In today’s rapidly evolving hospitality industry, technology is playing a crucial role in shaping both operations and guest experiences. Atlas Hotels, a key player in the UK hospitality sector, is at the forefront of this evolution with its innovative approaches to management and operations. Shiji Insights had the opportunity to speak with Craig Couper, Product Operations Manager at Atlas Hotels, to delve into the strategies, challenges, and successes they’ve encountered in their journey toward operational excellence. Craig’s insights offer valuable guidance for hoteliers aiming to optimise their operations and adopt technology-driven solutions.
Evolving role and focus on Food & Beverage
Can you describe your role as Product Operations Manager at Atlas Hotels and how it has evolved since you took on the position?
My role within Atlas Hotels is to maximise non-room revenue and profitability. Since its introduction, there has been a great focus and expectation from our Food & Beverage operations with a new dedicated role that solely focuses on that. It has since started to generate the grassroots of a more invested and interested culture from our hotels around Food & Beverage with new processes and practices.
Key Takeaways:
Maximise Technology: Utilize cloud-based systems for real-time data access and centralised control across multiple properties.
Consistency is Key: Implement standardised processes for stock management and pricing to maintain quality and consistency.
Stay Trend-Focused: Adapt to market trends, especially in F&B, to meet guest expectations and drive revenue.
Effective Communication: Clear communication and thorough preparation are essential during system upgrades or major operational changes.
Data-Driven Decisions: Rely on accurate data for decision-making to ensure business success and adaptability to changing conditions.
Managing a diverse portfolio
How many hotels are under your management, and what unique challenges arise from overseeing such a broad portfolio?
We have 58 hotels across our estate in the UK, operating under two different brand owners and three different brands. All our hotels are unique, from Airport locations to City Centres and Motorways to Business Parks that stretch from Inverness to Exeter. Because of this, we have many different types of guests and expectations in all locations, which is a challenge. But starting with the basic principles of great service, we can make great first impressions, which a lot of the time start at our bars.
Post-COVID recovery and F&B enhancements
When we spoke, you mentioned that the focus on food and beverage operations increased significantly post-COVID. What were the main areas that needed improvement, and how did you address them?
Moving with the times and current trends was our biggest focus. Recovering from COVID was different for everyone; some bounced back immediately with the staycation boom of 2021/22, and others have taken longer. However, what hadn’t changed was guests looking for an enjoyable and value-for-money F&B experience when they stayed with us. The key is experience; that’s what guests missed most during COVID days when drinks were either outside only or sat in their living room.
We took the opportunity to completely refresh our bar offerings with a change in draught/package beer suppliers, an investment in new technology to improve quality and yield, a refresh of our spirits, and the launch of a standardised drinks menu in all hotels. The data in the UK on-trade market clearly shows a move to premiumisation, and we weren’t afraid to follow that trend. Guests are after something they cannot get at home, and with these changes, this is what we aim to deliver each time.
Implementing operational changes across the estate
What have been the most significant operational changes you’ve implemented in your hotels recently, and how have these changes impacted overall efficiency and guest satisfaction?
We recently partnered with a new draught/packaged beer supplier. We integrated their new technology into our bars and cellars, which has seen a massive improvement in pour consistency along with improved product yield. This was one of our biggest changes in 2024 due to the work required on-site for the installation in our bars and cellars, which we managed to complete in 85% of our sites so far, with work planned to move closer to 100% in 2025.
I also undertook, with support from our training managers, a two-week UK-wide roadshow to help solidify all the changes that had been made and were still planned for over 160 of our employees. We also had support from our spirits partner, who contributed to a hands-on training session for everyone each day on our new drinks menus.
Seamless integration of new properties
Could you discuss the process of migrating new properties into your existing system and the challenges involved in ensuring consistency across all hotels?
We recently undertook this process for two of our hotels to move over to our existing Point of Sale, which completed all our hotels under one system. The process was generally very straightforward, with excellent project planning by our technology provider, regular update calls, and confirmation of deadlines at every stage. We were in a good position with these two hotels integrating into an already established system, and the implementation on-site with the support of our Point of Sale system provider and their on-site training ensured that the process was seamless.
Maintaining control and consistency across properties
How do you maintain control over stock management and pricing across 58 properties while ensuring consistency and avoiding discrepancies?
We integrate our Point of Sale system into our existing procurement system, which gives our hotels a standardised stock counting system and provides a centralised overview of all counts and consumptions based on sales data from Infrasys.
Centralised control through technology
In what ways has technology helped you centralise control and improve operational efficiency across your portfolio?
It wouldn’t be possible without cloud-based technology. Having access to all 58 sites’ reporting at our fingertips, also enhanced by our own Tableau system, means that we can almost instantly see the sales and revenue our hotel teams are working hard to deliver.
Leveraging data for smart decisions
Reporting and data analysis are crucial for operations. How have you integrated these processes into your daily management, and what tools do you rely on?
I rely on the reporting from the Point of Sale daily. We have made many changes this year and implemented many other promotions and deals to try and maximise sales in different locations based on the variance of guests I mentioned earlier. Being able to see daily sales and compare them against different periods quickly helps me and others make better and smarter decisions.
How have you leveraged data visualisation tools to improve decision-making and performance tracking across your hotels?
We use Tableau internally to help us better understand our data and create interactive and visual versions of the data available to our hotels. This has also helped us engage hotel teams in incentives that we have run, as they can see up-to-date performances in the form of league tables, which enhances their competitiveness and encourages their performance. Also, from a central role, I can quickly compare performances based on various filters and periods.
Automation in operational tasks
Can you elaborate on how your POS system automatically manages certain operational tasks, such as inventory control and pricing? Explain how this automation has impacted your day-to-day management and the overall efficiency of your hotel operations.
As I said, we have hotels in many different parts of the UK and environments. Our POS system allows us to maximise opportunities and ensure our pricing strategy across all hotels is correct for the market without duplicating products and menus within the back-office system that other POS systems would have needed.
We have also implemented new promotions and deals with our Food & Drink this year, many of which would have required the staff to manage each transaction. These have now been made easier by implementing automation from the POS to spot and apply 2-for-1 deals, for example, on specific times and days.
Whenever you update the food menus, what strategies have you employed around these updates to enhance customer experience and drive incremental revenue?
We work closely with our procurement team and suppliers to spot and get on trend with the consumer market. We have recently refreshed our food menus with a more on-trend feel with the ability to upgrade burgers, pizzas, pasta, etc., which, while providing us with incremental revenue opportunities, also provides the guest (many of whom stay with us multiple nights each week) with the ability to create different meals to the basic offered on the menu previously.
The role of technology in F&B operations
In your experience, what are the most critical areas in Food & Beverage operations where technology can significantly improve efficiency?
POS systems should be easy to use. Nothing is more frustrating as a consumer than standing and watching someone struggling to conjure a total amount for you to pay. Following some feedback from our F&B roadshows, we have continued to develop our POS screens to be as easy to read and use as possible, with a move away from multiple menus and clicks of a button to a one-screen page for 90% of our products to improve the efficiency of the transactions.
Lessons from system-wide upgrades
What were the key lessons learned during your recent system-wide upgrades, and how did you minimise disruption to your operations?
Preparation and Communication were key during our recent integration project for our two hotels. Without either of these, you won’t succeed, and something I’m very conscious of when delivering projects of change/disruption is explaining to the affected stakeholders why. Why are we doing this, and what is the expected outcome/benefit?
Ensuring alignment with corporate standards
How do you ensure all your properties align with corporate standards, particularly when integrating new technology or operational processes?
Being part of a global brand such as IHG and Hilton, our hotel teams are very much aware of “Brand Standards” that must be followed at all times. This has made the new updates and mandatory processes easier to deliver as a message during change. Again, explaining the why and the benefit to them as staff/leaders helps them be on board with change.
Data-driven decision making
What role does data play in driving decisions in Food & Beverage operations, and how can hotels leverage technology to better use this data?
It’s the most important. Without it, you are making decisions based on emotion, and as humans, everyone’s personal tastes and preferences vary from person to person, which will not work in any business model. Hotels that don’t have access to sales data, the ability to spot trends, and the ability to make reactive changes when things are not going as planned won’t succeed in the long term.
Impact of F&B revenue on business performance
In terms of overall business performance, how does food and beverage revenue contribute to the total revenue mix at Atlas Hotels? How have recent changes impacted these figures?
It contributes significant revenue to our business. While our main business is in bedrooms, F&B delivers a significant annual return and is now seeing substantial growth within our business in 2024.
In closing
Craig’s extensive insights provide a detailed view into the operational strategies that drive success at Atlas Hotels. From leveraging technology for efficiency to ensuring consistent quality across a diverse portfolio, Atlas Hotels sets a benchmark for the hospitality industry. For hoteliers looking to enhance their operations, Atlas Hotels’ journey offers valuable lessons and inspiration.
About Craig.
Craig Couper is a Product Operations Manager with over 18 years of experience in the hospitality industry, specialising in food and beverage operations. Throughout his career, he has held key operational roles in hotels under leading management companies, including Kew Green, Interstate (now Aimbridge), and Chardon Management. His expertise spans across managing and optimising food and beverage services, enhancing guest experiences, and driving operational efficiency across multiple properties.
In his current role at Atlas Hotels, Craig oversees end-to-end food and beverage operations, implements strategic initiatives, and ensures high service quality standards. His hands-on approach and strong leadership have improved performance, increased customer satisfaction, and enhanced brand reputation.
