Within the construction industry, best value processes have shown to add value and increase performance. It is hypothesized that the best value process developed and refined in construction is transferable to the delivery of other service industries and will produce similar results. To begin testing the hypothesis, best value was implemented in the dining services industry on the selection and operation of a large university contract. After surveying both vendors and clients, it was found that the traditional dining service vendor selection method contains a number of inefficiencies that are similar to construction. The major problem in food services is the use of marketing, relationships, and promises for which vendors are not liable. The test case used for best value's implementation was a $420+ million (USD) dining service contract. This paper provides a summary of the transition from the traditional dining services method to the best value process. Data was collected that analyzed the client's perception of the accuracy of the hypothesis. The differential in the food services applications mirror the same results of tests in construction. The tracking of performance information will continue through the ten year period of the food services contract.