Case Study: How Strategic F&B
Changes Improved Performance at Overton Hotel
By Justin Wilde, General Manager
Situation: When we assumed management of the food and
beverage operations at Overton Hotel & Conference Center, we identified
opportunities to improve operational efficiency, strengthen team culture, and
refresh the guest experience.
Solutions: We responded with stronger labor controls,
updated training programs, refreshed menu and service concepts, and a more
collaborative culture that encouraged team engagement.
Results: The results were improved cost efficiency,
higher average checks, stronger team morale, and renewed momentum for the
restaurant as a destination dining experience in Lubbock.
·
Labor improved by 7.7% YOY due to leadership,
training, and improved efficiencies.
·
Cost of food is projected to be improved by
15.5% due to implementing proper food controls, pricing appropriately based on
increased costs, and building a menu that has ingredient cross-utilization.
·
Average check increased by 1.5%.
Key Highlights
- Strengthened
labor controls and staffing efficiency by aligning schedules with
forecasted demand.
- Built
a more engaged team culture by involving employees in the transformation
process.
- Refreshed
the restaurant experience with a West Texas-inspired menu and updated
service style.
- Improved
financial performance through food cost analysis, menu optimization, and
enhanced suggestive selling.
- Increased
team pride, guest engagement, and positioning as a destination restaurant
within the hotel.
The Details
At the Overton Hotel & Conference Center, we saw an
opportunity to strengthen food and beverage performance while maintaining a
strong guest experience, a critical balance in today's operating environment.
Located steps from Texas Tech University, the hotel features
303 guest rooms, more than 20,000 square feet of meeting space, the Pecan Grill
restaurant and lounge, outdoor pool and hot tub, fitness center, and
complimentary airport shuttle service.
When we assumed management of the property, we identified
three primary areas of opportunity within food and beverage operations:
training and efficiency, embracing change, and strengthening team culture.
While the restaurant already had a solid foundation, there was room to
modernize operations, improve cost controls, and create a more distinctive
guest experience.
We began by evaluating the restaurant from the guest
perspective and gathering feedback directly from both team members and frequent
diners. This collaborative approach helped create stronger buy-in and
excitement around the changes ahead.
Operationally, we implemented tighter labor controls by
aligning staffing levels with forecasted demand and improving the structure of
the department. We also introduced a refreshed training program focused on
service standards, suggestive selling, and brand storytelling while encouraging
team members to bring their own personalities into the guest experience.
At the same time, we completed a full food cost analysis in
response to rising commodity prices and introduced streamlined menu-costing
tools to support faster, more accurate pricing decisions.
To further differentiate the outlet, we embraced the hotel's
West Texas identity through a refreshed menu, updated service style, and
upgraded OS&E and FF&E. The changes created renewed energy among both
guests and employees while delivering a more authentic regional dining
experience.
The results extended beyond financial performance. We
improved productivity and cost efficiency while increasing average checks
through targeted training and updated menu offerings. Just as importantly, we
created a more engaged team culture, with employees taking greater pride in
both the guest experience and their workplace.
