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The Situation

After purchasing a 300-room resort hotel, the owner noticed third party operators were not producing the expected Food & Beverage (F&B) sales results, and that the bottom line performance was poor. The owner decided to work with HMS to assume the F&B operations within a 30-day window. We developed a short-term takeover plan by collaborating with the hotel and our corporate F&B team to access systems, staffing, menus, pricing, purchasing and task force needs.

The Situation

How we handled it

We developed a positioning strategy including:

  • SWAT analysis on each F&B area
  • Short and long-term improvement plans to ensure that  staffing, menus, cost reductions, training and marketing could be deployed quickly with long-term strategies
  • Pre-negotiated Hilton F&B pricing
  • Re-engineered menus
  • Training resources
  • Increased F&B presence in the community
  • Combining marketing efforts with on-site catering and sales
  • Boosting social media presence
  • Capturing local catering business lost under the third-party
  • Engaging in community events
  • Improving team member knowledge and performance
close-up of chef whisking a dish

How we handled it


  • Revenue performance increased 18.53% the first year 
  • Meeting Planner Survey: Overall Satisfaction up by 20.5% year over year & Catered F&B up by 19.0% YOY
  • SALT Survey (Breakfast/Lunch/Dinner): Helpfulness of staff up by 13.9 YOY & F&B quality up by 7.1% YOY
Orange cocktail



P.H. Hotel Company

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Julie Grimes | Managing Partner
Felcor Lodging Trust

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Granite Properties

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