A Hot Topic for Restaurants in 2025
Simplify and Save. Simplifying a restaurant’s menu is a strategic decision that can yield substantial cost savings and operational benefits. A hot topic among restaurant operators at this year’s National Restaurant Association Show was cutting costs. This is no surprise given today’s highly competitive and economically challenging restaurant environment. As such, operators are constantly searching for ways to streamline operations, control costs, and maintain profitability. One of the most efficient yet underutilized strategies is menu simplification. By reducing the complexity of their menus, restaurant operators can realize significant cost savings while enhancing operational efficiency, improving customer satisfaction, and boosting profitability. Lower Food Costs Through Inventory Reduction. A simplified menu allows restaurants to focus on a smaller selection of ingredients, which directly reduces food costs. With fewer menu items, operators can streamline their inventory, leading to several financial benefits. Bulk purchasing becomes more feasible, allowing for better price negotiations with suppliers. Reduced inventory also means less waste due to spoilage, as ingredients are used more consistently and efficiently across multiple dishes. For example, instead of having five different types of cheese for various menu items, a restaurant may choose to feature one or two versatile options that can be used across multiple dishes. This not only simplifies inventory management but also reduces storage space requirements, leading to lower overhead costs. Reduced Labor Costs and Improved Kitchen Efficiency. A complex menu often requires a highly skilled and diverse kitchen staff capable of executing a wide variety of dishes. Simplifying the menu can reduce the need for specialized labor, enabling cross-training among staff members and improving scheduling flexibility. Fewer menu items mean that kitchen staff can focus on learning and mastering a smaller amount of recipes, leading to faster preparation times, fewer errors, and higher overall consistency in food quality. Furthermore, simplified menus often lead to a more organized and efficient kitchen layout. With fewer ingredients and cooking methods, the kitchen can operate more smoothly, reducing the time required to train new employees and minimizing the risk of mistakes that can result in costly food waste or customer dissatisfaction…
Restaurant Industry Projected to Add 490,000 Summer Jobs
Now Hiring. Seasonal hiring driven by diverse workforce, including a notable return of younger employees. A summer restaurant job isn’t just about earning a paycheck – it’s about building skills that last a lifetime. Whether it’s a teenager taking on their first job or a college student returning for another season, restaurants are where millions learn how to work with a team, solve problems, and stay cool under pressure. According to the National Restaurant Association’s 27th annual Eating and Drinking Place Summer Employment Forecast, restaurants are projected to add 490,000 jobs this summer. The increase is fueled by a stronger labor pool, especially teens and young adults, returning to the workforce in numbers not seen in years. “Restaurant jobs teach communication, adaptability, attention to detail, and teamwork – skills that set employees up for success, whether they stay in the restaurant industry or take these lessons into other professions,” said Michelle Korsmo, President & CEO of the National Restaurant Association. “With 6.2 million teens in the labor force this April – the highest level in over 15 years – restaurants are poised to benefit from a strong pipeline of talent heading into the summer season.” Restaurants are the largest employer of teens, providing jobs to 1.9 million 16-19-year-olds – about one-third of all working teens. That group grew to more than 6.2 million in the labor force this April, offering a key boost to seasonal hiring. For operators like Jeff Gosnear, President of Grotto Pizza, these summer hires are the backbone of the busy season. His company, which operates 22 locations across Delaware, Maryland, and Pennsylvania, grows from 900 employees in the off-season to about 1,600 during the summer. “A lot of our managers started as summer employees,” said Gosnear, who got his start in restaurants as a 16-year-old dishwasher. “Today, more than half of our management team began their careers at Grotto as teenagers. One of our vice presidents started as a pizza maker at 16 and has been with us for nearly four decades”…
Bielat Santore & Company – Restaurant Industry Alert
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What Restaurant Operators Need to Know About Growing Return-To-Office Trend
Why more companies are taking that step. This week, the coffee shop giant Starbucks told employees that, come fall, they will be required to work four days in the office, rather than three, while any managers will be required to work in either the chain’s Seattle or Toronto offices. The company is going so far as to buy out employees who opt out of the requirement. “We understand not everyone will agree with this approach,” CEO Brian Niccol said in a message to the company. “But as a company built on human connection, and given the scale of the turnaround ahead, we believe this is the right path for Starbucks.” It is hardly the only company taking this step. Return-to-office mandates have intensified in recent months as companies and executives work to build collaboration and justify costly office space. But such mandates are running afoul of workers who are not eager to return to their pre-pandemic office life. Earlier this year, Taco Bell-owner Yum Brands mandated that remote workers move to the city where their work is based. That move was tucked in the same release as an announcement that KFC would move its U.S. headquarters to Plano, Texas. The retailer Target just last week told headquarters employees they’d have to return to the office three days a week starting in September. Walmart, Amazon, Dell, Nvidia and other companies have recently changed their remote work policies. So, too, did the White House. President Trump demanded that federal employees return to the office in January. Bigger companies in particular have been more likely to increase in-office mandates in recent months, believing that a more active office environment is crucial to collaboration and culture. More than three-quarters of companies believe that more face-to-face interactions boost employee engagement, according to a survey published earlier this year by the human resources consulting firm WTW. In addition, 71% said that it strengthens corporate culture and 63% believe it increases productivity…
New Data Shows Restaurant Visits Per Week Have Increased
Seven reasons to make business credit a priority. Consumer sentiment scores recovered slightly in June from a massive drop throughout the prior six months, but that doesn’t necessarily mean diners are sprinting back to restaurants. Several recent surveys, including from KPMG and Popmenu, find that Americans are reducing their spending on dining out, citing continued economic uncertainty. However, new data from Big Chalk Analytics provides some room for some optimism. Some. Big Chalk data from June 2025 shows participation rates — consumers who typically dine out at least once a week — have improved since the fourth quarter of 2024, 77.3% compared to 76.4%. Further, their visits per week have increased to 2.19 from 1.99 in Q4 — or what Big Chalk partner and lead analyst Rick Miller calls “statistically significant.” “In the restaurant industry, participation rates have ticked back up and visits per week are improving,” Miller said during a recent interview. “This shows that there might be some stabilization in the industry.” That’s not to say the path forward is filled with roses and butterflies, however. Trade-off households are trending up compared to November, including those trading out of restaurants. The “trade-off customer” is defined as one who is actively trading off spending in at least four of the seven macrocategories tracked by Big Chalk — home/housing, auto, clothing/fashion, dining out, leisure travel, groceries, and movies. In June, 87% of trade-off consumers planned to cut restaurant spending, compared to 85.2% in November. For all U.S. households, the forecast isn’t much brighter, with 43.7% planning to cut back on restaurants, compared to 39.6% in November and 42.9% in June 2024. “The bad news for restaurants is they compete with grocery stores,” Miller said. “We are seeing more consumers, as of this study, leaning into groceries and the desire to cut grocery budgets has gone down, while the desire to cut dining out budgets has stayed flat or ticked up. We’re more optimistic for grocery than restaurants. “But the good news is we don’t think restaurant traffic will get worse or decline in next six months. We have cautious optimism.” According to federal data released Tuesday morning, menu prices have outpaced grocery prices for 27 months in a row and the gap between the two categories remains above the historical average…
Cookie-Cutter Marketing Doesn’t Work in this Industry
Smart marketing can turn challenges into growth opportunities. Recognizing that social media could be a powerful tool for the hospitality industry, Kim Beechner founded Embark Marketing in her senior year of college. The agency has grown from a one-woman operation to a team of nine with clients across the U.S. “Most agencies can offer marketing services, but very few truly understand what it’s like to be in the weeds on a Friday night, when a chef didn’t show up and ticket times are running at 40 minutes,” said Beechner. “That’s the difference. We’ve been there. So, when we develop a brand’s marketing strategy, we take into consideration operational factors.” As the agency celebrates its 15th anniversary, Embark is unveiling a new logo, updated website, and a refreshed slogan: “For the industry, by the industry.” to reflect their marketing philosophy and experience in both sectors. The service industry truly saved my life. I was on my own at a young age, and working in restaurants, hotels, and bars gave me the financial independence I needed to survive and eventually thrive. I worked in restaurants during the day and bartended at night, which allowed me to pay for my living expenses and put myself through college. I founded Embark Marketing during my senior year of undergrad, right as social media marketing was becoming a powerful tool for businesses. I saw a unique opportunity to combine my passion for hospitality with my marketing skills, and Embark Marketing was born. I wanted to give back to the community that gave so much to me, and let’s be honest, if you’ve worked in a restaurant or bar, you know you have to be a special kind of crazy. And I love that. Service industry people are my tribe. As for the name, it originally started as a playful nod to bars…emBARk Marketing, since I was a craft cocktail bartender at the time. But with my extensive experience in restaurants, I didn’t want to limit myself. So it evolved into Embark Marketing, representing the broader hospitality industry. It also speaks to the spirit of constant evolution, both in hospitality and in marketing. We’re always embarking on something new. The pandemic was a wake-up call for the hospitality industry. It highlighted the critical need for strong communication and digital tools. Restaurants and bars had to quickly pivot, letting guests know how to order online, if dine-in was available, or what safety protocols were in place. What many previously saw as “optional” marketing, things like social media, email marketing, and website updates, became essential. The businesses that invested in consistent, strategic communication weathered the storm better. That realization helped shift the industry’s mindset: marketing isn’t a luxury; it’s a necessity…
If You Spend More Than an Hour on Payroll, Read This
Owning a restaurant is difficult enough on its own, without the added challenge of managing payroll. With tight budgets and slim margins, many owners try to cut costs by managing tasks like payroll, tip outs, and compliance themselves—often using manual methods or a patchwork of tools. But while you might think this is a cost-effective way to do business, it’s actually a drain on your time and efficiency. Here’s what to do instead. Restaurant owners want to spend less time managing tasks like payroll, but many don’t know how to do it differently. A great way to tell if you have payroll under control is to record how much time you spend on it. If it’s more than an hour per week, you have an opportunity to improve your processes. The ideal scenario is to remove hours spent in areas like this every week so that you can instead put that time toward growing your business. So, how do you get there? Simplification is the answer, and technology can provide it. Oftentimes owners will piece together point solutions to manage a variety of tasks. They might get a point of sale (POS) tool, a payroll tool, an inventory tool, and a scheduling tool, then try to patch them all together. This can vary in effectiveness, especially when tools don’t integrate—often resulting in a clunky, difficult-to-use system. What’s more, it’s almost impossible to train someone else to use a system like this, and it cannot be easily replicated when you decide to scale and launch another restaurant location. The other option is going with one platform that covers all your team management needs. Just watch out for generic systems—some were built for other industries or pieced together through acquisitions, which can still leave you with a messy, disconnected setup. Look for technology instead that has built what you want (e.g., payroll, tip outs, scheduling) in one place and was crafted specifically for the restaurant industry. Payroll isn’t just a managerial issue; it affects everyone. That means if you get it right, everyone wins. It’s clear how managers and owners benefit from streamlined systems that save them time, but employees also appreciate such technology…
How to Turn Your Menu into a Marketing Tool
Optimize menu design for customer behavior. Your menu plays a vital role in your business marketing. It demonstrates the hard work you do and is usually the main reason why the guests choose to visit. A good design and descriptive language will significantly impact your restaurant’s success. So, let’s dive deeper into the steps on how to turn your menu into a marketing tool. A menu is often one of the first things a guest interacts with when entering a restaurant, right after taking in the atmosphere and interior. According to the 2024 TouchBistro Diner Trends Report, 85 percent of diners in the U.S. check the restaurants’ menu online before deciding where to eat. This shows how a well-designed menu impacts a customer’s behavior. Use Strategic Placement (The Golden Triangle Rule). The middle, top right, and top left areas of the menu are the three sections that hold the most attention and are collectively referred to as the Golden Triangle. These spots should feature bestselling items to boost your sales. Properly placing menu items in these sections takes advantage of natural eye movement patterns, guiding customers toward specific options. Highlight Bestsellers and Signature Dishes. As you begin designing your menu, it’s better to conduct some market research to understand who your customers are and their attitudes towards your brand. For example, if your target guests are health-conscious, consider highlighting your fresh, organic, and low-calorie dishes. Moreover, design elements such as boxes and icons can draw attention to best sellers and make certain items stand out without overwhelming the customers. Limit Choices to Increase Sales. Experienced restaurant owners know that limited menus actually result in higher sales and happier guests because having too many options can be confusing for customers and make decision-making difficult for them. A well-organized menu featuring high-quality dishes will help customers make decisions more easily and quickly. For instance, a limited menu can focus on your most popular dishes, or you may design it around a specific season and highlight traditional cuisines, holidays, anniversaries, and other special celebrations…
Did You Know?
How to Grow Restaurant Teams Without Losing Brand Soul. Restaurant expansion is an exciting milestone, but it brings a hidden risk: as you grow, your team culture and operational standards can get lost in translation. Whether scaling a single concept across new locations or managing multiple brands under one roof, the ability to deliver training that scales without becoming generic is mission critical. At Craveworthy Brands, we have learned that training is far more than a system for consistency, but a strategy for unlocking loyalty, performance, and culture across every unit. After 15-plus years leading training practices in hospitality, I have seen firsthand how the strongest brands turn their playbook into a methodical growth engine. Here is how we think about building programs that scale with intention and stick with your teams. Lead With Product Understanding, Not Policy Memorization…
Employee Tip
A new era of restaurant workers may earn six-figure salaries & benefits, no other industry’ can provide. Amid a nationwide restaurant worker shortage, many brands are finding ways to attract and retain their employees while offering big bucks and benefits to those who wish to work long-term or climb the ladder. “One of the best things about our industry is the ability to have upward momentum, to start off as a server and work your way up to manager and then to regional vice president, maybe even chief operating officer or CEO,” Brandon Coleman – CEO of Cotton Patch Cafe and formerly TGI Fridays – told Fox News Digital. “That’s something that our industry provides that no other industry really provides.” “[The] goal for me is that we have enough benefits where 100% of our staff are taking advantage of something, which means that we’ve covered a good dynamic group,” Bartaco President and CEO Anthony Valletta also told the outlet. “But I think that’s the way you have to really kind of think about the benefit offering[s] to your team now”…
