There’s no simple equation for knowing how often to add new menu items or when to cut slow movers. Rather, it requires a balance of art and science, of familiarity and novelty. And don’t just sweep the duds under the rug—learn from them, and apply the lessons to your next great idea.
How often should an operator change up menu items?
Before getting too far into my response, I have to warn you that my answer is not simple, and it’s the same one I often give to my students: It depends. There are simply too many variables to consider, and it is the decision-making process that is ultimately more important.
A knee-jerk answer could be to leave menu items alone as long as sales are strong and profitable. Over time, this reasoning could be detrimental. I divide menu items into those that are static and those that change—and you need both. Without some level of change on the menu, customers can lose interest and slowly migrate to competitors that are fresher and more exciting. On the flip side, if too many items change too often, customers get confused and don’t know what to expect. Static menu items should combine big customer appeal and smart business rationale. They should be easy to assemble, require as little time as possible to prepare, demand limited storage space and have minimal waste and low food cost.
While static items are important, change is good. Through change, you learn more about your customer base and attract new customers. I divide menu changes into two categories: small and large. Small changes, such as a new flavor for a successful static item, are variations on a theme. Small changes are safe and can move the dial forward a bit. Big changes, meanwhile, are riskier and very important. Keep big changes to a minimum so it is not a big hit to the bottom line if they tank—but always keep trying some big change. One of them just might become your newest and most successful static menu item.
So when do you throw in the towel on a new product that is underperforming? Again, it depends. Before killing a product, explore why it is not working and learn from it. Is it a complete miss, or does it just need an adjustment? Query your customers. Track sales carefully to look for trends or increasing momentum. Patience may pay off.
But if things are not looking good, set a kill date so things don’t drag on indefinitely—and move on to the next trial.
Christopher Koetke is vice president of Kendall College School of Culinary Arts in Chicago. He is a certified executive chef and certified culinary educator by the American Culinary Federation. Have a question for Chris? Email awestra@cspnet.com, subject “Ask the Chef.”
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