Lead Stories

Less Is More For New F&B Strategy

Hoteliers Need To Limit Their Menus To Help Create Memorable Experience For Guests

By Larry and Adam Mogelonsky | November 29, 2021

As we emerge from a tumultuous year of lockdowns and traveler uncertainty, hotels have in many ways been given a carte blanche to relaunch their rooms product, their restaurants, their spas and any revenue generating services. To focus solely on F&B, a minimalist approach will ultimately be profitable as guests continue to realign their shopping habits.

One of our key mantras at Hotel Mogel has always been, “It’s better to do one thing great than a bunch only good.” The bottom line is you want to be memorable and this can only happen if you stand out. While it’s the safe bet to aim to appease everyone without disparaging any particular demographic or psychographic, for your food service this can often result in many dishes that are of reasonable quality but not of the ‘you have to dine here’ caliber.

Why the Need to Stand Apart

It’s that latter camp that’s critical in a recovery situation. Customers are saturated with digital advertisements, so you have to derive unique ways to stand apart from the comp set. From a marketing perspective, having an incredible in-house restaurant cuts through the noise and helps to produce a ‘halo’ back onto your room reservations. The best way to boost the prestige of your restaurant is not by throwing everything on the menu and seeing what sticks, but in offering a highly selective shortlist that focuses the guest’s attention on only the best representations of your culinary team.

This may require some reining in of your executive chef. As extremely creative individuals, your senior F&B team may have the natural inclination to experiment, often resulting in a hemorrhaging of the menu with an increasingly eclectic variety. Aside from mounting ingredient and storage costs, a key problem we’ve dealt with during past asset management engagements is that such a boundless approach dilutes the theme of the restaurant, which then decreases memorability and word of mouth.

Instead, suppose you challenged your chefs to limit the full menu—appetizers, mains and desserts—to a total of a dozen items. This would force the team to choose only their finest creations, perhaps merging in elements from other runners up. Furthermore, this resolves the issue of ‘shopper’s paralysis’ where, in the case of food outlets, patrons become psychologically overwhelmed by the multiplicity of options, leading to increased average time per cover and decreased meal satisfaction (optionality often equates to added stress and lingering doubts about choosing the best entry).

Having fewer items on the menu thus means you have to concurrently think hard about what your restaurant wants to be—its theme or genre of cuisine and how this is reflected in the FF&E, along with all other aspects of the presentation.

Being definitive in this regard gives the narrative extra strength in that it will be easier for the guest to recall as well as find in any online or app search. To speak to the latter, with customer behavior all but permanently reoriented around delivery apps and curbside pickup, special consideration must always be given to how diners will find then select your F&B over the slew of competition. Having a simple and digestible theme—with a menu that doesn’t induce decision fatigue—will greatly enhance sales via these blooming channels. In other words, you have to hone your restaurant’s elevator pitch so that its messaging is easily transferrable across all mediums—apps, third-party websites and word of mouth.

The Bottom Line

While it is impossible to draft an entire F&B strategy in a single editorial, especially without factoring in specific geographic concerns, what we stress is that, with so much rapid redirection of customer habits over the past year-and-a-half, you have to cut through the noise. Once you have adopted a pseudo-minimalist approach for your signature restaurant, you can then look at how this model can be applied to your catering, room service, sundry and other food-service amenities.

Guests are going to continue to re-emerge from their various lockdowns and you must be fully prepared to welcome them with something that’s truly worth leaving the house for. In this sense, less is more can also be adapted for other operations as a means to achieving a profitable hotel by end of year.


Larry and Adam Mogelonsky

Together, Adam and Larry Mogelonsky represent one of the world’s most published writing teams in hospitality, with over a decade’s worth of material online. As the partners of Hotel Mogel Consulting Ltd., a Toronto-based consulting practice, Larry focuses on asset management, sales and operations while Adam specializes in hotel technology and marketing. Their experience encompasses properties around the world, both branded and independent, and ranging from luxury and boutique to select-service. Their work includes seven books: “In Vino Veritas: A Guide for Hoteliers and Restaurateurs to Sell More Wine” (2022), “More Hotel Mogel” (2020), “The Hotel Mogel” (2018), “The Llama is Inn” (2017), “Hotel Llama” (2015), “Llamas Rule” (2013) and “Are You an Ostrich or a Llama?” (2012). You can reach them at adam@hotelmogel.com to discuss hotel business challenges or to book speaking engagements.

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