Turning Restaurant Data into Repeat Guests at Biltmore Estate

What does it take to turn a great meal into a lasting memory – and ultimately, a return visit?

For Andrew Hopson, F&B leader at the Biltmore Estate in Asheville, N.C the answer often blends what comes on the plate, the service a guest receives, and the data that shows up afterwards.

At a destination like the Biltmore – an expansive estate with multiple hotels, a winery, and one of the most iconic homes in the U.S. – guests are drawn first by history, scenery, and experience. Food and beverage plays a critical supporting role within that experience, but as Hopson explains, that role is more strategic than many realize.

“The vision is to create that experience and reinforce guests’ desire to return – not just to the restaurant, but to the Biltmore and the city as a whole,” he said during a chat at the Hunter Conference 2026.

The Data Behind the Experience

Hopson relies on a focused set of operational metrics to understand how their restaurant is performing and where to make adjustments.

“We’re looking at guest satisfaction, check averages, and table turn times. These are different points of data that give us a clearer perspective of how our restaurant is running, what our guests are looking for, and how we need to make adjustments,” he said.

On the surface, these may seem like standard restaurant KPIs. But in practice, they serve as the foundation for better decision-making across the operation.

• Guest satisfaction scores reveal how well the experience is landing – and where friction may exist
• Average check reveals insight into pricing, menu mix, and upsell effectiveness
• Table turn times help balance efficiency with experience, ensuring flow without rushing guests

Together, these data points allow Hopson and his team to fine-tune both service and profitability without losing sight of the guest.

By sharing metrics across the F&B team, that data becomes a tool for alignment and accountability. Staff aren’t just executing tasks; they understand how their actions influence outcomes.

“It’s not only good business sense, but also in a talent development sense,” Hopson says, “growing leaders, bringing awareness, and making sure people understand what’s happening in the operation.”

The Balance: Data vs. Intuition

For all the value data provides, Hopson is equally clear about its limitations.

“You don’t know what you don’t know… but you also don’t want to go out and get data just for the sake of having it. You have to know what to do with it,” he said. “It’s understanding your core principles and values… and making sure you’re not substituting technology for human intuition.”

Operators can think about data across three key categories:

1. What Guests Are Buying, and Why

• Sales by item, category, and daypart
• Margin by menu item
• Average check trends by segment
  

2. How Labor Impacts Profitability

• Revenue per labor hour
• Hours worked by role and outlet
• Overtime and productivity trends

3. What Drives Repeat Behavior

• Repeat visitation and spend patterns
• Timing of ancillary purchases
• Outlet-specific feedback and satisfaction trends

One of the biggest misconceptions in hospitality is that personalization requires deep guest profiles or complex CRM systems. In reality, many of the most impactful insights come from operational data – not personal data.

For example:

• If guests tend to dine on their second night, offers can be timed accordingly
• If certain room types correlate with higher F&B spend, teams can prioritize upgrades
• If specific menu items drive higher satisfaction, they can be featured more prominently

These are subtle adjustments – but they create experiences that feel intuitive and relevant to the guest.

From Data to Experience to Loyalty

A slight increase in check average. A modest improvement in satisfaction. A more efficient labor model.

Individually, they may seem incremental. Together, they shape the guest experience – and the bottom line.

At destinations like the Biltmore, the restaurant plays a critical role in how guests remember their visit. Data helps ensure that role is executed consistently, thoughtfully, and profitably.

The goal isn’t just to serve a great meal – it’s to create an experience that brings guests back.