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Restaurants & Hospitality

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Shifting consumer preferences towards enhanced mobility, flexibility and premium services has traditional operators struggling to adapt as new entrants continue to disrupt the space.

The demand for flexibility and premium services, amongst other shifts in traditional consumer behaviors, has led to significant disruption of incumbent players. As the hospitality industry recovers from the realities of COVID's disruption and the following economic pullback, incumbents struggle with planning for an uncertain future. MERU brings a wealth of knowledge to our client partners operating and investing within the industry. We have expertise in delivering value across all industry sectors, including restaurants, hotels (e.g., transient, resort, timeshares, residential), and gaming operators.

$
M

Liabilities restructured for casino and hotel operator

Restaurants sold through Chapter 11 for multi-concept franchisee

$
M

Identified cost synergies for a hospitality supplier merger

Restaurants

The restaurant and food service industry requires a relentless focus on day to day execution, while simultaneously managing through rising wages and increased competition for qualified labor, high turnover, evolving consumer preferences driven by mobile technology changes, accelerating growth in third party delivery service volume, increasing food costs, and a host of other challenges. In addition, changing consumer tastes and the migration to a more health-conscious cuisine continue to increase menu complexity that makes operating a kitchen more difficult.

Hospitality

In the hospitality industry, incumbent technology platforms, along with shifting generational tendencies, have been creating disruption and fueling economic transformation within the industry for the last decade. These platform companies (Google, Airbnb, Booking Holdings, and many others), are creative and disruptive, substitute technology for people, call into question the value of hard assets, and are highly competitive. As industry demand is continuing to shift to a newer generation of consumers, legacy competitors have continued to adapt old solutions to create new product and service innovation. As legacy competitors have found, traditional approaches to growth are no longer sufficient to mitigate traditional competitive pressures and / or new disruptive attackers.

A selection of our Strategic Partners with deep experience in Restaurants & Hospitality

  • Former CEO, Bertucci's
  • Former COO, Black Angus Steakhouse
  • Former GM, boutique hotel group
  • And many more...