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Hotel restaurants – the next boom trend for hospitality technology?

Eating out has never been more popular. It’s no longer a special treat, but an everyday delight.

People of all ages are embracing the dining experience, close to home and on vacation. Hotels can capitalize on this right now – but only if they have the right technology and strategy.

Dining out is a vital part of the travel experience
Over the last five years, eating out locally has become part of our daily lives. Not only that, but dining is now a much faster and more informal affair, leading to a boom in both casual and fast-casual restaurants.

Unsurprisingly, this willingness to try local restaurants, experience ‘craft’ foods, make spur-of-the-moment choices, and eat in a more relaxed atmosphere, has altered the way we eat on vacation too.

Millennials say eating out is increasingly an important part of their travel experience. In fact, according to a survey by Topdeck Travel, 98 per cent of young people ranked ‘eating local cuisine’ as very important.

Chinese travelers, who are becoming ever-more important for the hospitality industry, also say that food is important when traveling. In a survey by, Chinese travelers weighted cuisine as the third most important factor when picking a destination behind only safety and historical sites – and ahead of shopping.

Of course, we’re also all eating out closer to home as well. For example, in the US and Canada consumer spending on restaurants is rising. In fact, last year spending on eating out in the US surpassed spending on groceries for the first time in history. As fears about the outlook for tourism play out across the industry, hotel restaurants provide hoteliers with an attractive way to increase revenues from people living locally.

Competition is fierce, and hotel restaurants should look to invest in tech to compete more effectively

Hotels have worked hard to increase revenues from their bedrooms business, and entice these guests to stay with them by upgrading their facilities. They’ve launched loyalty schemes, and introduced cutting-edge bedroom tech, like in-room voice activated assistants. But still, hotels would like to get more of these guests to use their restaurants.

Local restaurants and increasingly online delivery services are still in the lead. They’re winning the battle for these customers and their business.

Some hotels have fought back, introducing new fast-casual restaurant experiences – or are exploring partnerships with chains to introduce the concept. But while accepting and reacting to this growing trend may well pay dividends long term, it doesn’t tackle the immediate core problem.

Hotel restaurants could capitalize right now by adopting online restaurant reservation technology that would boost their bookings quickly and economically.

Surprisingly few hotel restaurants have direct online-booking capability. Many also lack the tech that is becoming common for a good restaurant experience – such as front-of-house management systems that make delivering a personalized service easier.

To make up the ground being lost, hotels should tool up now and get the right technology in place as quickly as possible.

But hotels shouldn’t cut corners. They must launch direct booking first

It can be very easy to jump in with both feet and live to regret the decision – especially when it comes to technology. Early adopters can get burned and the hospitality industry is littered with tales of tech decisions gone wrong.

The same is true when it comes to restaurant technology. When you’re looking around at the competition growing every day, it can be very easy for hotel managers to convince themselves that the best – and quickest – way to launch online booking is with an intermediary.

But this could end up costing hoteliers more money in the long term.

As the hotel industry has learned to its cost, listing with OTAs and intermediaries first is not without its risks; in particular, it gives the intermediary a head start on building a mine of customer data, such as names, preferences, and email addresses, which they can use effectively for future (chargeable) marketing purposes. As we have seen from the bedroom business, after customers start booking through third-party websites, it’s increasingly difficult to win them back and secure direct bookings.

To be sure of a successful outcome, hotel restaurant managers must look carefully at all the alternatives and prioritize launching their own direct table-reservation system first. Intermediaries can come later – they have their role to play in any booking strategy. But to establish themselves and build a loyal direct-booking customer base, hotels must put themselves first this time.

Duty system can promote healthier attitudes towards alcohol

The ALMR has responded to HM Treasury’s consultation on alcohol structures encouraging the Government to adopt an innovative alcohol duty system that encourages products to be sold and consumed within the supervised environment of pubs, bars and restaurants.

HM Treasury has been consulting on new bands for cider, perry and still wine to encourage incentives for the production and consumption of lower strength products. The ALMR argues that this would provide greater choice for the sector’s customers and support industry initiatives to facilitate healthier lifestyles.

The organisation has also highlighted future opportunities to reform the duty system, either through a revision of the current EU Directive or post-Brexit. This could include differential duty rates, allowing lower duty to be charged on drinks sold through the on-trade.

ALMR Chief Executive Kate Nicholls said: “New bands for lower-strength wines, ciders and perries could reduce costs for both producers and retailers and help stimulate demand for high quality on-trade drinks. Brexit provides the opportunity for a more creative look at the duty regime to further incentivise innovation.

“We have evidence to show that lower-strength products are predominantly consumed in the supervised environment of a pub or restaurant. If the Government is serious about promoting healthier attitudes towards alcohol, a tactic would be to promote responsible and supervised consumption within our venues.

“High quality products that come with a lower strength and reduced price tag could help precipitate a shift in drinking habits that aids businesses and supports the Government’s plans to promote healthier lifestyles.”


1,190 Independent Restaurant Owners Share Their Thoughts on Over 100 POS System brands released the 2017 POS Survey Report today. The report summarizes input gathered from 1,190 independent restaurant owners from around the world regarding over 100 different brands of POS systems, focusing on several critical aspects including cost, installation and support experience, and features. The results of this survey provide unique insight into the POS system market and emerging trends, all of which are valuable to independent restaurant owners.

The average cost for a restaurant POS system has notably decreased since 2012. In 2012, the average expenditure for a POS system was just over $18,000, as opposed to $13,344, currently.

The top seven POS solutions were Aloha POS, MICROS, Digital Dining, Clover, Adelo POS, Future POS, and POSitouch. These top seven POS systems accounted for 47.5% of the market. Beyond the top seven, all other POS brands each accounted for less than 3% of the market share.

We identified a shift toward cloud-based systems and POS solutions offered by credit card processors. Clover, Dinerware, Harbor Touch, and Square were the top credit card processor provided POS solutions, accounting for nearly 11% of total market share.

Despite the increased use of cloud-based and mobile systems, less than 10% of independent restaurant owners indicated they use pay-at-the-table devices. Moreover, only 31% of restaurants reported using EMV compliant POS systems. This is particularly noteworthy considering the fraud liability shift that took place in October 2015, mandating that merchants upgrade to EMV chip technology or accept increased liability for fraudulent transactions.

Improvements in plug-and-play components, increased Wi-Fi capability, and a tech savvy labor pool are allowing many restaurant owners to opt for self-installation and remote support. As a consequence, only 74% reported using an authorized POS vendor for programming, training, and support.


Protein packed meals, superfood smoothies and salads galore

Wholesome eating for time-poor Londoners is set to get a little easier this June when all-day healthy food destination Simple Health Kitchen launches its second site at 48 Baker Street on the 21st June.

The Baker Street outlet follows in the success of its first restaurant launched in St Pauls in 2016. Simple Health Kitchen was founded by former rugby player turned personal trainer and health-conscious restaurateur, Bradley Hill, after a life-threatening illness sparked an interest in nutrition.

Bradley woke up one morning with what he thought was back pain. It turned out to be an abscess on the spinal cord that spread up the spinal column, resulting in emergency surgery. After dying twice on the operating table, he spent the next six months paralysed from the neck down. Left with permanent nerve damage, Bradley had to learn to walk again.

Defying odds Bradley fought back and begun a long, remarkable recovery that led him back to personal training with a keen focus on diet and nutrition. With health-giving food and changes to diet playing an integral role in his healing, Bradley conceived Simple Health Kitchen.

“There is a misconception that health food has to be boring. The great thing about Simple Health Kitchen is customers can walk in and know anything they choose not only tastes delicious but is also good for them. And getting people to try new dishes and ingredients they never knew they would love, that’s exciting!” – Bradley Hill, Founder.

Simple Health Kitchen is open Monday to Friday and serves a seasonally updated menu of nutritionally balanced dishes including its famous Turkey & Cranberry Burger, Peri Peri Chicken, Sweet Potato Falafel as well as a variety of fresh salads made on site including Superfood Turmeric Inspired Coronation Quinoa and the super green seeded Spinach and Mizuna Leaf Salad.

Also on offer is an array of protein pots, snacks and low calorie high protein desserts, as well as cold-pressed juices and smoothies. All dishes are free of any refined sugars with plenty of options for high protein, vegetarian, vegan and free-from diets.


70 percent of travellers never use hotel minibars: survey

More than 70 percent of travelers say they never use hotel mini-bars according to a survey conducted jointly by GO Airport Express, and The GO Group, LLC, an international ground transportation service provider.

Just fewer than four percent said they always raid the mini-fridges, while 20 percent said they do so sometimes or occasionally.

Several of the more than 733 survey respondents had comments, noting they think the food and beverage offerings are too expensive, or they use the mini-fridges to store their snacks bought elsewhere.

Of those who did purchase from the hotel mini-bars, men were more likely to purchase alcoholic beverages, at 27 percent, compared with 14 percent of women. Women bought more bottled water (47 percent) compared with men (35 percent). Women also purchase healthier snacks such as nuts and granola bars, than men, at 14 percent and seven percent respectively.

“Today’s travelers are more savvy, health and budget conscious,” says John McCarthy, president of GO Airport Express. “Successful hotels are starting to respond by catering to the changing preferences of their guests.”



Conrad ‘Stay Inspired’ initiative turns team members into curators of 1, 3, and 5 hour experiences

Conrad Hotels & Resorts announced the launch of Stay Inspired (, a global, brand-wide initiative that marks a cultural shift and overhauls the way the brand trains its team members as storytellers of their destinations. At each one of its 24 global properties, Conrad now offers guests who seek out inspired experiences a more customized and curated collection of 1, 3, and 5 hour experiences available through Conrad Concierge mobile app and at

Spearheading the Stay Inspired initiative is Nilou Motamed, the luxury brand’s first ever Director of Inspiration, who is responsible for developing and implementing the Stay Inspired vision and what it means for travelers. Nilou joins Conrad having previously served as Editor-in-Chief of Condé Nast’s digital food brand, Epicurious, and Features Director and Senior Correspondent for Travel + Leisure.

As Director of Inspiration, Nilou has traveled to Conrad properties worldwide to create the initial series of Stay Inspired experiences. Catering to the modern traveler’s desire to merge work, life, and pleasure, now offers experiences in convenient 1, 3, and 5 hour increments, or what the brand is calling the Conrad 1/3/5. Each Conrad 1/3/5 recommendation reflects an inspired view into each destination covering food, shopping, art and design, culture, family, and adventure.

“Today’s luxury traveler wants to discover destinations where they can be truly inspired. So we are shifting how not only our concierges communicate and connect with our guests, but all of our team members,” said John T.A. Vanderslice, global head, Conrad Hotels & Resorts. “Through our partnership with Nilou, we have trained our team members and empowered them to make thoughtful recommendations within our destinations, stepping away from the standard transactional relationship between a concierge and a guest. We now have become more like storytellers.”, accessible via mobile device through the Conrad Concierge mobile app, offers a modern luxury traveler on any schedule the ability to browse activities in 1, 3, and 5 hour itineraries, or by interests. Using, travelers can now save and share their Conrad 1/3/5 itineraries, access custom content in the form of photos, videos, and maps, or book a room and an experience through the hotel’s concierge. On property, concierges will be equipped with tablet devices to guide guests through the itineraries.

“Guests want to use whatever free time they have while traveling to discover something new. They want to find those hidden gems that are off the beaten path and that can’t be found in the pages of a guidebook,” said Nilou Motamed, Director of Inspiration, Conrad Hotels & Resorts. “This collection called the Conrad 1/3/5 curates content and experiences in a way that aligns with the way our guests live their lives.”


Hotel Food and Beverage Trends

In past articles, PKF Hospitality Research (PKF-HR) has labeled the period 2000 to 2010 as the “lost decade” for the U.S. lodging industry.  During this volatile period, hotel revenues remained virtually flat through two major recessions and one extended period of prosperity.  On the surface, it appears that hotel food and beverage (F&B) revenue followed a similar pattern.

To understand recent trends in hotel food and beverage departments, PKF-HR studied the financial performance of hotel restaurants, lounges, and catering departments for the period 2000 to 2010.  The information came from a same-store sample of full-service hotel operating statements taken from PKF-HR’s Trends® in the Hotel Industry database.  These hotels average 413 rooms in size, and offer multiple F&B outlets and extensive banquet facilities. Hotel data was estimated for 2010.

Total hotel food and beverage revenue decreased slightly from 2000 to 2010 within the study sample.  Measured on a compound annual basis (CAGR), F&B revenue declined 0.6 percent.  This is comparable to the 0.5 decline in total hotel revenue experienced by these same properties.  However, when analyzed on a dollar-per-occupied room basis, hotel F&B revenue increased 1.6 percent on a compound annual basis during the decade.  This is significantly greater than the 0.1 percent rise in total hotel revenue per occupied room.  During the study period, the number of occupied rooms declined 0.5 percent CAGR.

The relative stability of F&B revenue per occupied room can be partially explained by the ability of hotels to attract local patrons to their restaurants, lounges, and catering facilities.  This is especially evident during the recessionary years of 2001, 2002, 2003, and 2009 when the declines in food and beverage revenue were less than the decreases observed in rooms revenue.

Conversely, during the prosperous years of 2004 through 2007, total hotel revenues grew stronger than F&B revenues.  During these years, stout increases in both occupancy and average room rates boosted total hotel revenue.  This implies that the ability of hotel managers to raise room rates is greater than their ability to increase F&B prices.

Sources of F&B Revenue

Averaging 413 rooms, it is not surprising that banquet related revenue was the greatest source of F&B revenue for study sample in 2010.  The combination of catering revenue, public room rental income, audio visual fees, and banquet service charges accounted for an estimated 55.5 percent of total F&B department revenue.  Other sources of F&B revenue included restaurants (30.2%), lounges (5.6%), and room service (4.4%).  It is interesting to note that the combined beverage sales within the hotel restaurants were twice as great as the liquor revenue generated at the bars within these properties. Whole bottle wine sales in the restaurants partially explain this disparity.

Due to changes in the Uniform System of Accounts in the Lodging Industry(USALI) it is not possible to equitably compare changes in F&B revenue by source over the 2000 to 2010 period.  However, changes in revenue can be estimated for 2009 to 2010.

From 2009 to 2010, total F&B revenue increased 8.6 percent.  This compares favorably to the 6.5 percent increase in total hotel revenue for the study sample during the same period.  The greatest increases were observed in beverage revenue (9.4%), followed by food revenue (9.1%) and other F&B revenue (6.2%).  Other F&B revenue consists of public room rental, audio/visual, and service charge income.  Of note is the fact that the majority of growth in beverage revenue came from catering events as opposed to the hotel bars.

Expenses and Profits

Food and beverage profitability is dictated by management’s ability to control the prime costs of labor and costs of goods sold.  From 2000 to 2010, the prime costs of F&B departments in our sample averaged 64.3 percent of total department revenue.  Labor costs during this period averaged 43.4 percent, while the cost of goods sold averaged 20.9 percent.  This cost of goods sold number includes expenses associated with the other F&B revenue sources.  If you examine the combined costs of goods sold for just food and beverage sales, the average ratio rises to 29.1 percent.

Hotel departmental profit margins averaged 26.4 percent from 2000 to 2010.  In accordance with the USALI, this ratio is calculated before undistributed expenses such as marketing, maintenance, and utilities.  Once again, the depth of the recession becomes evident.  The lowest level of F&B departmental profitability was experienced in 2009 (21.6%), while the greatest profit margin was observed in 2000 (32.6%).

Haves and Have Nots

Food and beverage operations within the lodging industry have become a story of haves, and have nots.  The vast majority of new properties and brands entering the U.S. lodging industry offer either limited, or no F&B service at all.  On the other end of the spectrum are full-service hotels with multiple restaurants, lounges, and banquet facilities.  For these full-service hotels, the offering of F&B is not just a source of revenue, but an amenity used to position the property within the marketplace.

Losses within the F&B department are no longer tolerated by owners. F&B managers struggle to contain costs and grow revenues.  The ability of management to attract local patrons, boost catering revenue, and increase beverage sales within their restaurants are examples of successful tactics that have generated profitable revenue.



Service needs to be on par with food, ambiance

by in Rock Your Restaurant

18 Oct 2016

I’ve always believed the three most important attributes of any successful restaurant are food, service and ambiance. You naturally expect in any restaurant that the food will be good and that the atmosphere is comfortable and relaxing, appropriate to the menu and concept. Many in the business would argue that each of these three attributes are equally important, yet to me as a former operator, Service really should stand above.

What happens when a restaurant shines in food, ambiance or both at the expense of your customer’s overall experience?

Here’s a case in point. One of my favorite local restaurants has a great vibe and the consistently very good food and drinks. The aesthetic details of the interior seating and bar, as well as the outdoor deck are really comfortable and appealing, and the place is usually busy. I live in a mountain resort town where everyone is active outdoors, and this restaurant is somewhat of a shrine to this lifestyle. I can relate as I once owned a successful ski resort restaurant with a skiing theme.

Although I like visiting this place, the service often is a bit disorganized and lackluster. Granted, I may be quite biased about great restaurant service, but the customers here don’t seem to mind, as the restaurant has a loyal following. But what if this clientele really knew and cared about what they were missing and it changed their dining habits? No restaurant can ever afford to take any customer for granted, as the free market usually ensures numerous other choices all vying for a share of the diner’s dollar.

Every detail counts when you’re running restaurants, but in my book treating every customer like the most important customer and making every experience better than the last is how true success is won in this most demanding and fickle business.

It takes consistent and regular training to overdeliver on service, as well as excel at the other two important attributes. Every staff person should understand how their unique role in elevating every guest’s experience makes or breaks that restaurant.

Now the heavy lifting begins. A daily preshift meeting becomes standard operating procedure. Staffers are trained in basic hospitality and salesmanship. Teamwork and communication are choreographed between all front-of-house positions and coordinated with the expeditor and back of house. The service team is conditioned to recognize, thank and welcome (or welcome back) each guest.
Empowerment is the key to this powerful competitive advantage. Train your staff to think like an owner or manager and then to notice every detail, in the sea of 1,000 restaurant details that your customer ultimately sees. Impressions are either positive or negative and are lasting.

Going back to my example: With a new commitment to service to complement the great food and atmosphere, how much busier and more profitable would this place be? Can you see the domino effect that service can have on the entire operation… from lower staff turnover, to customers who now become your best marketers, not to mention an ever-growing bank account and pride in the staff and management?

Approach your business from a fresh perspective each new day, play your best game and always keep open to new ideas and opportunities. Achieve this pinnacle in your operation and your restaurant can elevate the industry and raise the bar in your market area. Believe me, your guests will notice and reward your restaurant with their business.


The Debate on the Future of Tipping Rages On

The Future of Tipping

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In a quickly changing labor market, the old models of employee compensation are feeling outdated. With rising rents, changes in health care costs, and legislators across the country raising the minimum wage, many employers are re-examining how to pay their staff equitable wages – especially cooks. One of the first strategies many owners are experimenting with is to eliminate tipping. We talked with 3 business owners to learn more about how the bar and restaurant industry is adjusting to the new realities of employee compensation.

Kurt Huffman, the owner of Chefstable, has opened a number of bars and restaurants. When he began working on Loyal Legion, a beer hall in Portland, Oregon, he decided to open it with a gratuity-free model. Instead of using tips to compensate his bartenders and servers, he raised the price of beer and offered his Front of House staff $18/hour.

Unfortunately, Huffman’s idea ran into some problems. “Essentially what we got was a lot of awesome people that had very little bartending or server experience” he said. “Most of those employees have stayed with us, and in the 6-8 months they’ve been with us, now they know the job. But at the beginning, they didn’t have bartender radar.”

His new recruits were eager, but needed training. Huffman ended up dedicating a lot more training and management resources to the bar than he had anticipated – costing him a “a fortune.” After a few months of testing, he returned to a tipping model. “I told my staff,  ‘I think I put in place a system here that costs me more to pay you guys less.’” Servers at Loyal Legion now make $10/hour with tips, earning an average of $32/hour.

After going back to tipping, Huffman also raised his kitchen staff to $18/hour. This “was a big win” as line cooks are hard to attract and retain. “For the kitchen $18/hour is a wonderful wage. If we can get everyone to $18/hour, that’s the formula for keeping kitchen talent.”

Aaron Adams, owner and Head Chef at Farm Spirit, runs a totally different business model. His chef-counter style restaurant offers a prepaid ticket for a 12-course tasting meal with an 18% gratuity added automatically. Fed up with the wage disparity between the Front of House and the Back of House, Adams decided to do away with those roles completely.

At Farm Spirit, your cook is your sommelier and your chef is your waiter. You sit and watch as they prepare your meal, serve it to you with pride and if you have questions about it, you get to listen to Adams and his co-workers nerd out about food.

So far, Adams’ chef-counter model has been successful and he’s able to pay his employees a consistent living wage with ample room to grow. “I’m trying to eliminate the wage slavery we’re all a part of,” Adams said. “My goal is for everyone [I employ] to make 50k a year and have benefits and have two weeks off a year — and I’m already getting there.”


Scott Dolich, owner of The Bent Brick and Park Kitchen, is experimenting with what he calls the “one house” model. Much like the Farm Spirit model, Dolich plans to cross-trains cooks and servers, eliminating house roles and the wage disparity that traditionally come with them. In order to ensure consistency and quality, however, central roles like head chef and bar manger will not cross-train.

“After we go gratuity-free in July, all of my cooks/servers will get paid somewhere between $14 and $15/hour,” said Dolich. To make ends meet, Dolich will raise his menu prices by 18%. While customers will see an increase in price, it’s not more than they would’ve paid previously with tip.

Dolich isn’t a fan of tipping as a management tool. “Tipping is a very passive-aggressive way to leave feedback,” he said. “And tipping is not the only way to get good service; you have to have competent managers in place to maintain service quality.”

Dolich plans to roll out his tip-free model over the next few months, giving him time to make adjustments as he goes.

* * *

Whether you run a small place with counter service or a restaurant with a full bar and front-of-house staff, the bottom line is that restaurants and bars are going to continue to experiment with compensation. It’s a challenge to equalize staff pay without raising prices so much that customers are scared away, while still providing a quality menu and stellar customer service.

Owners and managers – What kind of creative compensation strategies have you tried? How have you addressed raising wages, and the real wage disparities between the FOH and BOH? What has worked and what hasn’t? Leave us a comment and let us know about your experiences.

Source: ttps://

The Changing Role of Hotel Food and Beverage.

Restaurants in hotels have traditionally been a service reserved primarily just for guests, however, over the past few years we’ve seen a huge shift in both the design and operation of F&B components, as hoteliers realise that additional revenue can be driven from creating public areas which also entice external users.

There is also growing acknowledgement that the F&B element is most successful if run as a separate business entity to the main hotel.

Certainly the luxury hotel scene has been driving this trend through the partnering of high profile chefs. In many of these cases the restaurant’s décor, menu, branding and staffing are managed separately from the hotel itself. This does not mean to say that a disjointed relationship is established, rather quite the opposite.

One of the stand-out UK openings of recent times, the London Edition Hotel features the Berners Tavern Restaurant, a symbiotic partnership between the hotel and the restaurant’s chef Jason Atherton, to great success.

And of course the recent opening of Chiltern Fire House in Marylebone by hotelier André Balazs with renowned chef Nuno Mendes, is proving to be the ideal pairing, creating quite a stir in celebrity circles.

Looking back, one of the first hotels to influence this trend was the Mandarin Oriental, which in 2001, co-branded with celebrity chef Heston Blumenthal to create the standalone restaurant Dinner. This partnership enabled Heston to secure a restaurant in a prime London location and helped to boost Mandarin Oriental’s status as a must visit destination.

But it’s not just luxury hotels that are leading the way. Brands like Ace, 25 Hours and numerous boutique hoteliers have all tapped into the art of creating a dining experience for guests. Everything from point of entry to the presentation of menus and interior design are all carefully considered to create a much sought-after and authentic experience.

Customers today are more design savvy than ever before and as such are more aware of and interested in the heritage, culture and values of the restaurant they’re eating in. The Apero Bar & Restaurant (winner of the Restaurant and Bar Design Awards 2013) nestled in the vaulted cellars of The Ampersand Hotel in South Kensington serves Mediterranean food by chef Chris Golding and has intentionally been designed with a very different aesthetic from the main hotel.

What about the larger international hotel chains? Well they’re also tapping into this trend. IHG’s Hotel Indigo in Kensington is an example of a client with whom were working to completely rethink their F&B space.

Currently under construction, the concept provides a “local deli” culminating in a multi-functional space, giving residents of the area a place to meet and shop for locally sourced artisan produce while allowing guests of the hotel to feel more connected to the neighbourhood. It also includes the key ingredient of a separate street entrance and will be operated by a third party.

The Hampton by Hilton London Waterloo is another example of how the role of hotel F&B design is changing. It has partnered with celebrated chef Cyrus Todiwala to run the Assado restaurant. Again the design and branding is very much set apart from the hotel.

However, in order to accommodate breakfast for a hotel of 297 rooms, the doors between the hotel and restaurant slide open, enabling the entire space to be used for breakfast. Outside of breakfast no-one would know that the Hampton breakfast offer lies concealed behind a sliding door.