Amid slowing rate growth, rising operating expenses and changing traveler preferences, hotel leaders are rethinking food and beverage as more than an amenity, positioning it as a strategic engine for revenue, differentiation and sustained performance.
During our latest Hotel Business Hot Topics discussion, “Rethinking Hotel F&B: Smarter Strategies for Profit, Community and Stability,” presented in partnership with Entegra, industry leaders explored how hotels are refining procurement, tightening operations and transforming F&B into a primary revenue engine while creating experiences that resonate with modern travelers.
Moderated by Glenn Haussman, founder/host of No Vacancy Live, the panel featured Ahmed Azizy, executive chef, GF Hotels & Resorts; Greg Griffie, SVP, food & beverage operations, Davidson Restaurant Group; Lynn Hay, head of culinary, Entegra; and Aaron Olson, EVP, operations, Crestline Hotels & Resorts.
Olson started the discussion by explaining that there has been a change in how hotel F&B outlets are viewed. “This shift from hotel restaurants being less of just ‘OK, it’s just an amenity’ to ‘No, this is a core profit driver’ is one of the most exciting things we’ve seen,” Olson said. “Guests don’t want to just stay in that beige box. They want an experience.”
Griffie said F&B strategy starts with a holistic revenue mindset. “We’re really focused on TRevPOR—total revenue per occupied room—and using food and beverage as one of the major drivers of that,” he said.
That means looking beyond traditional restaurant revenue to incremental opportunities throughout the day. “Where can we sell the extra coffee? Where can we capture revenue as guests move through the building?” he said.
While innovation dominates industry conversations, Azizy stressed that success often comes from simplification. “It’s about understanding your client and seeing what they want,” he said. “Instead of trying to create things, just get to the point where you understand what the customers want.”
Customization paired with cost discipline is essential. “There is profit, and then there’s also controlling cost,” he added. “You can be creative, and it doesn’t have to be expensive to create an experience.”
Operational consistency is equally important, according to Hay. “Experiences are such a strong motivator, but experience is also creating consistency,” she said, noting the importance of clear SOPs and training to ensure reliable quality.
She encouraged operators to lean on supplier partnerships and data when rethinking menus and purchasing strategies. “There are a lot of tools available that help show what you’re spending today and what cost savings you might achieve,” Hay said.
Many opportunities already exist within hotel spaces, Griffie noted. “If you have a bar, obviously capitalize on it,” he said. Programming activations and offering late-night packaged cocktails or grab-and-go treats can generate incremental revenue across segments.
Grab-and-go markets are also evolving into experience-driven retail spaces. “We make sure we have a mix, with at least 25% local favorites alongside national brands people recognize,” Griffie said. “Business travelers don’t always have time to experience the local market, so you need to bring some of that to them.”
Experience drives loyalty
Beyond operations, emotional connection plays a critical role in successful F&B programs. “Food is emotional,” Azizy said. “People are at the hotel away from their families, so you have to make it feel homey.”
Small design details can reinforce identity and encourage repeat visits. “Simple things like different lighting between breakfast and dinner are very important,” he noted. “That’s what people remember.”
Convenience is also reshaping offerings. Hay pointed to quick-cook technology and flexible menu options that allow guests to find familiar food even during late arrivals.
At the same time, broader lifestyle trends are influencing menus. “The GLP-1 trend is evolving the food and beverage industry,” she said. “Guests want higher-protein options and flexible portion sizes.”
To that end, data and analytics are helping operators make smarter decisions, but panelists stressed that listening to guests remains essential.
“To me, it’s always about going back and listening to people,” Azizy said. “The goal is to give customers what they want while making sure you can afford it.”
Changing drinking habits are also reshaping beverage programs. Olson said hotels must ensure inclusive experiences for guests who don’t consume alcohol. “A zero-proof cocktail program should be treated with the same level of care and respect as alcoholic cocktails,” he said.
Ultimately, panelists agreed that rethinking hotel F&B isn’t about reinventing hospitality—it’s about refining it. By combining operational discipline, guest insight and creative execution, hotels can turn food and beverage into a sustainable engine for growth.
