10. Guest Experience, Service Quality and Revenue Creation

Introduction: From Serving Food to Creating Value

Food and beverage service is no longer judged only by the accuracy of an order or the speed with which a meal reaches the table. Guests evaluate the entire experience: how easily they make a reservation, whether they feel welcomed, the clarity of the menu, the confidence of the server’s recommendations, the atmosphere of the dining room, the handling of payment, and the memory they retain after departure. In a competitive hospitality market, service quality and revenue creation are therefore interdependent managerial responsibilities.

Revenue cannot be increased sustainably by pressuring guests to purchase more. It is created when the establishment understands guest needs, designs relevant experiences, communicates value effectively, and delivers what it promises. Ethical suggestive selling may increase average spending while also improving satisfaction; inappropriate selling may produce a short-term gain but damage trust, reviews, repeat business and brand reputation.

This chapter examines the strategic relationship between guest experience, service quality and revenue. It introduces service-quality models, guest-journey mapping, cultural intelligence, inclusive hospitality, complaint handling, service recovery, loyalty practices, suggestive selling, beverage and food pairing, experience design, and the use of technology and analytics. The focus is not merely on techniques used by individual servers, but on the managerial systems that enable consistent and responsible performance.

Learning Objectives

After studying this chapter, students should be able to:

1. Explain the meaning and strategic importance of guest experience and service quality in food and beverage operations.

2. Apply service-quality models and guest-journey mapping to identify service gaps.

3. Demonstrate how cultural intelligence and inclusive hospitality influence guest satisfaction.

4. Design professional approaches to complaints, service recovery and loyalty development.

5. Use suggestive selling, pairing and experience design to create value ethically.

6. Evaluate the role of technology, data and performance metrics in service-quality management.

7. Analyse managerial trade-offs between revenue, efficiency, guest trust and employee wellbeing.

Understanding the Guest Experience

Guest experience is the guest’s total cognitive, emotional, sensory and behavioural response to interactions with a hospitality organization. It includes functional outcomes, such as receiving the correct dish, as well as emotional outcomes, such as feeling respected, understood and valued. Experience is co-created: the organization provides the setting, people, processes and products, while the guest interprets and participates in them.

Service quality is the guest’s evaluation of how well service performance meets or exceeds expectations. Satisfaction is usually a more immediate response to a particular encounter, whereas perceived quality may develop over repeated experiences. Loyalty is a behavioural and attitudinal relationship that may result in repeat visits, positive recommendations and tolerance of occasional failures. These concepts are related but not identical. A guest may be satisfied with one meal without becoming loyal, while a loyal guest may forgive a minor failure because of a strong long-term relationship.

The experience is shaped by several dimensions:

• Functional value: accuracy, reliability, speed, convenience and product quality.
• Emotional value: comfort, confidence, recognition and enjoyment.
• Social value: appropriate interaction with staff, companions and the wider social setting.
• Sensory value: taste, aroma, presentation, sound, lighting, temperature and physical comfort.
• Symbolic value: the meaning associated with status, identity, celebration, locality or sustainability.

Managers must recognize that guests do not experience these dimensions separately. A beautifully presented dish may not create value if it arrives late. A technically correct service may feel poor if staff appear indifferent. Conversely, a delay may be accepted when employees communicate honestly, provide suitable alternatives and demonstrate concern.

Service Quality Models and Their Managerial Use

The SERVQUAL perspective

The SERVQUAL framework commonly analyses perceived service quality through five dimensions:

1. Tangibles: appearance of facilities, equipment, menus and personnel.

2. Reliability: performing the promised service accurately and dependably.

3. Responsiveness: willingness and speed in helping guests.

4. Assurance: employee competence, courtesy, credibility and ability to inspire trust.

5. Empathy: individualized attention and understanding of guest needs.

The model is useful as a diagnostic framework, not as a rigid scorecard. For example, a fine-dining restaurant may identify strong tangibles and assurance but weak responsiveness during peak periods. Management can then examine staffing, table allocation, communication and kitchen coordination rather than simply instructing employees to “work faster.”

The gap model of service quality

The gap model explains how service failure can occur between organizational intention and guest perception. Important gaps include:

• Knowledge gap: management does not adequately understand guest expectations.
• Standards gap: expectations are understood but not translated into operating standards.
• Delivery gap: standards exist but employees, systems or resources do not support delivery.
• Communication gap: promotional promises exceed actual operational capability.
• Perception gap: the guest interprets the delivered service differently from the organization.

Closing these gaps requires research, training, realistic promises, process design and feedback. A restaurant that advertises “personalized dining” but uses a fixed script for every table creates a communication and delivery problem.

The Kano perspective

The Kano model distinguishes between different kinds of guest requirements. Some attributes are basic or expected; their absence causes dissatisfaction, but their presence may not generate strong delight. Clean glasses, safe food and accurate billing are examples. Performance attributes increase satisfaction as performance improves, such as waiting time or menu choice. Excitement attributes are unexpected features that can create delight, such as a thoughtful celebration gesture or a highly relevant local recommendation.

The managerial implication is important: an organization should not invest in surprise features while neglecting basic standards. Delight cannot compensate indefinitely for unsafe food, discriminatory behaviour or repeated billing errors.

Experience economy and staged encounters

Hospitality experiences may be viewed as staged encounters in which the physical environment, employee performance, product and guest participation combine to create meaning. This perspective encourages managers to ask not only, “Was the order delivered?” but also, “What story, emotion or sense of place did the guest encounter?” A regional tasting menu, a chef interaction, a carefully explained beverage pairing or a communal culinary activity can transform consumption into an experience. However, staging must remain authentic and operationally credible; theatricality without substance quickly becomes artificial.

Mapping the Guest Journey

Guest-journey mapping represents the sequence of interactions before, during and after consumption. A typical food and beverage journey includes discovery, evaluation, reservation, arrival, seating, menu exploration, ordering, waiting, consumption, payment, departure and post-visit communication.

A useful map records five elements at each stage:

1. Guest objective: what the guest is trying to accomplish.

2. Touchpoint: where or how interaction occurs.

3. Emotion: likely feelings, such as anticipation, confusion, comfort or frustration.

4. Operational evidence: what the organization can observe or measure.

5. Improvement opportunity: an intervention that may improve value or reduce friction.

For example, during menu exploration, a guest may seek confidence about allergens, portion size and price. Touchpoints include the menu, server explanation and digital information. If the menu uses unexplained terminology and staff cannot answer questions, anxiety increases. Improvements may include allergen protocols, plain-language descriptions, staff training and a digital menu with accessible information.

Journey mapping should include backstage processes. A promise of rapid service depends on reservations, mise en place, inventory, kitchen coordination, point-of-sale systems and staffing. The map is therefore a cross-functional management tool rather than merely a design exercise. It can reveal “moments of truth,” where a relatively small interaction disproportionately affects the guest’s judgement, such as recognition of a returning guest or the response to a spilled drink.

Cultural Intelligence and Inclusive Hospitality

Cultural intelligence is the capability to function effectively across cultural contexts. It includes knowledge of cultural variation, awareness of one’s assumptions, motivation to engage respectfully and the behavioural flexibility to adapt. Cultural intelligence does not mean memorizing stereotypes. It means asking appropriate questions, observing carefully and avoiding the assumption that every member of a cultural group has identical preferences.

Food and beverage managers should consider differences in:

• greetings, personal space and eye contact;
• dining schedules and pace;
• religious or ethical dietary requirements;
• attitudes toward alcohol, tipping and shared dishes;
• communication styles and decision-making within groups;
• expectations concerning children, elders and celebrations.

Inclusive hospitality extends beyond culture. It includes accessibility for guests with mobility, visual, hearing, cognitive or dietary needs, as well as respect for gender, age, language, family structure and economic background. Inclusion requires both physical and social design. A ramp is valuable, but so is a staff member who communicates directly with a guest rather than speaking only to a companion.

Managers should avoid tokenism and unequal treatment. For example, a “special menu” for a particular group may be appropriate when it responds to genuine dietary requirements, but it should not imply that some guests are less welcome. Staff training should emphasize dignity, consent, confidentiality and the difference between accommodation and assumption. Revenue opportunities must never depend on exploiting cultural unfamiliarity or charging unfairly for essential accommodations.

Complaint Handling and Service Recovery

A complaint is not merely an unpleasant interaction; it is information about a gap between expected and experienced value. Complaints may be expressed directly, through online reviews, to companions, or not at all. The silent dissatisfied guest is especially difficult to recover because the organization receives no opportunity to respond.

An effective recovery process includes the following sequence:

1. Listen without interruption. Identify the facts and the guest’s emotional concern.

2. Acknowledge the impact. A sincere statement of concern is not the same as admitting legal liability.

3. Clarify the desired resolution. Some guests want correction, explanation, replacement, refund or simply recognition.

4. Act within authority. Front-line employees need clearly defined recovery limits.

5. Confirm satisfaction. Check whether the solution has resolved the immediate concern.

6. Record and learn. Analyse the cause and prevent recurrence.

The language of recovery should be specific. “I understand that you waited thirty minutes after ordering and were not informed about the delay” is more credible than “Sorry for any inconvenience.” Employees should avoid blaming the kitchen, another department or the guest. Explanations may be useful after responsibility has been accepted, but excuses offered too early appear defensive.

Service recovery has financial consequences. A replacement dish, complimentary beverage or discount carries a direct cost, but failure to recover may cause negative reviews, lost future visits and employee stress. Recovery policies should therefore distinguish between discretionary gestures and automatic compensation. They should also be governed by food-safety, consumer-protection and accounting requirements. A guest reporting an allergy-related incident requires escalation and documentation, not merely a complimentary dessert.

Recovery should be followed by root-cause analysis. Tools such as the five-whys method, complaint categorization and Pareto analysis can identify whether failures arise mainly from training, staffing, equipment, menu design or communication. The objective is not to reward heroic recovery while allowing preventable failures to continue.

Loyalty as a Relationship, Not a Discount System

Loyalty is strengthened when an establishment consistently reduces effort, remembers legitimate preferences and provides credible value. Monetary rewards are only one component. Recognition, convenience, personalization, community and trust may be equally important.

A well-designed loyalty programme should define the desired behaviour, reward it transparently and protect guest data. Possible benefits include points, priority reservations, personalized recommendations, access to events or non-monetary recognition. Excessive discounting can train guests to purchase only when prices are reduced and may erode the perceived value of the offer.

Personalization must be proportional and consensual. Remembering a declared preference for vegetarian dishes can be helpful; revealing sensitive personal information at the table may embarrass the guest. Managers must establish rules for data collection, access, retention and deletion. Loyalty segmentation should support service relevance rather than discriminatory pricing or exclusion.

Ethical Revenue Creation in Food and Beverage Service

Revenue creation begins with understanding the relationship between volume, price, mix and guest value. Common indicators include average check, revenue per available seat-hour, table turn time, contribution margin, conversion rate for recommendations and repeat-visit rate. These indicators should be interpreted together. A higher average check may result from effective pairing, but it may also reflect overcharging or reduced volume. A faster table turn may increase capacity but reduce the relaxed experience expected in a fine-dining setting.

Suggestive selling

Suggestive selling is the recommendation of an additional or alternative item that is relevant to the guest’s expressed needs. It differs from aggressive selling, which disregards those needs or uses pressure. Effective recommendations are:

• timely rather than repetitive;
• based on knowledge of the menu and guest context;
• transparent about price and portion;
• supported by a clear benefit;
• respectful of a refusal.

A server might say, “You mentioned preferring a lighter meal. The grilled fish is available with the seasonal vegetables, and it pairs well with this dry white wine by the glass.” This is more appropriate than recommending the most expensive item without explanation. Employees should not claim scarcity, health benefits or popularity unless the statement is accurate.

Pairing and menu engineering

Pairing connects food and beverage characteristics to improve the overall experience. Recommendations may consider intensity, acidity, sweetness, texture, aroma, regional identity and the guest’s personal preference. Pairing is not a universal rule; the best recommendation is the one the guest enjoys and can afford.

Menu engineering classifies items according to popularity and contribution margin. High-popularity, high-margin items may be promoted as stars; high-margin but low-popularity items require better descriptions or staff explanation; popular but low-margin items may need portion, price or supplier review. Such analysis must not lead managers to hide less profitable options or mislead guests. Menu design should retain genuine choice, disclose prices clearly and make dietary information accessible.

Experience design

Experience design deliberately combines product, service, environment and participation. Examples include a chef’s counter, a regional food narrative, a non-alcoholic pairing menu, a family-style sharing experience or a breakfast service organized around local ingredients. The design should begin with a target guest need and a value proposition, then assess operational feasibility, employee capability, cost, safety and accessibility.

A successful experience has a coherent promise. If a restaurant presents itself as a place of local discovery, staff should be able to explain provenance accurately and suppliers should be represented fairly. Experiences should not turn local communities, cultural traditions or sustainability claims into decoration without genuine substance.

Technology, Analytics and Artificial Intelligence

Digital tools influence both service quality and revenue. Reservation platforms reduce friction and collect demand information. Point-of-sale systems support menu analysis, inventory control and sales tracking. Customer relationship systems can record preferences and visit history. Digital menus may improve accessibility and multilingual communication, but they should not eliminate human assistance for guests who need it.

Useful measures include:

• guest satisfaction and recommendation scores;
• complaint frequency and recovery time;
• order accuracy and service cycle time;
• average check and contribution margin;
• repeat-visit and cancellation rates;
• uptake of recommendations by category;
• employee turnover and training completion.

Analytics should be interpreted in context. A low recommendation rate may reflect poor staff confidence, an unappealing menu, an unsuitable incentive or a mismatch between the restaurant concept and its clientele. Artificial intelligence can assist with demand forecasting, menu recommendations, sentiment analysis and staffing projections. Nevertheless, automated recommendations may reproduce bias, misunderstand dietary requirements or over-personalize interactions. Human review, explainability, data security and guest consent remain essential.

Strategic Challenges and Common Errors

The most frequent error is treating revenue as separate from service quality. Other risks include over-standardization, which removes genuine hospitality; excessive personalization, which appears intrusive; incentive systems that pressure employees to sell; and reliance on aggregate scores that conceal the experiences of minority or accessibility-needing guests.

Managers should also be alert to emotional labour and employee wellbeing. Staff who are required to remain pleasant while lacking authority, adequate staffing or psychological safety may experience exhaustion and disengagement. Service quality programmes should therefore include fair schedules, realistic standards, coaching, participation in problem-solving and recognition of good judgement.

There are also legal and ethical boundaries. Food-allergen information must be handled carefully, alcohol service must comply with applicable law, prices and service charges must be transparent, and guest data must be protected. Upselling should never compromise health, safety, religious observance or informed choice. A profitable relationship is one in which the guest would willingly choose the purchase again after understanding its value.

Illustrative Case: The Riverside Hotel Brasserie

Background

The Riverside Hotel Brasserie served business travellers, local residents and weekend families. Its average check was moderate, but online comments frequently praised the food while criticizing slow service and inconsistent staff recommendations. Management introduced a target requiring every server to sell at least two premium beverages per shift.

Situation and analysis

Premium beverage sales initially increased. However, several guests complained that recommendations felt forced, and employees began recommending expensive items without asking about preferences. Repeat-visit data declined among local customers. Journey mapping showed that the main service problem occurred between ordering and delivery: the kitchen ticket system did not clearly prioritize modified dishes, and servers lacked reliable information about preparation times. The sales target had treated the symptom—low beverage revenue—without addressing the experience system.

Using the SERVQUAL dimensions, management found acceptable tangibles and product quality, but weak reliability, responsiveness and empathy. Complaint analysis revealed that guests were more willing to accept a delay when informed early. The brasserie also discovered that many guests wanted half-size desserts and non-alcoholic pairings, opportunities not captured by the premium-beverage target.

Strategy and solution

The hotel replaced the individual sales quota with a balanced scorecard combining guest feedback, order accuracy, contribution margin, repeat visits and responsible recommendation behaviour. Staff were trained to ask one relevant preference question before recommending an item. The menu added concise pairing descriptions, clear non-alcoholic options and half portions. Kitchen and service briefings identified delayed or modified orders before service began.

Employees received authority to offer a suitable recovery gesture when delays exceeded the communicated estimate. Every complaint was categorized by cause, and weekly meetings reviewed recurring failures. The loyalty programme offered priority booking and invitations to tasting events rather than relying solely on discounts.

Outcome

As an illustrative case, the changes produced a more balanced performance pattern over the following operating period: beverage revenue improved through relevant pairings, while complaints about pressure declined. Average check increased modestly, but management considered the more significant indicators to be improved repeat visitation, order accuracy and staff confidence. The lesson is that revenue was created by improving relevance and reliability, not by increasing sales pressure.

Learning points

The case demonstrates that service quality and revenue are mutually reinforcing when management understands the guest journey. It also shows the value of balanced metrics, employee discretion, inclusive choice and root-cause analysis. A sales target without a service-quality foundation may produce misleading short-term results.

Best-Practice Principles for Managers

A strategic approach to guest experience should follow several principles:

1. Define the experience promise in operational terms.

2. Map the entire journey, including backstage processes.

3. Protect basic reliability before investing in delight.

4. Train employees in product knowledge, cultural intelligence and recovery communication.

5. Give staff authority appropriate to the risks and value of the operation.

6. Recommend according to need, preference and affordability rather than commission alone.

7. Measure guest, financial and employee outcomes together.

8. Use complaints as evidence for process improvement.

9. Design accessible and culturally respectful choices.

10. Apply technology with human oversight, transparency and data protection.

Current Developments

Several developments are reshaping guest experience management. Demand for sophisticated non-alcoholic beverages has expanded the meaning of pairing and premium service. Guests increasingly scrutinize sustainability claims, labour practices and the provenance of food. Digital ordering and contactless payment are being combined with more intentional human interaction rather than replacing it entirely. Personalization is becoming more data-enabled, but privacy expectations are also rising. Experience design is moving toward smaller, flexible formats that allow guests to choose between speed, discovery, social interaction and quiet consumption.

The strategic challenge is to adopt innovation without confusing novelty with value. A new platform or automated recommendation is useful only when it solves a real guest or operational problem. Hospitality remains a relational activity: technology can support memory, consistency and efficiency, but trust is built through responsible human judgement.

Chapter Summary

Guest experience is the total response created by product, people, processes, environment and communication. Service quality involves reliability, responsiveness, assurance, empathy and tangible evidence, while satisfaction, loyalty and revenue are related but distinct outcomes. SERVQUAL, the gap model, the Kano model and experience-design perspectives help managers diagnose and improve service.

Guest-journey mapping identifies touchpoints, emotions, evidence and improvement opportunities across the complete service cycle. Cultural intelligence and inclusive hospitality enable respectful adaptation without stereotyping or discrimination. Complaints should be treated as information, handled through listening, acknowledgement, resolution and learning, and connected to root-cause analysis. Loyalty depends on consistent value, recognition and trust rather than discounts alone.

Ethical revenue creation uses relevant suggestive selling, transparent pairing, menu engineering and coherent experience design. Technology and analytics can improve forecasting, personalization and control, but require human oversight, privacy protection and bias awareness. Sustainable performance requires balanced measures that include guest, financial and employee outcomes.

Key Terms

Guest experience: The total cognitive, emotional, sensory and behavioural response to an organization’s interactions and offerings.

Service quality: The guest’s evaluation of how effectively service performance meets expectations.

Guest satisfaction: A guest’s immediate evaluation of a specific consumption or service encounter.

Guest loyalty: A continuing behavioural and attitudinal preference for an organization or brand.

SERVQUAL: A framework assessing service quality through tangibles, reliability, responsiveness, assurance and empathy.

Service-quality gap: A difference between intended service, delivered service and perceived service.

Kano model: A framework distinguishing basic, performance and excitement attributes of an offering.

Guest journey map: A visual or analytical representation of guest interactions before, during and after service.

Touchpoint: Any interaction through which a guest encounters the organization.

Moment of truth: An interaction that strongly influences the guest’s overall judgement.

Cultural intelligence: The capability to understand and adapt effectively across cultural contexts.

Inclusive hospitality: Hospitality designed to provide dignity, access and fair treatment to diverse guests.

Service recovery: Actions taken to correct a failure and restore guest confidence.

Root-cause analysis: Systematic investigation of the underlying reason for a recurring problem.

Suggestive selling: Relevant recommendation of an additional or alternative purchase without coercion.

Pairing: Linking food and beverage characteristics to enhance the guest’s experience.

Menu engineering: Analysis of menu popularity and contribution margin to support decisions.

Experience design: Deliberate integration of product, service, environment and participation to create value.

Revenue per available seat-hour: Revenue generated by available seating capacity over a defined time period.

Personalization: Adaptation of communication or service to relevant, appropriately obtained guest information.

Review Questions

Short Answer Questions

1. Distinguish between guest satisfaction, service quality and guest loyalty.

2. What are the five SERVQUAL dimensions?

3. Explain the purpose of guest-journey mapping.

4. Define cultural intelligence in a hospitality context.

5. What makes suggestive selling ethical?

Long Answer Questions

1. Explain the service-quality gap model and apply it to a food and beverage operation.

2. Discuss how complaint handling and service recovery can influence loyalty and financial performance.

3. Analyse the role of inclusive hospitality in designing menus, service processes and physical environments.

4. Explain how menu engineering, pairing and experience design can contribute to revenue creation without undermining guest trust.

5. Evaluate the opportunities and risks of technology, analytics and artificial intelligence in guest experience management.

Analytical / Application Questions

1. A restaurant receives high ratings for food quality but repeated complaints about waiting time. Use SERVQUAL and guest-journey mapping to diagnose the problem and recommend interventions.

2. A server recommends the most expensive wine to every table and receives a sales bonus for each premium bottle. Analyse the ethical, service-quality and managerial risks, then design a better incentive system.

3. A hotel restaurant wishes to attract international guests while remaining inclusive of local families, guests with disabilities and non-drinkers. Develop an experience-design and service-quality plan covering communication, menu choices, staff behaviour, technology and measurement.

22. Multiple Choice Questions with Answers

Question 1

A restaurant has attractive décor and knowledgeable employees, but guests frequently receive incorrect orders. Which SERVQUAL dimension is most directly deficient?

A. Tangibles

B. Reliability

C. Assurance

D. Empathy

Correct Answer: B. Reliability

Question 2

During guest-journey mapping, a manager discovers that guests become anxious because staff cannot explain delays. Which intervention best addresses the problem?

A. Increase background music volume

B. Remove all menu descriptions

C. Provide accurate delay communication and recovery authority

D. Promote only high-margin dishes

Correct Answer: C. Provide accurate delay communication and recovery authority

Question 3

Which action best demonstrates cultural intelligence?

A. Assuming all guests from one country share identical preferences

B. Using the same greeting and service pace for every guest

C. Asking respectful questions and adapting without stereotyping

D. Avoiding interaction with guests whose customs are unfamiliar

Correct Answer: C. Asking respectful questions and adapting without stereotyping

Question 4

What should normally occur first when a guest makes a serious service complaint?

A. Blame another department

B. Offer the most expensive complimentary item

C. Listen without interruption and acknowledge the concern

D. Explain why the guest is mistaken

Correct Answer: C. Listen without interruption and acknowledge the concern

Question 5

Which recommendation is an example of ethical suggestive selling?

A. Recommending the highest-priced wine without asking preferences

B. Claiming that an item is almost sold out when it is not

C. Offering a suitable pairing after considering the guest’s stated preference and budget

D. Repeating a recommendation until the guest accepts it

Correct Answer: C. Offering a suitable pairing after considering the guest’s stated preference and budget

Question 6

In the Kano model, clean glasses and safe food are generally classified as what type of attributes?

A. Basic or expected attributes

B. Excitement attributes

C. Promotional attributes

D. Symbolic attributes

Correct Answer: A. Basic or expected attributes

Question 7

Why can a loyalty programme based exclusively on discounts be strategically weak?

A. It always reduces operational speed

B. It may train guests to visit only when prices are reduced

C. It prevents all forms of personalization

D. It eliminates the need for guest data

Correct Answer: B. It may train guests to visit only when prices are reduced

Question 8

A restaurant’s average check rises after a sales quota is introduced, but repeat visits and trust decline. What is the best managerial interpretation?

A. The quota has unquestionably improved performance

B. Revenue should be measured without guest indicators

C. Short-term sales gains may be damaging long-term relationship value

D. Employees should receive even higher quotas

Correct Answer: C. Short-term sales gains may be damaging long-term relationship value

Question 9

Which practice is most appropriate when using AI for personalized menu recommendations?

A. Allowing automated recommendations to override allergy protocols

B. Using guest data without disclosure

C. Combining automation with human oversight, privacy protection and bias review

D. Showing only the highest-margin products

Correct Answer: C. Combining automation with human oversight, privacy protection and bias review

Question 10

The Riverside case illustrates that sustainable revenue improvement is most likely when management:

A. Uses premium-sales targets regardless of guest needs

B. Links relevant recommendations with reliability, balanced measures and employee discretion

C. Removes all non-alcoholic options

D. Measures only average check value

Correct Answer: B. Links relevant recommendations with reliability, balanced measures and employee discretion