Removing the F&B Blindfold
By Ned Barker President, Grill Ventures Consulting, Inc. | August 25, 2013
The hotel industry has come a long way since operators had to count the cars in their competitors' parking lots to gauge their performance in the marketplace. For many years the STAR report has replaced car counting with hard data and analysis. But what about F&B?
For full service hotels, F&B may account for a third of a hotel's total revenue, even more at the luxury end of the market. Yet F&B market share goes unmeasured. Until now.
Thanks to collaboration between the AH&LA and its F&B Council with STR Global, this will change soon:
- Asset Managers will know the F&B revenue per available seat of their comp set's restaurants.
- General Managers will be able to assess the effectiveness of banquet and catering sales initiatives with greater assurance.
- Operators' bonuses will reflect F&B comp set penetration.
- Revenue managers will start thinking about F&B Venue "occupancy" and F&B RevPAR.
- Capital investment in F&B facilities will be smarter and more targeted, as comp set performance becomes more relevant.
Soon we'll be peaking from behind the blindfold, and then removing it all together. The significance of F&B performance – or even the lack of it - will be revealed in the same way that the roles of occupancy and rate have been revealed for years. And there's more. Ultimately this initiative will change the way we measure F&B internally. More on this later.
How Did Such a Sea of Change Occur?
It began with a group of hotel F&B executives who understood both the benefits for the industry and daunting tasks ahead. These were the members and leaders of the AH&LA Food and Beverage Council. In the Spring of 2010 they initiated the bold proposition that F&B could and should be reported just as occupancy and related stats have been reported for decades. Soon a task force was formed. The task force quickly reached out to STR to design and develop the report, and an important collaboration was born.