Protect margin
Busy, and not much better off
Sales looked healthy. What was left after them did not.
At The Anchor, the business we run ourselves.
Within three months, at The Anchor.
Protect marginHEAR
what was happening.
Food was being sold, the kitchen was busy, and the contribution was not what the effort suggested it should be. Pricing had been set by looking at what everyone else charged and taking a bit off.
CHALLENGE
what we found.
The menu was working against itself. The dishes people ordered most were the ones with least left in them, the descriptions gave nobody a reason to trade up, and the pricing carried no logic anyone could explain. Selling more of that menu would have made the problem bigger.
BUILD
what we did.
The menu was rebuilt around what each dish actually contributes, not what it costs. Descriptions written to sell rather than to list. Pricing given a reason. One high-margin dish made the obvious choice rather than the hidden one.
OPTIMISE
what changed.
Food revenue grew 98% within three months, and the growth came from the dishes that were worth selling rather than from volume across the board.
why this matters in other businesses.
Any business with a product mix has this. The thing that sells most is rarely the thing worth selling most, and nobody finds that out by looking at the revenue line.
does this sound familiar?
The first conversation is an hour, it's free, and it's not a pitch.