It’s time to rethink food and beverage as a strategic driver of revenue, relevance, and guest loyalty

By Wayne West III

Early in my career, I spent a lot of time in food and beverage. I worked nearly every position and every shift. I was fortunate to have mentors who did not just teach the mechanics of the business, but the value behind it. They made it clear that food and beverage was not there to fill space. It was there to perform.

I learned how to market to guests already in the building. I learned how to position a restaurant so it felt like a choice, not a convenience. Most importantly, I learned that when you get it right, the guest responds. They spend more. They stay engaged. They come back.

That lesson still applies, but it is not being applied consistently across our industry.

There was a time when hotel restaurants and bars mattered more than they do today. They were part of the reason people chose a hotel. They were part of the local community. Over time, we lost ground. Independent restaurants became more relevant, more creative, and more aggressive in going after the guest. At the same time, the growth of Select Service hotels lowered the overall focus on F&B.

The result is what we see now: F&B outlets that are underutilized, under marketed, and under managed.

The operating environment has also become more difficult. Food costs are up. Labor is harder to manage and more expensive. Guests have more options, and they expect more from every dining decision they make. That combination has pushed many operators to treat F&B as something to contain rather than something to build.

If anything, the environment today requires more discipline and more attention, not less. Food and beverage should be managed with the same level of focus as rooms revenue. It has a direct impact on performance, and it is one of the few areas where we can still create a clear point of differentiation.

When it is done right, F&B drives preference. Guests choose your hotel because the experience is better, not just because the room is available. This outcome shows up in occupancy, in rate, and in repeat business. It is not theoretical. It is measurable. And it starts with relevance.

If the offering does not match the guest desires, the guest will leave the building to dine. That decision is made quickly, and once it is made, the revenue is gone. Operators must understand who their guest is and build an offering that fits. That includes the menu, the price point, and the experience.

It also requires visibility. Too many guests walk through a hotel without a clear understanding of what is available to them. That is a failure at the property level. Team members should be talking about the outlet. The space should feel active and inviting. The messaging should be clear. None of that requires a major investment, but it does require attention.

Execution matters just as much. A limited menu that is done well will outperform a broad menu that is inconsistent. Purchasing has to be controlled. Waste has to be managed. Pricing has to reflect cost and value. These are the same disciplines we apply in other parts of the operation, and they apply here too.

There are better tools available today to support this. Data can tell us what is selling and what is not. It can help us adjust menus, pricing, and purchasing in real time. Technology can make it easier for guests to engage, whether through mobile ordering or more personalized recommendations. These tools are useful, but they do not replace management; they support it.

The other factor is people. In a labor-constrained environment, you cannot afford to be in a constant cycle of turnover. Training, engagement, and accountability matter. A well-run outlet starts with a team that understands expectations and is capable of delivering on them consistently.

Most properties do not need to rebuild their F&B from the ground up. They need to manage it differently and make it an important part of the business plan annually. That may mean repositioning the concept. It may mean simplifying the menu. It may mean creating a better connection between the outlet and the guest. In most cases, the opportunity is already there.

At Newport Hospitality Group, we see this as a clear call to action. Operators need to take a hard look at their food and beverage performance. Not just the revenue, but the utilization, the visibility, and the execution. If the outlet is not contributing in a meaningful way, it needs to be addressed.

Food and beverage is not just an amenity. It is a business unit and it should be expected to perform.

Toronto, ON (April 27, 2026) – Choice Hotels Canada is proud to recognize the outstanding properties receiving its 2026 Guest Satisfaction Awards, celebrating hotels that consistently deliver the high-quality experiences that build guest confidence, inspire loyalty, and strengthen trust in Choice Hotels’ brand.

Presented annually, the Guest Satisfaction Awards* recognize top-performing hotels in the Choice Hotels Canada system based on verified guest feedback, likelihood-to-recommend scores, quality assurance results and overall good standing in the system.

This year’s recipients include 11 Platinum Award winners and 24 Gold Award winners, representing communities across the country. Platinum winners rank among the top 3% of hotels in the Canadian system, while Gold winners place among the top 4 to 10%. These properties reflect the best-of-the-best when it comes to the high standards of service, care, and operational excellence found across Choice Hotels Canada’s portfolio of more than 350 hotels.

“These awards recognize hotels that understand what it takes to earn guest loyalty and confidence over time,” said Brian Leon, CEO of Choice Hotels Canada. “It’s more than a single great stay — it requires operational consistency, a strong commitment to quality, and teams that deliver exceptional service day after day. From long-time recipients to first-time honourees, each of these properties demonstrate phenomenal dedication to hospitality excellence and represent their respective brands at the highest level.”

Below is the full list of the 2026 Platinum and Gold Guest Satisfaction Award recipients.

Platinum Recipients:

Upscale Brands
Halifax Tower Hotel & Conference Centre, Halifax, Nova Scotia

Midscale Brands
Quality Suites, Drummondville, Québec
Comfort Inn, Sturgeon Falls, Ontario
Quality Inn & Suites, Lévis, Québec
Quality Inn & Suites, Petawawa, Ontario
Comfort Hotel Bayer’s Lake, Halifax, Nova Scotia
Quality Inn & Suites, Val-d’Or, Québec
Quality Inn & Suites, Victoriaville, Québec
Comfort Inn & Suites, Terrace, British Columbia

Value Brands
Rodeway Inn, Pikogan, Québec
Econo Lodge, Taber, Alberta

Gold Recipients:

Upscale Brands
Les Suites de Laviolette, Ascend Hotel Collection, Trois-Rivières, Québec
Le Noranda Hotel & Spa, Ascend Hotel Collection, Rouyn-Noranda, Québec
The Parlour Inn, Ascend Hotel Collection, Stratford, Ontario
Radisson Blu Downtown Toronto, Toronto, Ontario

Midscale Brands
Comfort Inn, St. Thomas, Ontario
Comfort Inn Magnetic Hill, Moncton, New Brunswick
Comfort Inn East, Sudbury, Ontario
Quality Inn Waddling Dog, Saanichton, British Columbia
Quality Inn & Suites Downtown, Charlottetown, Prince Edward Island
Comfort Inn & Suites, Edson, Alberta
Quality Inn & Suites, Lethbridge, Alberta
Quality Inn & Suites, Moose Jaw, Saskatchewan
Comfort Inn & Suites Edmonton International Airport, Nisku, Alberta
Quality Inn, Sept-Îles, Québec
Quality Inn & Suites, Kingston, Ontario
Quality Inn & Suites Amsterdam, Fredericton, New Brunswick
Comfort Inn & Suites, North Battleford, Saskatchewan
Quality Inn & Suites, Bathurst, New Brunswick
Comfort Inn & Suites, Valemount, British Columbia
Quality Inn & Suites, Mont-Joli, Québec
Country Inn & Suites by Radisson, Belleville, Ontario

Value Brands
Econo Lodge, Brossard, Québec
Park Inn by Radisson, Calgary Airport North, Calgary, Alberta
Park Inn by Radisson Osoyoos, British Columbia

For more information or to make a reservation at any of these award-winning hotels, visit www.choicehotels.com.

TORONTO, ON (April 23, 2026) – Days Inn - London is proud to announce the completion of a modernization project, marking a significant $500,000 investment in guestroom renovations that began in March 2025.

The year-long transformation enhances comfort, style and convenience for travellers, positioning the hotel as a refreshed and welcoming destination. Guests will now experience beautifully redesigned rooms featuring new carpeting, updated furniture, fresh paint and contemporary décor.

“We are excited to enhance our offerings and provide our guests with a more comfortable and enjoyable stay,” said Sumit Judge, General Manager of Days Inn - London. “These renovations reflect our ongoing commitment to delivering quality service and amenities that meet the needs of today’s travellers.”

With the guestroom redesign now complete, the hotel is already planning its next phase of improvements. Updates to exterior balconies and meeting rooms are scheduled for completion before year end, ensuring both new and returning guests enjoy modern, stylish spaces throughout the property.

Days Inn - London invites travellers to experience the revitalized hotel, offering comfort, convenience, and easy access to local attractions, entertainment, and area businesses. For more information or to make a reservation, visit daysinn.ca or call 1 800 DAYS INN (1-800-329-7466).

ARLINGTON, Va. – 22 April 2026 – Canada’s hotel industry reported a third consecutive month of year-over-year performance increases, according to March 2026 data from CoStar, a leading global provider of commercial real estate information, analytics, and online property marketplaces.

March 2026 (percentage change from 2025):

• Occupancy: 60.6% (+1.9%)
• Average daily rate (ADR): CAD198.37 (+5.8%)
• Revenue per available room (RevPAR): CAD120.12 (+7.9%)

Among the provinces and territories, Newfoundland and Labrador registered the largest increases across each of the three key performance metrics: occupancy (+21.1% to 58.2%), ADR (+9.4% to CAD154.84) and RevPAR (+32.5% to CAD90.18). The province’s performance was helped by the Labrador Winter Games.

Among the major markets, Vancouver saw the largest performance increases: occupancy (+7.5% to 77.1%), ADR (+7.4% to CAD231.91) and RevPAR (+15.5% to CAD178.84).

For more information about the company and its products and services, please visit www.costargroup.com.