Mini-Roundtable: So... About That F&B Revenue Roundtable
Questions were asked. Eyebrows were raised. Minds were blown (gently).
When we hosted “The Prodigal Child Returns: Rethinking F&B Revenue Management,” at HSMAI Asia Pacific Commercial Conference, we expected some strong views but what we got was something even better: curiosity, vulnerability, and a genuine hunger to learn.
So this month, we’re not talking at you—we’re responding with you. Here’s a summary of the most pressing questions we heard, and how we think about them:
We called it “The Prodigal Child Returns”—and let’s just say, F&B didn’t sneak back into the commercial conversation. It barged in with receipts.
From first-time explorers to seasoned skeptics, the room buzzed with one truth: we’re done treating “busy” as a KPI.
Here’s what you asked—and how we’re answering.
“I want to learn more about Restaurant Revenue Management. Where do I even start?”
Start small. Start where it hurts (a little).
🔍 Are you bleeding margin on that signature dish? 📉 Do Thursdays tank and no one knows why? 👀 Are you watching covers… but not spend per seat?
Start there. That’s Revenue Management. No 100-slide decks required.
“Where does marketing come in?”
Everywhere.
If Ops is the engine, marketing is the gas. But it needs direction.
→ Don’t promote “new cocktails” 🎯 Promote high-margin items during low-demand hours → Don’t blast 10% off to everyone 🎯 Target that promo to the 3–6 PM slump crowd
Marketing should be led by strategy, not panic.
“I’m not a data person. Help.”
You don’t need to love Excel.
But can you spot a pattern? Do you know when it’s dead vs. when it’s slammed? Can you tell which server always sells desserts?
Congratulations. You’re already doing data—just not calling it that.
Now imagine that intuition… with tech to back it up.
“So… who owns restaurant revenue?”
You tell us.
Because right now:
- Ops says, “Not my job.”
- Marketing says, “We didn’t get budget.”
- Commercial says, “We’re focused on Rooms.”
- Finance says, “We told you to raise prices.”
Let’s cut the noise: Someone needs to own the numbers and connect the dots. Whether that’s a Revenue Manager, a savvy Ops head, or a hybrid role—give them space, tools, and a voice.
“No STR for restaurants. So… how do we benchmark?”
You’re right. No industry-wide comp set. But here’s what works:
- You vs. You: Compare this Tuesday lunch to last month’s
- Walk the comp set: What’s the bistro down the street charging for your top seller?
- Digital stalking: Google reviews, OpenTable activity, Instagram buzz—use it all
It’s not polished. It’s scrappy. And it works.
“Guests hate dynamic pricing.”
They hate surprises, not strategy.
If the same pasta is $5 more at 8PM than at 5PM, tell them why. Better yet—bundle it. “Date Night Package: Dinner + Sparkling + Prime Table.”
✨ Tip: Add value. Don’t just add cost.
Done right, dynamic pricing is invisible. Done wrong, it’s Yelp bait.
“I’m new to this. What’s a basic framework?”
Steal this.
The 4Fs of Restaurant Revenue:
- Forecast – Covers, spend per guest, dayparts
- Fix – Menu margin killers, floor plan gaps, staffing waste
- Fuel – Marketing tied to need periods
- Feedback – Review performance. Repeat.
It’s not perfect. It’s progress.
“How do we get the team to care about revenue?”
Stop sending dashboards. Start telling stories.
→ “We changed the layout—guest spend went up 12%.” → “Server upsells added $3,000 this month. Let’s celebrate Mia.”
Build a culture where revenue wins = team wins.
Revenue Management isn’t a spreadsheet. It’s a shared mindset.
Wrap-Up: F&B Deserves Better
You came with questions. You left with frameworks, fire, and maybe a bit of F&B swagger.
We’re here to keep the momentum going—because the prodigal child is back. And this time, they brought receipts.
Thank You
To everyone who joined the roundtable—thank you for your honesty, your questions, and your energy. Let’s keep the conversation going. Because when F&B gets the strategy it deserves, everyone eats better.
