BOOSTING REVENUE WITHOUT RAISING PRICES

Between 6–7pm, the restaurant is full of quick, one-hour diners spending £30–£35 per head on food (wine and service not included). The menu is designed for speed, value and low food cost: focaccia for the table, a primi (pasta or risotto), and a dessert.

Early evening would otherwise be a quieter period, but this approach keeps the room full and flowing. Most guests add a glass or two of wine, or an extra à la carte dish, bringing average spend closer to £50 per head — which makes a real difference. It also allows us to turn tables efficiently and squeeze in additional bookings or walk-ins before the busier 8–8:30pm seatings.

Key takeaway: Filling “awkward” service windows with fast, good-value menus can unlock revenue without touching headline prices.

Menu psychology matters. We don’t want people filling up too early on focaccia, antipasti or overly large pasta portions — we want them to comfortably make it through the menu.

We’ve slightly reduced the size of some pasta dishes so they’re satisfying but not heavy. We’ve paired back bready courses and shifted antipasti to lighter, protein- and veg-led options, leaving room for carb-heavy primi and secondi.

We always aim to finish with dessert — ideally a cannoli on every table. At £6 a pop, it’s an easy and high-margin addition that doesn’t feel indulgent or excessive to guests.

Key takeaway: subtle portion adjustments and menu sequencing can increase average spend without anyone feeling deprived.

We’ve reworked our wine list pricing to create clearer decision points. Previously, we had bottles priced at £30, £33, £35, £39, £43. Now it’s more like £30, £38, £44.

Those wider gaps encourage guests to commit either lower or higher — and often higher. We’ve also reduced the number of wines overall, focusing on more premium, interesting options. That makes the list less intimidating and quicker to navigate, while nudging spend up by £6–£10 per bottle. If guests stick with the house wine, that’s fine too. Two £30 bottles are more profitable for us than one £60 bottle when you look at cost-to-sales ratios.

Key takeaway: fewer choices, better spacing and confident curation can quietly increase wine revenue.

Full-venue hires and private events offer far stronger gross profit. Set menus mean less wastage, more efficient staffing, and financial commitment upfront.

Guests get their own space, the experience feels special, and the business benefits from predictability and reduced costs.

Key takeaway: events aren’t just “extra” revenue — they’re often safer, cleaner profit.

Complexity is one of the most underestimated costs in hospitality. Overly long menus, excessive flexibility, and too many decision points slow everything down — from ordering to prep to service — often without adding meaningful value for the guest.

Simplification doesn’t mean stripping character or creativity from what you do. It means removing friction. Fewer options can lead to faster decisions, smoother service, more confident teams and fewer mistakes. Over the course of a week, that efficiency quietly translates into more covers, better experiences, and improved revenue.

In challenging conditions, flow is often more valuable than novelty.

None of these strategies are designed to transform a business overnight. Their power lies in accumulation. A slightly better menu mix, smoother service flow, more confident recommendations, fuller early services, and better use of space may each feel incremental — but together they create resilience.

In a climate where raising prices is sensitive and demand is unpredictable, these quieter improvements often make the difference between just about coping and creating breathing room.

They don’t change how hospitality feels to the guest — but they significantly change how sustainable it is behind the scenes.