Coffee Strategy Scorecard™ — The Coffee Strategist

How well does your coffee program reflect your hotel's brand identity?

Coffee is not considered part of our brand expression1 pt

Some conscious choices have been made but not systematically2 pt

Coffee is curated to reflect our brand in key areas3 pt

Coffee is a fully intentional extension of our brand identity across all touchpoints4 pt

Is there a defined coffee concept or narrative communicated to guests?

No — coffee is presented without context or story1 pt

Minimal — some mention of origin or supplier on menu2 pt

Yes — guests can understand our sourcing philosophy and coffee values3 pt

Coffee storytelling is embedded in menus, service language, and guest communications4 pt

How are coffee sourcing decisions made?

By supplier contract or lowest cost1 pt

By F&B team based on quality preference2 pt

Based on quality and brand alignment criteria3 pt

Governed by a defined sourcing strategy aligned with brand values and sustainability commitments4 pt

How consistent is the coffee experience across all hotel outlets — breakfast, lobby, restaurant, in-room?

Highly inconsistent — different products and quality levels across outlets1 pt

Partially consistent — same supplier but inconsistent preparation and presentation2 pt

Mostly consistent with documented standards in most outlets3 pt

Fully consistent — intentionally designed and reliably delivered across all outlets4 pt

Are coffee service rituals — presentation, timing, vessel, service language — deliberately designed?

No — service is left to individual staff discretion1 pt

Basic standards exist but are not consistently followed2 pt

Service standards are documented and trained across key outlets3 pt

Coffee rituals are intentionally choreographed as part of the broader service design4 pt

How does your coffee program perform at critical guest journey moments — end of breakfast, after dining, departure?

Coffee at these moments receives no specific attention1 pt

Quality is acceptable but not designed to leave a specific impression2 pt

These moments are recognised as important and coffee quality is prioritised3 pt

Closing coffee moments are purposefully designed to reinforce brand and leave a lasting impression4 pt

Are written preparation standards and quality controls in place for coffee?

No documented standards — preparation depends on individual staff1 pt

Basic equipment guidelines exist but no preparation or quality standards2 pt

Preparation standards are documented and trained across most outlets3 pt

Comprehensive quality management covers preparation, consistency monitoring, and regular review4 pt

How was your current coffee equipment selected?

Inherited, supplier-provided, or selected on price1 pt

Selected by F&B or operations based on functionality2 pt

Selected to match quality and volume requirements of each outlet3 pt

Equipment strategy defined independently, aligned with brand positioning and service concept4 pt

What is the level of coffee knowledge and training among your team?

No specific coffee training — staff learn on the job1 pt

Basic equipment operation training only2 pt

Product knowledge and preparation training in place for F&B teams3 pt

Structured training covering preparation, storytelling, and guest communication — refreshed regularly4 pt

How is coffee pricing structured across your property?

Standard pricing with no outlet-level or occasion-level logic1 pt

Some variation by outlet but not strategically defined2 pt

Pricing reflects outlet positioning and tier expectations3 pt

Pricing architecture is coherent, tier-aligned, and includes structured premium upsell opportunities4 pt

Is there a defined strategy for premium coffee offerings and revenue optimisation?

No — coffee is not considered a revenue opportunity1 pt

Some premium options exist but are not actively promoted2 pt

Premium coffee is part of the offer and staff are encouraged to suggest it3 pt

A deliberate commercial architecture maximises coffee revenue across outlets, events, and occasions4 pt

Who holds strategic ownership of the coffee program at your property?

No one — decisions are fragmented across procurement, operations, and F&B1 pt

F&B manager handles coffee operationally but not strategically2 pt

A senior F&B or operations leader has ownership with cross-department visibility3 pt

Coffee strategy has executive sponsorship and is reviewed as part of brand and commercial governance4 pt

Your result

— / 48

—

CommodityOperationalQualityStrategicExcellence

Your position & performance profile

Coffee Strategy Pyramid™

Dimension radar

Score by dimension

Recommended next step

—

Request a Coffee Program Audit™

Industry benchmark

Segment	Typical score range	Maturity level
Budget hotels	12 – 24	Commodity – Operational
Midscale hotels	20 – 32	Operational – Quality
Upper upscale hotels	30 – 40	Quality – Brand-aligned
Luxury hotels	36 – 44	Brand-aligned – Strategic
Specialty cafés	42 – 48	Strategic – Excellence