The hotel bar introduced a craft cocktail program with 14 signature cocktails, each requiring between 3 and 7 preparation steps, house-made syrups, fresh-s...
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The hotel bar remained open until 1:00 AM 7 days a week. The decision had been made at opening based on the hotel’s positioning as a full-service urb...
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The hotel bar was managed by a bar manager, an assistant bar manager, and a lead bartender who performed partial supervisory functions across the evening s...
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The hotel bar ran a steady happy hour from 5:00 to 7:30 PM. The bar manager staffed 2 bartenders for the shift running from 4:00 PM to midnight. Between 7:...
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The hotel bar averaged 34 covers per evening shift across the prior month. The staffing model was built on that average: 1 bartender and 1 bar back for the...
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The hotel bar finished the year with beverage revenue up 2%. Bar labor cost was up 13%. The F&B director reviewed the combined outlet labor-to-revenue ...
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The hotel restaurant breakfast service ran from 6:30 to 10:30 daily. It required 4 servers, 3 kitchen staff, and 1 supervisor for a total of 8 positions ac...
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The hotel restaurant finished the year with $2.1 million in outlet revenue. Total labor cost was $756,000. The labor-to-revenue ratio was 36%. The F&B ...
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The hotel restaurant was managed by a food and beverage director, a restaurant manager, an assistant restaurant manager, and 2 floor supervisors. The outle...
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The hotel restaurant menu had not changed in 18 months. Cover volume had grown modestly, 6% year over year. Kitchen labor cost had grown 19%. The executive...
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