Raising the Bottom Line
The Situation
After purchasing a 300-room resort hotel, the owner noticed third party operators were not producing the expected Food & Beverage (F&B) sales results, and that the bottom line performance was poor. The owner decided to work with HMS to assume the F&B operations within a 30-day window. We developed a short-term takeover plan by collaborating with the hotel and our corporate F&B team to access systems, staffing, menus, pricing, purchasing and task force needs.
The Situation
How we handled it
We developed a positioning strategy including:
- SWAT analysis on each F&B area
- Short and long-term improvement plans to ensure that staffing, menus, cost reductions, training and marketing could be deployed quickly with long-term strategies
- Pre-negotiated Hilton F&B pricing
- Re-engineered menus
- Training resources
- Increased F&B presence in the community
- Combining marketing efforts with on-site catering and sales
- Boosting social media presence
- Capturing local catering business lost under the third-party
- Engaging in community events
- Improving team member knowledge and performance
How we handled it
Results
- Revenue performance increased 18.53% the first year
- Meeting Planner Survey: Overall Satisfaction up by 20.5% year over year & Catered F&B up by 19.0% YOY
- SALT Survey (Breakfast/Lunch/Dinner): Helpfulness of staff up by 13.9 YOY & F&B quality up by 7.1% YOY
Results
Testimonials
