Hotel restaurant and bar revenue can rise while profit conversion weakens when labor, product cost, and operating expense absorb the gain. This Readout separates revenue growth from the cost structure that determines whether Food and Beverage activity improves hotel GOP. Learn more about our Hotel GOP Improvement practice.
Updated August 4, 2026 · Readout
Food revenue in hotel venues increased while venue beverage revenue remained flat. The composition of Food and Beverage growth therefore matters when assessing whether restaurant and bar activity is strengthening hotel profit.
Revenue growth needs to be evaluated beside labor deployment, product cost, and other department expense before management treats higher outlet sales as improved profitability.
Labor and product cost grew more slowly than Food and Beverage revenue per occupied room, supporting a modest improvement in department margin. Other department expense grew far faster and remains the clearest pressure point.
Source and sample. CBRE Hotels Research, Trends in the Hotel Industry. Revenue and operating evidence draws on 2,669 U.S. full-service, resort, and convention hotels that reported in both 2023 and 2024, supplemented by monthly operating statements from 866 properties for January through June 2025.
Revenue measures. During the first six months of 2025, Food and Beverage revenue per occupied room increased 3.8%, compared with a 3.0% increase in total hotel revenue. Food revenue in hotel venues increased 5.2%, while beverage revenue in hotel venues was flat. The indexed chart sets the prior-year period equal to 100 and applies each reported growth rate to calculate the current-period endpoint.
Department margin and expense composition. Food and Beverage department profit margin increased from 28.7% in the first half of 2024 to 29.1% in the first half of 2025. Labor represented 59.4% of total Food and Beverage department expense, cost of goods sold represented 24.0%, and other expense represented 16.6%.
Revenue-allocation calculation. The $100 allocation begins with the reported 29.1% department profit margin, leaving $70.9 of department expense. Each expense category is calculated by multiplying $70.9 by its reported share of total department expense. Values are rounded to one decimal place and total $100.0 after rounding.
Cost-growth comparison. Other Food and Beverage department expense increased 17.3% during the first half of 2025. Labor expense increased 2.1%, and cost of goods sold increased 3.3%. The growth-gap chart subtracts the 3.8% growth in Food and Beverage revenue per occupied room from each expense growth rate.
Scope limitation. The public evidence reports Food and Beverage department results and selected hotel-venue revenue changes. It does not provide individual restaurant, bar, lounge, room-service, or grab-and-go profit statements. The figures must not be presented as outlet-specific benchmarks.
Profitability limitation. The 29.1% figure is a Food and Beverage department profit margin. It does not represent fully loaded outlet profit after occupancy-related costs. A complete outlet assessment may also require repairs and maintenance, utilities, real estate taxes, insurance, management fees, and other space-related costs.
Interpretive status. The indexed revenue trajectories, $100 revenue allocation, and growth-gap calculations are City Shift Finance transformations of the reported source values. They explain the operating relationship and are not additional industry benchmarks.