IRIS outlines seven mobile ordering strategies hotels can budget for in 2027 to convert F&B from a guest amenity into a profit centre, citing 20-40% increases in average transaction value among clients.
A detailed industry review covers a decade of shifts in hotel catering and conventions, from menu personalization and tech gains to hidden fees, labor shortages, and F&B contract traps hitting smaller groups hardest.
A Swiss restaurant losing CHF 129,600 annually to food waste cut losses by 40% using a four-step method: measure, staff questionnaire, collective workshop, and follow-up.
The Caesar salad's tableside ritual, born in Tijuana in 1924, is a case study in how hotel F&B can use culinary storytelling and skilled service theater to create memorable, differentiated guest experiences.
A strategic framework for designing hotel cocktail menus around consumption occasions, pricing psychology, and sequencing to maximize per-guest contribution rather than per-item profit.
An eight-step framework for hotel F&B leaders building 2027 budgets, covering revenue planning, labor deployment, food and beverage cost control, capital investment, and contingency planning.
A strategic framework for luxury hotel beverage directors on building bar lists by function rather than origin quota, balancing local authenticity, global benchmarks, and guest intent.
Part II of a strategic series on wine list engineering, detailing how to build a four-tier price ladder (accessible, core, premium, prestige) and activate it through sourcing, service language, and mix performance metrics.
A two-part framework arguing that wine lists should function as revenue systems using price laddering to create clear upgrade paths, shifting sales mix toward higher-contribution bottles.
From zero-waste nose-to-tail menus to AI-assisted waste tracking, hotel chefs are emerging as key sustainability operators, cutting food costs while reducing carbon and landfill impact.
JLL data shows luxury hotels with prestige restaurants post 6.7pp higher occupancy and 18.6% more RevPAR, as 60% of luxury travelers now prioritize hotels with great dining.
Fairmont The Queen Elizabeth's Marché Artisans blends fast casual dining, 90% locally sourced retail, and Québec cultural storytelling into a ground-floor concept that drives revenue and deepens guest experience.
This opinion argues that beverage cost percentage is a control indicator, not a value metric, and proposes a five-dimension framework covering cost, contribution, mix, velocity and penetration to manage F&B performance.
The author argues that restaurant success depends less on originality and more on consistently delivering the concept promised to guests across every operational touchpoint.
EHL professors and industry experts explain how menu engineering should function as a system-level diagnostic tool, not just an item-by-item margin exercise, especially as guest spending behavior shifts.
Explores how AI can address kitchen bottlenecks in restaurants without replacing human staff, balancing automation with the human element central to hospitality.
A former Texas hotel GM argues that serving kosher and halal dietary needs gave his property a 500%+ RevPAR advantage over competitors on low-demand weekends, and outlines how other hotels can replicate this strategy.
IRIS outlines 10 operational and revenue warning signs that indicate a hotel's F&B setup needs mobile ordering, from order errors and slow service to multi-property brand inconsistency.
A hotel executive's insight reframes how hoteliers should think about non-room spaces as untapped revenue drivers.
The article examines how hotels can transform dining from basic amenity to brand differentiator through approachable menus, local partnerships, and integrated guest experiences.