients and groups, by maintaining accurate and up-to- date contact information and event files. All corporate Clients should be contacted quarterly through verbal communication direct mail or email campaigns to keep our locations top of mind and build customer relationships.

Objective

After reading this Core Signature you understand: How to create and maintain a client file in Infor Sales and Catering (formerly Reserve) using the Contact and Account modules, to leverage email and marketing campaigns and re-solicitation of Clients. Steps required to create and maintain a complete electronic event file, in compliance with QRE Standards

Responsibility

• Group Sales

• Directors of Operation

Measurement

Location leaders are responsible for ensuring this process is followed. Home Office Group Sales leads may request to review this standard at any time

Procedure

Accounts and Contacts

The client database in Infor is viewable company wide, but contacts are specific to each location. You must ensure your contacts are assigned to your location. Prior to setting up a new contact or account, a search of the database needs to occur to ensure that multiple contacts and accounts per site are not created.

Contact Records

Upon creating a new contact, the following are REQUIRED fields:

• First and Last Name

• Email Address

• Site

• Contact Type

• Mobile/Work/Home Phone

• Mailing Address (if address is held at account level for contact, check box noting that)

◦ Note: Do not select a country unless outside of the USA

Sales Process: From Lead to Contract Digital Client + Event Records

• Contact Number – is required for any clients (such as building clients) with any events that will carry a balance after the financial close (month end). This number is generated from SAP, and can be provided by your finance team. For any clients that will be paid in full at conclusion of event, or before end of month, the Contact Number can be left blank.

• Owner (salesperson)

Account

Upon creating a new account, the following are REQUIRED fields:

• Account Name – Company Name

• Account Address

• Tax Exemption Status (if applicable)

Event Files

• Every File Tells a Story: All of our Infor digital files should read like a book, telling the story from inquiry to final bill. Every manual file must have the following:

• E-Signed Catering Agreement*

• Catering Agreements addendums and revisions from legal, or non-e-signed Catering Agreements

• Credit Card stored on file

• Deposit on file

• E-Signed BEO(s)*

• Deposit in file

• E-Signed Changes/Guarantees on BEO*

• Liquor Yield

• Final Payment

• Food and Beverage Post Event Report

◦ Note: If a client sends in scanned signed copies for any reason instead of choosing to e-sign, those copied must be uploaded into the Attachment Sections of the Infor Cloud File. Please save them with the proper name for easy viewing. Ex. “Signed Catering Agreement” or “Signed BEO”

Recommended Additions to File in Attachments:

• Floor Plans

• Rental Forms

• Photos from Previous Event

• Event Notes completed with post event notes and recap

Relevant web links, forms, templates, and supporting documents

QRE Levy Source Page > LINK File Checklist > LINK

What is the first step in the event lifecycle according to the sales process?

A) Follow-up with past clients

B) Initial client inquiry

C) Sending a thank you note

D) Conducting a site visit

What should be included in the final Event Order?

A) Client feedback

B) Event seating plan

C) Comprehensive event details and client requirements

D) Competitor analysis

How should a Catering Sales Manager handle a client inquiry?

A) Ignore until closer to the event date

B) Respond with standard pricing only

C) Provide personalized service and detailed information

D) Direct them to the website

What is the purpose of a Banquet Event Order (BEO)?

A) To outline the marketing strategy

B) To track catering sales

C) To provide detailed instructions for the event execution

D) To analyze post-event feedback

How often should corporate clients be contacted to maintain relationships?

A) Once a month

B) Every quarter

C) Once a year

D) Only upon their request

What information is required when creating a new contact in Infor?

A) Only the name and email

B) Full contact details and client preferences

C) Just the phone number

D) Social media profiles

What is the procedure for handling tax-exempt events?

A) Charge the tax and refund later

B) Skip the tax documentation

C) Obtain and verify the tax-exemption certificate

D) Charge a reduced tax rate

Sales Process: From Lead to Contract KNOWLEDGE CHECK

Menu & Proposal Development

Objective

To create attractive, feasible, and profitable menus and proposals that satisfy client needs and drive sales. This requires close collaboration between the sales, culinary, and operations teams to ensure that:

Menus are appealing: They showcase delicious and visually appealing dishes that resonate with the client's event theme and target audience.

Proposals are compelling: They present a clear and persuasive case for choosing your venue, highlighting the benefits and value you offer.

Operational feasibility is maintained: Menus and proposals are realistic and can be executed smoothly by the operations team, considering staffing, equipment, and logistical constraints.

Cost-effectiveness is prioritized: Menus and proposals are priced strategically to maximize profit while remaining competitive in the market.

Ultimately, effective collaboration across these teams leads to a seamless client experience, increased sales conversions, and a reputation for delivering exceptional events.

Process

1. Foster Open Communication:

Regular Meetings: Schedule routine check-ins with all teams (sales, culinary, operations) to discuss upcoming events, share ideas, and troubleshoot any potential challenges.

Shared Document Access: Ensure that everyone involved has easy access to menus, proposals, floor plans, and other important documents. Use cloud-based platforms for real-time collaboration.

Transparent Communication: Encourage open and honest feedback from all team members. Create a safe space where everyone feels comfortable sharing their thoughts and concerns.

2. Understand Each Other's Needs and Priorities:

Sales: Understand client preferences, budget constraints, and event goals.

Culinary: Consider seasonal ingredients, culinary trends, and presentation aesthetics. Operations: Factor in staffing requirements, equipment availability, and logistical considerations.

3. Leverage Technology to Streamline the Process: Project Management Tools: Use tools like Asana or Trello to assign tasks, set deadlines, and track progress.

Communication Platforms: Utilize tools like Slack or Microsoft Teams to facilitate seamless communication and information sharing.

Proposal and Menu Software: Invest in specialized software to create professional-looking proposals and menus efficiently

Menu & Proposal Development

4. Establish Clear Roles and Responsibilities:

Sales: Lead client communication, understand client needs, and drive the proposal creation process.

Culinary: Craft creative and delicious menus that align with client preferences and event themes. Operations: Ensure smooth event execution, manage staffing and logistics, and address any on-site issues.

5. Celebrate Successes and Learn from Challenges:

Recognize Achievements: Acknowledge the hard work of all teams involved in successful events.

Post-Event Debrief: Conduct debrief meetings to identify areas for improvement and celebrate wins. Continuous Improvement: Foster a culture of learning and continuous improvement by regularly seeking and implementing feedback.

6. Tips for Effective Collaboration:

Regular Meetings: Schedule routine check-ins with culinary and operations teams to discuss upcoming events, menu ideas, and any potential challenges.

Shared Document Access: Ensure all relevant teams have easy access to menus, proposals, floor plans, and other important documents.

Clear Communication: Establish open lines of communication and encourage feedback from all parties involved.

Leverage Technology: Use project management tools (like Asana or Trello) to track tasks, deadlines, and progress.

Celebrate Successes: Acknowledge the hard work of your teams and celebrate successful events to boost morale and foster continued collaboration

Remember:

The best menus and proposals are a result of true collaboration. Each team brings unique expertise and insights that are crucial to creating a successful event.

By fostering open communication, understanding each other's needs, and utilizing the right tools, you can build a strong partnership with your culinary and operations teams. Together, you'll be able to deliver exceptional events that exceed client expectations and drive business success

Resources

Annual Pre Season Planning Guide > LINK

Menu & Proposal Development

Suggested Timelines

Beverage

• Review prior set of menus and identify item additions and subtractions

• Review Core Beverage Standards to ensure all required core items are available in one or more point of distribution in the venue

• Review opportunities for RTD, alternative packaging, canned wine/beer, package size

• Complete and submit the Beverage Exception request and submit to beverage@levyrestaurants.com for approval

• Review pricing and COS with DO, E15, Finance and/or VP of Hospitality

• All menus submitted for approval

• Once approved, upload all menus and/or signage to shared Sharepoint folder

• Update Birchstreet order guides and notify purchasing department of updated product needs

• Purchase any new smallwares or OSE necessary to execute all menu items

• Update training guides and identify time for staff training and onboarding

• Conduct beverage menu training prior to season start

Culinary

• Chef to review existing menus with Catering Sales Manager/Team, identify needs and removal of items - Roll up to DO/GM

• Sales Manager/Team to outline needs and changes to internal client menus if necessary.

• Chef to submit changes to Sales Manager, Sales Manager to Red Line Catering MenuChef, Sales, GM and Partner comments added to document

• Chef to have cost out of new items on Catering Menu complete

• Submit red-lined menu with comments & cost out spreadsheet to Reginal Chef and Regional Ops for Approval

• Regional approval complete

• Purchasing to complete recipe input into Birchstreet.

• Submit to Partner for approval if necessarfy

• Sales Comp Analysis

• Submit

Menu & Proposal Development

Multiple Choice:

What is the primary objective of menu and proposal development according to the document?

a) To create visually appealing menus only

b) To ensure menus and proposals are cost-effective

c) To satisfy client needs and drive sales

d) To enhance the culinary team's creativity

True or False:

Effective collaboration between sales, culinary, and operations teams can lead to a seamless client experience.

Multiple Choice:

Which of the following is NOT mentioned as a step in the process of menu and proposal development?

a) Foster open communication

b) Understand each other's needs and priorities

c) Increase advertising budget

d) Leverage technology to streamline the process

Multiple Choice:

What role is primarily responsible for crafting creative and delicious menus?

a) Sales team

b) Culinary team

c) Operations team

d) Marketing team

True or False:

The document stresses that proposals should highlight the benefits and value of choosing your venue

Multiple Choice:

What is encouraged to ensure transparent communication among teams?

a) Conduct meetings only when issues arise

b) Use email as the sole communication tool

c) Create a safe space for sharing feedback

d) Increase the number of team members

True or False:

The document suggests recognizing achievements and conducting post-event debriefs as part of celebrating successes and learning from challenges.

KNOWLEDGE CHECK

Group Sales Marketing

Objective

After reading this Core Signature you will understand: The best practices for using marketing to upsell to increase revenue .

Standards

Sales teams should utilize these tools above and beyond your daily sales strategies (holiday, off season, special events in town, partner with public events, targeted sales roll out).

Marketing Strategy

Goals & Targets:

Set clear objectives (e.g., secure 5 corporate events, 5 social events, and 5 new business opportunities).

Know Your Audience:

• Demographics: Define the ideal client profile (e.g., corporate groups with up to 1200 attendees).

• Local Connections: Identify local meeting planners and past events to understand the market.

• Conference Opportunities: Research large conferences in the area for potential opening/closing receptions or related events.

Menu & Pricing:

• Stay Current: Keep menus fresh and aligned with market trends.

• Profit Potential: Analyze pricing for revenue optimization.

• Upsells: Develop attractive upsell options to increase revenue.

• Data Tracking: Monitor sales and customer data for insights and decision-making.

Digital Presence:

• Sales Toolkit: Create comprehensive sales materials.

• Website: Ensure an engaging and informative website.

• Social Media: Maintain active and engaging social media presence.

• Paid Ads: Utilize targeted advertising to reach potential clients.

• Partnerships: Leverage partnerships like Levy for special offers.

• Virtual & Visuals: Offer virtual tours and conduct professional photoshoots.

• Site Visits: Enhance on-site experiences for potential clients.

Brand & Messaging:

• Customization: Personalize events with logos, branding, and themed elements.

• Sustainability & Values: Highlight client priorities like sustainability, local sourcing, and MWBE partnerships.

• Unique Offerings: Showcase event capabilities beyond concessions or game-day experiences.

• Network & Support: Tap into regional, corporate, and national support for broader reach.

Group Sales Marketing

Networking & Community Engagement

Events:

• FAM Trips: Host familiarization events for local planners, vendors, industry associations (NACE, PCMA, MPI), and the CVB, potentially utilizing spaces like suites during game days.

• Venue Host: Offer your venue as a host site for association meetings and events.

• Lunch & Learns: Organize interactive sessions like cocktail or cooking classes to attract potential clients and build relationships.

• Grassroots Marketing: Visit local businesses with treats and promotional materials to introduce your venue and services.

• Open House: Host an open house event to showcase your space and capabilities.

• Conferences: Target local conferences for potential opening/closing receptions or related events.

• Industry Partnerships: Build strong relationships with the local convention center, hoteliers, and the CVB.

• Active Participation: Attend industry association events to network and stay informed.

Creative Campaigns:

• Seasonal & Themed Events: Develop campaigns around themes like summer picnics, corporate picnics, community events (e.g., zoo lights), season kick-offs, holidays, and "Sunday Funday" events.

• Unique Experiences: Offer activities like ballroom dance classes, beer or food festivals, watch parties, and partner with public events (e.g., Topgolf, Field to Table).

Overall Goal: Attract New Audiences & Showcase Versatility

• Drive Traffic: The ultimate goal is to get people into your space, so they can experience its potential firsthand.

• Shift Perspectives: Help potential clients see your venue in a new light, beyond its traditional use.

Remember: The focus is on building relationships, creating memorable experiences, and showcasing the versatility of your space to attract a wider range of events and clientele.

Resources

Group Sales Short + Long Term Marketing Planning - Template > LINK

Networking Organizations to Drive Group Sales > LINK

Sales and Marketing Plan Local > LINK

Creating the Client Difference > LINK

Training

Visit Levy24 for current trainings and additional resources.

Leadership & Team Development

Leadership tools to inspire your team & create a great work environment.

Leadership: Skills + Best Practices

Introduction

This training document aims to enhance the leadership capabilities of catering sales managers by focusing on essential skills like leadership styles, effective communication, and team motivation. Through practical examples and industry-specific scenarios, managers will gain insights into applying these skills effectively within their teams.

1. Understanding Leadership Styles

Key Leadership Styles

Transformational Leadership: Inspires and motivates teams to exceed expectations through a vision-driven approach.

Example: A catering manager who introduces a new, innovative service model that excites the team and motivates them to achieve higher sales.

Transactional Leadership: Focuses on performance-based rewards and clear goals.

Example: Setting specific sales targets for the team with defined incentives for achieving them.

Situational Leadership: Adapts leadership style based on the team’s needs and the situation at hand.

Example: Adopting a directive approach during a high-pressure event setup, then shifting to a more supportive style during planning phases.

Applicability in Catering

Transformational leadership can be particularly effective when launching new initiatives or services. Transactional leadership is useful for maintaining consistency and meeting regular sales targets. Situational leadership is critical during events where flexibility and quick decision-making are required.

2. Effective Communication

Strategies for Effective Communication

Active Listening: Engage with team members by truly hearing their concerns and ideas.

Practice: Hold regular feedback sessions where every team member can voice their thoughts. Clear and Concise Messaging: Avoid jargon and deliver messages that are easy to understand.

Example: When briefing the team on event details, use simple language to ensure clarity. Non-Verbal Communication: Use body language to reinforce spoken words.

Tip: Maintain eye contact and positive gestures during meetings to encourage openness.

Techniques for Team Communication

Regular Check-Ins: Schedule weekly meetings to discuss progress and challenges.

Feedback Loops: Implement a system where team members can provide and receive feedback continuously.

Leadership: Skills + Best Practices

3. Team Motivation

Techniques to Motivate Team Members

Recognition and Rewards: Acknowledge achievements to boost morale.

Example: Announce a "Team Member of the Month" award to recognize outstanding contributions.

Professional Development: Offer opportunities for skill enhancement.

Practice: Arrange workshops on new catering trends or customer service excellence.

Goal Setting: Establish clear, attainable goals to provide direction and purpose.

Tip: Collaborate with team members to set individual and team goals.

Fostering a Positive Team Environment

Encourage collaboration and team-building activities, such as team outings or workshops. Create an inclusive culture where diversity of thought is valued and encouraged.

4. Adaptability in Leadership

Emphasizing Adaptability

Flexibility: Be open to changing strategies as new information or challenges arise.

Example: Adjusting sales tactics based on customer feedback or market trends.

Continuous Learning: Encourage a mindset of ongoing improvement and adaptation.

Conclusion

By mastering these leadership skills, catering sales managers can effectively lead their teams to success, fostering an environment conducive to achieving sales targets and enhancing team dynamics. Through continuous learning and adaptation, managers will be better equipped to handle the evolving challenges in the catering industry.

Leadership: Skills + Best Practices

Section 1: Leadership Styles

Multiple Choice:

Which leadership style focuses on inspiring and motivating teams through a vision-driven approach?

a) Transactional

b) Transformational

c) Situational

d) Authoritarian

True/False:

Situational leadership involves maintaining a constant leadership style regardless of the situation or team needs.

Describe a scenario in the catering industry where transactional leadership would be most e ective.

Section 2: Effective Communication

Multiple Choice:

What is a key strategy for effective communication within teams?

a) Using complex jargon

b) Active listening

c) Avoiding feedback

d) Speaking in long monologues

True/False:

Non-verbal communication, such as eye contact and gestures, is not important in team meetings.

Provide an example of how clear and concise messaging can benefit a catering sales team during an event briefing.

Section 3: Team Motivation

Multiple Choice:

Which technique is highlighted as effective for motivating team members?

a) Ignoring achievements

b) Recognition and rewards

c) Setting unrealistic goals

d) Criticizing in public

True/False:

Offering professional development opportunities can help motivate team members.

Explain how goal setting can improve team motivation and performance in catering sales.

KNOWLEDGE CHECK

Leadership: Preformance Management

Introduction

This training manual aims to equip group sales managers in the convention center catering industry with essential performance management skills. By setting clear expectations, conducting effective performance reviews, and providing constructive feedback, managers can enhance team performance and drive organizational success.

Section 1: Setting Performance Expectations

Defining Clear Performance Metrics

Identify Key Metrics: Determine the most relevant performance indicators such as sales targets, client acquisition rates, and customer satisfaction scores.

SMART Goals: Ensure goals are Specific, Measurable, Achievable, Relevant, and Time-bound to provide clear direction.

Alignment with Organizational Objectives: Sync individual and team goals with the broader objectives of the convention center to ensure cohesive progress.

Aligning Team Goals

Collaborative Goal-setting: Involve team members in setting their goals to boost engagement and accountability.

Regular Updates: Schedule periodic check-ins to review progress and adjust goals as necessary to maintain alignment with dynamic business needs.

Section 2: Conducting Performance Reviews

Preparing for Reviews

Gather Data: Utilize performance metrics, client feedback, and sales reports to form a comprehensive view of each team member's performance.

Objective Assessment: Base evaluations on quantifiable data and documented achievements to ensure fairness and transparency.

Effective Review Meetings

Open Communication: Foster a two-way dialogue where team members feel comfortable discussing challenges and aspirations.

Goal Re-evaluation: Use the meeting to revisit and adjust goals, ensuring they remain challenging yet attainable.

Structuring the Meeting

Begin with Positives: Start the conversation with achievements and strengths to build confidence.

Address Areas for Improvement: Discuss areas needing enhancement with a focus on solutions and support.

Leadership: Preformance Management

Section 3: Providing Constructive Feedback

Strategies for Constructive Feedback

Timely Delivery: Provide feedback promptly to ensure relevance and effectiveness. Be Specific and Clear: Focus on specific behaviors or outcomes rather than personal attributes. Balance Criticism and Praise: Use the "sandwich" approach by cushioning constructive criticism between positive feedback.

Motivating and Improving Performance

Actionable Advice: Offer clear, actionable suggestions for improvement. Encourage Development: Highlight opportunities for professional growth such as training or new responsibilities.

Follow-Up Plans: Establish a follow-up mechanism to track progress and provide ongoing support.

Section 4: Examples and Scenarios

Scenario 1: Underperformance in Sales Targets

Situation: A team member consistently misses monthly sales goals. Approach: Review metrics, understand barriers, and collaboratively develop a personalized improvement plan focusing on skill enhancement and possible role adjustments.

Scenario 2: Exceptional Client Feedback

Situation: A team member receives outstanding client commendations.

Approach: Recognize publicly and discuss opportunities for mentoring peers or taking on leadership roles in key projects.

Conclusion

By mastering performance management techniques, group sales managers can significantly enhance their team's efficiency and morale, leading to better results in the competitive convention center catering industry. Through setting clear expectations, conducting meaningful performance reviews, and delivering constructive feedback, managers can foster a high-performing sales team poised to achieve and exceed organizational goals.

Leadership: Preformance Management

Section 1: Setting Performance Expectations

Multiple Choice:

What is a key characteristic of SMART goals?

a) Strategic

b) Measurable

c) Ambiguous

d) Random

True/False:

Alignment of team goals with organizational objectives is not necessary for effective performance management.

Describe the importance of involving team members in the goal-setting process.

Section 2: Conducting Performance Reviews

Multiple Choice:

What should be prioritized when preparing for performance reviews?

a) Personal opinions

b) Objective data and documented achievements

c) Hearsay and rumors

d) Casual conversations

True/False:

Effective performance review meetings should primarily focus on past failures to prevent future mistakes.

Explain how open communication during performance reviews can benefit both the manager and the team member.

Section 3: Providing Constructive Feedback

Multiple Choice:

What is an effective strategy when delivering constructive feedback?

a) Generalize feedback

b) Provide feedback late

c) Be specific and clear

d) Focus solely on negatives

True/False:

The "sandwich" approach involves giving positive feedback after delivering criticism.

How can balancing criticism and praise help in improving team performance?

KNOWLEDGE CHECK

Leadership: Mentoring and Coaching

Introduction

This section of the training manual focuses on developing a structured plan for the ongoing mentorship and coaching of sales team members in the convention center catering industry. Effective mentoring and coaching can significantly enhance team performance, boost morale, and drive career development, ultimately contributing to the overall success of the organization.

Section 1: Benefits of Mentoring and Coaching

Professional Growth: Provides team members with guidance and support to enhance their skills and advance their careers.

Improved Performance: Regular coaching helps in refining sales techniques and understanding customer needs better.

Increased Engagement: Fosters a sense of belonging and motivation among sales team members by showing investment in their personal development.

Section 2: Identifying Mentors and Coaches

Internal Selection: Identify experienced leaders or high-performing sales managers within the organization who exhibit strong leadership and communication skills.

Complementary Skills: Ensure mentors and coaches have skill sets that complement the development needs of their mentees.

Voluntary Participation: Encourage voluntary participation to ensure commitment and enthusiasm from both mentors and mentees.

Section 3: Setting Up a Structured Mentorship Program

Program Goals: Define clear objectives for what the mentorship program aims to achieve, such as skill development, leadership grooming, or career advancement.

Matching Process: Develop criteria for pairing mentors with mentees based on skills, career goals, and personal chemistry.

Program Duration: Set a defined timeline for the mentorship relationship, such as six months to a year, with regular review points.

Section 4: Guidelines for Effective Coaching Sessions

Setting Clear Objectives: Start each session with specific goals and outcomes to guide the coaching process.

Active Listening: Coaches should practice active listening to understand the mentee's challenges and aspirations fully.

Providing Constructive Feedback: Offer specific, actionable feedback that focuses on improvement without discouraging the mentee.

Leadership: Mentoring and Coaching

Section 5: Examples of Successful Mentorship and Coaching Scenarios

Scenario 1: New Sales Representative Onboarding

Mentor a new team member through their first major event, offering guidance on client interactions and logistical planning, resulting in successful event execution and client satisfaction.

Scenario 2: Leadership Development

Coach a promising sales associate in leadership skills, preparing them to take on a team lead role, which enhances team cohesion and performance.

Section 6: Measuring Success of Mentorship Programs

Feedback Mechanisms: Implement regular feedback sessions with both mentors and mentees to assess progress and program satisfaction.

Performance Metrics: Monitor key performance indicators such as sales growth, client retention, and employee engagement pre- and post-mentorship.

Program Adjustments: Use insights from feedback and performance data to make necessary adjustments to the mentorship program for continuous improvement.

Conclusion

By establishing a robust mentoring and coaching plan, convention centers can cultivate a more skilled and motivated sales team. This not only enhances individual career growth but also strengthens the organization's market position in the competitive catering industry.

Leadership: Mentoring and Coaching

Section 1: Benefits of Mentoring and Coaching

Multiple Choice:

Which of the following is a key benefit of implementing a mentoring program in sales teams?

a) Increased workload

b) Enhanced professional growth

c) Decreased motivation

d) Less engagement

True/False:

Mentoring and coaching are primarily focused on improving the sales team's operational efficiency without considering personal development.

Explain how mentoring can lead to improved team performance in the convention center catering industry.

Section 2: Identifying Mentors and Coaches

Multiple Choice:

What is an important factor to consider when selecting mentors within an organization?

a) Their popularity

b) Their willingness to participate

c) Their sales record only

d) Their age

True/False:

Mentors should be selected solely based on their tenure at the organization.

Describe the characteristics of an effective mentor in the context of convention center catering sales.

Section 3: Setting Up a Mentorship Program

Multiple Choice:

How long should a typical mentorship program last, according to best practices in the training manual?

a) One month

b) Three years

c) Six months to a year

d) Indefinitely

True/False:

The pairing process for mentors and mentees should primarily be based on their location within the company.

What are the key goals that a structured mentorship program should aim to achieve?

Relationship Management & Sales Operations

You'll learn how to connect with clients, negotiate like a champ, and make sure every event is a smashing success & Processes For For Financial Reporting + Forecasting

Client

Client Communication Building & Maintaining Strong Relationships

Effective Client Communication

Introduction

As a catering sales manager, your ability to communicate effectively with clients is crucial for building and maintaining strong relationships. This guide aims to provide you with strategies and practical tips on enhancing your communication skills, ultimately leading to higher client satisfaction and success.

Section 1: Active Listening Importance

Active listening involves fully concentrating, understanding, responding, and remembering what your client is saying. It fosters trust and shows you value their input.

Tips for Active

Listening

- Maintain Eye Contact: Show you’re engaged.

- Avoid Interrupting: Let clients finish their thoughts.

- Reflect & Clarify: Summarize their points and ask questions to clarify.

- Use Positive Body Language: Nod and lean slightly forward to show attentiveness.

Section 2: Understanding Client Needs Importance

Understanding what your client truly needs ensures your services align with their expectations, leading to more successful outcomes.

How to Understand Client Needs

- Ask Open-Ended Questions:** Encourage clients to share more information.

- Identify Pain Points:** Listen for underlying issues or concerns.

- Confirm Understanding:** Repeat back what you've heard to confirm.

Section 3: Personalizing Communication Importance

Personalized communication makes clients feel valued and appreciated, strengthening your relationship with them.

Strategies for Personalizing Communication

- Use Their Name:** Personalize emails and conversations.

- Reference Past Interactions:** Mention previous discussions or events.

- Tailor Proposals:** Customize proposals to align with their specific preferences and requirements.

Example

Instead of a generic follow-up email, reference specific details from your last conversation, such as “I remember you mentioned a preference for vegan options…”

Client Communication Building & Maintaining Strong Relationships

Section 4: Managing Expectations

Importance

Clear communication about what clients can expect helps prevent misunderstandings and disappointments.

Tips for Managing Expectations

- Set Clear Timelines: Let clients know when they can expect updates or deliverables.

- Be Transparent About Limitations: Clearly communicate any constraints upfront.

- Regular Updates: Keep clients informed throughout the process.

Section 5: Handling Difficult Conversations

Importance

Handling difficult conversations with tact and professionalism is key to maintaining positive client relationships.

Techniques for Handling Difficult Conversations

- Stay Calm and Professional: Keep emotions in check.

- Empathize with the Client: Acknowledge their feelings and concerns.

- Focus on Solutions: Move the conversation towards resolving the issue.

Example

If a client is unhappy with a service, start with: “I understand your frustration. Let’s work together to find a solution that meets your needs.”

Conclusion

Effective client communication is an ongoing process of learning and adapting. By implementing these strategies—active listening, understanding needs, personalizing communication, managing expectations, and handling difficult conversations—you will strengthen your client relationships and enhance your success.

By continually refining your communication skills, you’ll be well-equipped to meet and exceed client expectations, fostering long-term partnerships and success in your role.

1. Which of the following is a key technique of active listening?

A) Interrupting to clarify a point

B) Maintaining eye contact and nodding

C) Offering solutions immediately

D) Checking your phone for messages

2. What is the best way to uncover a client's needs?

A) Assume based on past interactions

B) Ask open-ended questions

C) Use a generic questionnaire

D) Wait for the client to tell you

3. When personalizing communication, it is important to:

A) Use automated responses to save time

B) Refer to past interactions with the client

C) Use formal salutations only

D) Keep all communication strictly business-related

True/False Questions

4. Setting clear expectations with a client can prevent misunderstandings and build trust.

True or False

5. During difficult conversations, it is more important to defend the company’s position than to empathize with the client.

True or False

Short Answer Questions

6. Describe a strategy you could use to handle a difficult conversation with a client expressing dissatisfaction.

7. List three steps you can take to personalize your follow-up communication with a client.

Client Communication Building & Maintaining Strong Relationships KNOWLEDGE CHECK

Negotiation Skills: Secure profitable deals while satisfying client needs.

Mastering Negotiation Skills

Introduction

Negotiation is a critical skill for catering sales managers who aim to secure profitable deals while ensuring client satisfaction. This guide provides essential tactics and best practices to enhance your negotiation prowess, focusing on understanding client needs, effective communication, rapport building, handling objections, and closing deals. By mastering these elements, you can achieve a balance between profitability and long-term client relationships

Section 1: Understanding Client Requirements

Active Listening: Pay close attention to what the client is saying. Ask open-ended questions to uncover their needs and preferences.

Needs Assessment: Identify the primary goals and constraints of your clients. Understand their budget, event size, and any specific dietary requirements.

Practical Example:

During the initial meeting, a client mentions they're planning a corporate event. Ask questions like, "What is the primary objective of your event?" This helps tailor your proposal to their unique needs.

Section 2: Effective Communication Strategies

Clarity and Conciseness: Articulate your offerings clearly. Avoid jargon and ensure your client understands the benefits of your services.

Persuasive Language: Use positive language to emphasize the strengths of your proposal. Highlight unique selling points that align with the client's needs.

Practical Example:

When presenting a proposal, instead of saying, "Our service includes X," you could say, "With our premium service, you'll enjoy a seamless experience that ensures your event's success."

Section 3: Building Rapport

Key Concepts:

Personal Connection: Establish a personal connection by finding common ground or shared interests. This builds trust and makes negotiations smoother.

Empathy: Show genuine concern for the client's needs and demonstrate a willingness to accommodate them.

Practical Example:

If a client mentions their preference for sustainable practices, discuss your company's efforts in eco-friendly catering, strengthening your connection through shared values.

Negotiation Skills: Secure profitable deals while satisfying client needs.

Section 4: Handling Objections

Anticipation and Preparation: Anticipate common objections and prepare responses in advance. Active Listening: When a client raises concerns, listen actively. Acknowledge their point of view before offering solutions.

Practical Example:

If a client objects to your pricing, reinforce the value they receive and offer flexible options, like package adjustments, to meet their budget.

Section 5: Closing Deals

Trial Close: Use trial closing to gauge the client’s readiness to commit. Phrases like, "How does this proposal align with your goals?" can provide insights.

Creating Urgency: Encourage decision-making by highlighting time-sensitive benefits, such as limited-time discounts or exclusive offers.

Practical Example:

After presenting the proposal, you might say, "Booking by the end of the week will secure a 10% discount and guarantee your preferred date."

Conclusion

Balancing profitability with client satisfaction is essential for long-term success. By understanding client requirements, communicating effectively, building rapport, handling objections adeptly, and closing deals efficiently, you can ensure both successful negotiations and enduring client relationships. Remember, the goal is not only to secure the deal but to cultivate a partnership that benefits both parties.

Negotiation Skills: Secure profitable deals while satisfying client needs.

Multiple-Choice Questions:

What is the primary goal of a catering sales manager during negotiations?

A) To offer the lowest price possible

B) To secure profitable deals while satisfying client needs

C) To strictly adhere to company policies

D) To avoid client objections

Which of the following is NOT a part of understanding client requirements?

A) Active listening

B) Needs assessment

C) Using industry jargon

D) Identifying event goals

Effective communication should be:

A) Overly detailed and complex

B) Clear and concise

C) Focused on persuading clients only

D) Centered on technical specifications

True/False Questions:

Building rapport involves finding common ground and showing empathy.

True or False

Ignoring client objections is an effective way to close a deal quickly.

True or False

Short Answer Questions:

Describe one strategy a catering sales manager can use to handle client objections effectively.

What is a "trial close," and how can it be used in negotiations?

Event Planning & Execution

Event Planning and Execution: Oversee event coordination with operations and culinary teams, ensuring seamless execution.

As a catering sales person, your role is pivotal in ensuring the seamless execution of catered events. By effectively coordinating with operations and culinary teams, you can deliver an exceptional experience for your clients. Here's a comprehensive guide to help you navigate each step of the process from your crucial vantage point.

Step 1: Understand Client Needs

1. Initial Consultation

Engage in detailed conversations with clients to understand their vision, preferences, and specific requirements for the event.

2. Proposal and Budgeting

Develop a tailored proposal that aligns with the client's budget while showcasing the value and unique offerings of your services.

3. Building Relationships

Establish strong relationships with clients through attentive listening and personalized service to build trust and ensure repeat business.

Step 2: Communicate with Culinary Teams

1. Menu Customization

Collaborate closely with the culinary team to create a customized menu that reflects the event theme and caters to dietary preferences.

2. Innovation and Tasting

Facilitate tasting sessions where clients can experience the proposed menu, using feedback to refine options and presentation.

3. Dietary Accommodations

Ensure the culinary team is prepared to accommodate dietary restrictions with suitable alternatives, enhancing client satisfaction.

Step 3: Coordinate Logistics with Operations

1. Venue Coordination

Work with operations to understand venue logistics, including kitchen facilities and space limitations, to plan effectively.

Event Planning & Execution

2. Ensuring Resources

Confirm the availability of necessary resources and equipment, coordinating any additional rentals if required.

3. Scheduling and Staffing

Liaise with operations to ensure adequate staffing levels are maintained for smooth service delivery on the event day.

Step 4: Ensure Client Satisfaction on the Event Day

1. Final Walkthrough

Conduct a final walkthrough with the client before the event to confirm all details and address any last-minute changes or concerns.

2. Real-Time Communication

Establish clear channels of communication with all teams to address any issues promptly and ensure the event schedule is adhered to.

3. Post-Event Follow-Up

After the event, follow up with the client to gather feedback, express gratitude, and discuss future opportunities.

Key Considerations

1. Relationship Building

Nurture ongoing relationships with clients and stakeholders to foster loyalty and secure future bookings.

2. Negotiation Skills

Utilize strong negotiation skills to balance client desires with operational capabilities, ensuring mutually beneficial outcomes.

3. Problem-Solving

Be proactive in identifying potential challenges and implementing effective solutions to maintain event quality under pressure.

Practical Tips for Success

Attention to Detail: Pay close attention to every aspect of the event to ensure nothing is overlooked. Flexibility and Adaptability: Be ready to adapt plans as needed, demonstrating resilience in the face of unexpected changes.

Exceed Expectations: Always aim to exceed client expectations by delivering exceptional service and memorable experiences.

Multiple Choice Questions

What is the first step a catering sales person should take to understand client needs?

a) Propose a menu

b) Conduct an initial consultation

c) Schedule a tasting session

d) Sign a contract

Which of the following is NOT a key aspect of menu customization?

a) Reflecting event themes

b) Ignoring dietary preferences

c) Collaborating with the culinary team

d) Ensuring dietary accommodations

When coordinating logistics, what is a primary responsibility of the catering sales person?

a) Designing the venue layout

b) Confirming necessary resources and equipment

c) Hiring event entertainment

d) Setting up lighting systems

True/False Questions

True or False: A final walkthrough with the client before the event is not necessary.

True or False: Effective communication with all teams is essential for addressing issues promptly on the event day.

Short Answer Questions

Why is relationship building important for a catering sales person?

Describe a scenario where negotiation skills are vital between the sales person and the client.

What proactive steps can a catering sales person take to solve potential problems during the event?

Event Planning & Execution KNOWLEDGE CHECK

Financial Management: Budgeting & Forecasting

Sales Build Master Excel Template Overview

This training guide provides step-by-step instructions for effectively using the CC Sales Build Master Excel template. Follow the outlined process to ensure accurate budgeting, projections, and actual revenue tracking for your location.

Tool & Timeline

• Master Excel Template Setup

• Complete the Setup tab for your location annually.

• Initiate setup 6-8 months before the start of your fiscal year.

Budget Section

Purpose: Establish a financial framework as part of the budgeting process.

Timeline:

• Complete approximately 5 months before the fiscal year begins.

• Incorporate necessary adjustments (Blue Sky) to align with budget targets.

Post-Budget Lockdown:

• Do not modify after completion.

• Record changes beyond the budget target/timeframe in the Projection or Actual sections.

Key Scenarios:

New Event Added: Keep Budget section at $0; record revenue in Projection.

Event Cancellation: Maintain budgeted amount; reflect $0 in Projection.

Revenue Breakdown: If unclear, distinguish between Group Sales and R&C; include Setup/Service and Service Charge in Group Sales.

Projection Section

Purpose: Capture changes and anticipate future events beyond the budgeting process.

Update Frequency: Weekly, by Friday, focusing on:

• Current month

• Two months ahead (90-day window)

• Significant known changes for the year

Utilization: Supports Ops and Finance in completing and submitting the weekly forecast every Monday.

Financial Management: Budgeting & Forecasting

Actual Section

Purpose: Document actual revenue post-event.

Benefits: Provides historical data for future forecasting and budgeting accuracy

File Notes on Functionality

Structural Integrity:

• Do not insert or delete rows or columns.

• Hiding unused columns is permissible.

Event Cancellations: Retain revenue data in the Budget section despite cancellations; do not remove events.

By following this guide, users will maintain accurate and up-to-date financial records, facilitating more effective forecasting and budgeting processes.

Resources

CC Sales Build Master Template > LINK

Multiple Choice

When should the Setup tab be completed for your location?

a) 3-4 months before the fiscal year

b) 6-8 months before the fiscal year

c) Annually, at the end of the fiscal year

d) As soon as the fiscal year starts

What should you do if a new event is added after the budget is finalized?

a) Add it to the Budget section

b) Leave the Budget section at $0 and record it in the Projection section

c) Add it to the Actual section

d) Remove an existing event to balance it

True/False

You should modify the Budget section after it has been locked down if there are changes.

It is permissible to hide unused columns in the Excel template.

Short Answer

Describe the primary purpose of the Projection section.

Why is it important to retain the revenue data for canceled events in the Budget section?

What is the purpose of the Actual section, and when should it be updated?

Financial Management: Budgeting & Forecasting KNOWLEDGE CHECK