You know
how many people
are in the building.
Nobody has
put that beside
what they spent.
Occupancy lives in one system. Food and beverage lives in another. The number that matters — how much of your own guest you actually captured — lives in the gap between them, which is why almost nobody in this industry has it.
It is spread across outlets.
A lobby bar, a beach grill, two restaurants, room service and a pool deck — each ringing on its own, each reported on its own, and nobody adding them up the same way twice.
It is buried under rooms.
Next to occupancy and ADR, food and beverage is the line everybody scrolls past. It is also the line with the most room to move.
Every property reports it differently.
Eight properties, eight formats, eight definitions of a cover. Comparing them means somebody rebuilding a spreadsheet on a Tuesday.
Nobody owns it end to end.
The property manager owns the property. The chef owns the kitchen. The one person responsible for food and beverage across the whole company is looking at eight different stories.
Capture rate is not a hard number to work out.
It is a hard number to have.
How many people are in the building.
Occupancy, arrivals, departures, group blocks, length of stay. It knows exactly how many guests slept there last night and how many are coming on Thursday.
What they spent downstairs.
Every check, every outlet, every hour. It knows what was sold and where — and nothing at all about who was in the building.
Whether you captured them.
Of the people asleep upstairs, how many ate downstairs? That number lives in the gap between two systems, which is why almost nobody in this industry has it — and why a bad capture week can run for a month before anyone notices.
None of the six reads tonight. We build the connection, we do not charge you for it, and it is five business days, once we have the keys, the information and the setup. Not on the list? We build that one too, on the same terms. Connect your property management system and the question becomes answerable every morning, per property, per outlet: who was here, how many of them ate with you, and what changed. A bad capture week stops being something you spot in the month-end report.
Three reports would each shrug.
Side by side, they name one property.
Nothing here is hidden. Every one of these figures exists in a report somebody could run. They only mean anything once they are on the same page, every morning, next to each other.
One property voids at more than twice its sister’s rate. Same brand standards, same systems.
While four sister properties run zero. It carries nearly all the company’s overtime on its own.
The same team, the same company, and nearly double the productivity at the best property.
A company can grow every year and carry all three — which is exactly why nobody is looking.
Demonstration data. An invented company of eight properties. The measures and the comparisons are the ones the product returns.
July serves eleven times
the covers January does.
An accordion that size used to be staffed from memory and bought for on instinct. Now the curve itself sets the schedule and the ordering — and the calendar ahead is on the page before the season arrives.
Demonstration data. An invented company of eight properties.
Four jobs. Four different pages.
The same morning.
The F&B director
Food and beverage across every property on one page, with the gaps between sisters called out. The page this whole product exists for.
The property manager
Their outlets, their covers, their labor, their kitchen — and no view of anybody else’s numbers.
The executive chef
Ticket times per outlet against that kitchen’s own normal, plus what sold and what died on the pass.
Finance
Prime cost by property, labor against target, and the month against last month across the portfolio.
EVERY OUTLET AT A PROPERTY IS INCLUDED · UNLIMITED PEOPLE
$250 A PROPERTY ONCE · $500 FOR THE COMPANY VIEW, ONCE
THIRTY-DAY TRIAL · CARD ON FILE · NOTHING CHARGED UNTIL DAY 31
A property is a property, however many outlets it has. A lobby bar, two restaurants, room service and a pool deck all count as one — we do not charge by outlet, because that would punish exactly the properties this is most useful for.
Eight properties and the company view comes to $1,991 a month. One property brought down to its sister’s void rate would be worth more than that on its own, every month.
Eight properties on one coast, read every morning. What Syphor found at Brittain Resorts was the weather.
SyphorOne page, every morning.
Start with the one you argue about.
Not all eight — the one where the numbers never quite add up, or the one everybody has a theory about. Twenty minutes, on the demonstration property, and we will put its outlets, its labor and its kitchen on one page while you watch.
Or call — a person answers: 1 888 593 3881
Read a whole morning — one night, every lens. Or five pages, as a PDF, for somebody who has to see it and was not on the call.
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