Pivoting Your Labor Management System to Optimize F&B Revenue

By Mark Heymann Chairman & CEO, Unifocus | August 26, 2018

Hotel owners and operators have long valued use of a labor management system as a smart and efficient way to understand, control and contain its largest cost. What fewer realize however, is that an effective LMS, properly deployed, can double as a revenue optimizer in their food and beverage outlets (as well as other revenue centers). Understanding the peaks and valleys of demand and using predictive scheduling can circumvent the likelihood of queues at the door that result in would-be guests turning away in frustration. This is particularly true in competitive urban markets, where guests have other dining options nearby and are less likely to be willing to wait for service. 

Revenue-Building F&B Strategies

Historically, hotel operators have relied on several proven approaches to increase revenue in their food and beverage outlets:

  • Increasing the length of the service demand period; for example, opening early for seniors to fill open tables at low demand times.
  • Increasing prices.
  • Implementing programs that focus on increasing average check or average revenue per purchasing customer.
  • Developing a cuisine offering that draws local as well as hotel-oriented business.
  • Providing the best customer service possible, creating demand by inspiring people to return and recommend the business to others.

To that last point, delivering high-quality service is driven by an establishment's ability to have the right staff in place at the time people want to be served.  That's where an LMS with the capacity to identify and adjust staffing to high-demand periods provides a key advantage.

Optimize Your Share

Chef's Table at 3800 Ocean, Palm Beach Marriott Singer Island Beach Resort & Spa
3800 Ocean at Palm Beach Marriott Singer Island Beach Resort & Spa
Eleven Waters at Marriott Syracuse Downtown
Breakfast service at Eleven Waters, Marriott Syracuse Downtown
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Coming up in November 2018...

Architecture & Design: Expecting the Unexpected

There are more than 700,000 hotels and resorts worldwide and the hotel industry is continually looking for new ways to differentiate its properties. In some cases, hotels themselves have become travel destinations and guests have come to expect the unexpected - to experience the touches that make the property unlike any other place in the world. To achieve this, architects and designers are adopting a variety of strategies to meet the needs of every type of guest and to provide incomparable customer experiences. One such strategy is site-integration - the effort to skillfully marry a hotel to its immediate surroundings. The goal is to honor the cultural location of the property, and to integrate that into the hotel's design - both inside and out. Constructing low-impact structures that blend in with the environment and incorporating local natural elements into the design are essential to this endeavor. Similarly, there is an ongoing effort to blur the lines between interior and exterior spaces - to pull the outside in - to enable guests to connect with nature and enjoy beautiful, harmonious surroundings at all times. Another design trend is personalization - taking the opportunity to make every space within the hotel original and unique. The days of matching decor and furniture in every room are gone; instead, designers are utilizing unexpected textures, mix-and-match furniture, diverse wall treatments and tiles - all to create a more personalized and fresh experience for the guest. Finally, lobbies are continuing to evolve. They are being transformed from cold, impersonal, business-like spaces into warm, inviting, living room-like spaces, meant to provide comfort and to encourage social interaction. These are a few of the current trends in the fields of hotel architecture and design that will be examined in the November issue of the Hotel Business Review.