FOOD & BEVERAGE_>>
Menu Tactic
Typical Margin Lift
Menu Size (Total Items)
Avg. Margin per Item
High-Performing Items (% of Menu)
Operational Drag
Rename and reposition
1 to 2 percent
Layout and sequencing fixes
1 to 3 percent
22
$6.20
55%
Low
Portion reframing (on menu)
2 to 5 percent
36
$5.10
38%
Moderate
Removing redundant categories
1 to 2 percent
48
$4.30
22%
High
THE BLIND SPOT ON THE P&L
One clear example: a cafe had 42 items on the menu. Eleven of them were doing all the work. The rest were slowing down prep, cluttering the line, and tying up inventory dollars. Once the cafe cleaned house and featured the proven performers more prominently on the menu, the check average climbed more than two dollars. That adds up over time, and it didn’t require physically changing what is offered.
Most operators know what their top-selling items are. They just haven’t looked at whether those same items are getting any support on the physical menu. It doesn’t require a deep dive to examine this—just step back and ask if the menu is set up to help the guest say yes to the most profitable things. Most menus weren’t built that way. They evolved. Things got added. Sections got shuffled. Layouts got repurposed. Strat- egy took a backseat to spacing and aesthetics. But the fix isn’t complicated. Bring the layout into alignment with what’s driving sales and margin. Use formatting to highlight, isolate, and reinforce your best performers. Treat the menu like a working system. Once that happens, the menu starts doing its job again. Not just looking good, but actively influencing the quarterly P&L by driving top-line sales, showing up in guest feedback, and boosting NPS.
WHEN MENUS BLOAT
Big menus drain systems. They slow prep, strain labor, and add unnecessary ingredients that don’t move. Guests get confused. Staff lose clarity and care. Kitchens clog. Line flow stalls. Tick- et times stretch. Allowing this to occur isn’t happenstance; it’s costly negligence. Here’s how performance trends positively when the lineup is dialed in:
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