Samenvatting

lorio, the newly opened restaurant at The Charles Hotel in Munich, is currently faced with the challenge of not meeting its targeted average spend per guest. As a result of a drastic reduction in seating capacity – from 35 to 16 tables – due to a complete restaurant design, management is under pressure to recover lost revenue through a higher average spend per cover. This company project report was developed in close collaboration with The Charles Hotel’s management team and addresses this critical operational issue with a concrete, data-driven solution. Following an introduction to the client and the context of this research, the problem is further clarified through a comparative analysis of budgeted vs. actual figures. This reveals an 8,04% gap in the average guest spend during dinner service, with internal capture ratios also significantly underperforming. The research highlights the urgency of this situation and sets a clear direction through the formulation of the following main research question: How can The Charles Hotel’s management ensure that the average spend per guest in the ‘Florio’ dinner shift increases by 8,04% to make the budget for 2025? The research applies a mixed-methods approach, combining qualitative insights from semi-structured expert interviews with key internal and external stakeholders, and quantitative data from a guest survey. The literature review underpins this approach by exploring relevant themes in restaurant revenue management, consumer psychology, sales strategies, and menu engineering. Sub-questions derived from the literature served to guide the design of both interviews and surveys. Analysis of the collected data uncovers several operational weaknesses, particularly the lack of emotionally guided upselling strategies, insufficient staff training, and a low level of product storytelling. Additionally, it becomes evident that there is a gap between the quality of the dining product and the current marketing efforts, both internally within the hotel and externally through social media. These gaps are limiting the restaurant’s potential to meet its budget goals. As a result, this project proposes an evidence-based solution: an Upsell & Menu Knowledge Training program. The goal of this solution is to empower Florio’s service team to engage in confident, guest-focused upselling and guide guests toward premium choices through knowledge, emotional framing, and consistent practice. The training is operationalised through weekly “Florio Focus” briefings and monthly “Sell Me the Story” workshops, both designed to build staff confidence, enhance guest interaction, and stimulate higher spending. TO ensure structured execution, a detailed five-phase implementation plan has been developed, along with standard operating procedures (SOPs) for both training formats. Key Performance Indicators (KPIs) – such as upsell conversion rates, staff quiz results, and average guest spend – have been defined to measure the success of the program over time. Limitations of the solution, such as staff turnover and time constraints, are acknowledged, and mitigation strategies are provided. The outcomes of this company project were disseminated through two key channels: a direct stakeholder presentation to internal management and the distribution of the SOPs to operational teams. A broader professional dissemination also took place via LinkedIn, opening the research to peer feedback and future collaboration opportunities within the industry. Finally, the project is critically reflected in terms of research quality, execution, and stakeholder impact. Future research directions are also outlined, including the exploration of dynamic menu pricing, digital upselling tools, and brand-driven guest re-engagement. The report concludes with a personal reflection on the researcher’s growth throughout the LYCar process.