F&B Strategic Planning + Concept Development + Pre-Opening & Brand Management
We transform your hotel's dining areas into a distinctive guest experience and a powerful revenue center.
Situation Analysis
At Layla Hotel Gocek, the food and beverage areas were not fully utilized to encourage guests to remain on-site throughout the day, despite their inherent potential. Because the dinner experience lacked a clear competitive edge, guest flow was frequently diverted to external venues.
Problem Definition
- In-house guest expenditure remaining below target levels
- Dinner service failing to become a primary revenue driver
- Missed opportunities in generating additional revenue from external guests
- Profitability being hindered by operational inefficiencies
Solution Approach
1. Strategic F&B Positioning
- Redefined the role of F&B operations within the hotel's revenue structure.
- Positioned F&B as the core experience area for managing guest behavior.
- Established a strategic framework to increase the average length of stay on-site.
2. All-Day Experience Curation
- Designed breakfast, lunch, and dinner services as a holistic daily flow.
- Implemented experience planning to spread guest activity throughout the day.
- Applied a flow design to support seamless transitions between service periods.
3. Fine Casual Restaurant Development
- Developed an independent restaurant concept open to external guests.
- Created a gastronomic position tailored to the Gocek destination.
- Designed a profitable business model capable of operating independently from the hotel.
4. Menu, Brand, and Revenue Optimization
- Restructured the menu based on consumption patterns and profitability analysis.
- Simplified the product portfolio by prioritizing high-margin items.
- Developed a new brand identity and communication tone specific to the restaurant.
- Established pricing and product balance to maximize revenue performance.
5. Operational Structure and Launch Management
- Restructured procurement and supply chain processes.
- Standardized and simplified operational workflows.
- Established an organizational structure to enhance service quality and speed.
- Managed the pre-opening marketing and launch phase.
Outcome
Projected Impact:
- Increased all-day F&B consumption and on-site stay duration.
- Transformation of dinner service into a robust revenue stream.
- Generation of incremental revenue via external guest traffic.
- Elevated share of F&B within the total turnover.
- Standardized and more manageable operational flows.
Strategic Impact:
- Evolution of the hotel from a mere stay-over point to a gastronomic destination.
- Shaping guest behavior to encourage on-site loyalty.
- Creation of a sustainable and scalable revenue model.
- Elevating brand perception to regional magnet status.
- Improved operational efficiency and resource optimization.
