Room service, restaurant, rooftop — one ledger.
Multiple outlets under one roof. One catalog, one ticket queue, one set of numbers at the end of the night.
Breakfast at 7. Pool bar at 2. Room service at midnight.
Your main restaurant has its own service team and its own pace. Breakfast finishes by 10:30 and the room is dead until lunch. The pool bar fires at noon and runs until sunset. The lobby cafe serves house guests and the people who walked in off the street. Room service is a tablet on the bell desk that nobody quite trusts. The banquet team is on a wedding tonight and a corporate breakfast tomorrow.
Six outlets. Six rhythms. Often six separate POS setups, six menus to keep current, six closing routines, and one finance manager trying to reconcile it all on Monday.
The complaint we hear from F&B directors is always the same shape: the data lives in too many places, and the numbers don't agree.
One menu. Six outlets. Each one sees only what it serves.
The breakfast room doesn't need the cocktail list. The pool bar doesn't need the banquet menu. Room service needs a curated subset and longer prep windows. The main restaurant runs the full menu, plus the wine list, plus a tasting option on Thursdays.
In dojofood, your property has one catalog. Each outlet is set up as a branch under it. Each branch sees the items it's allowed to serve, at the price you've set for that outlet — pool-bar prices on the pool deck, room-service pricing on the in-room tablet, banquet pricing on the BEO sheet. You change the price of the Negroni once; it's live on the rooftop bar and the lobby bar in seconds.
The same model handles language and allergens. Your guest scans the QR at table 14, picks English, and sees the right menu with allergen tags. The kitchen still sees the prep ticket in your language.
Each outlet has its own pass. The GM sees them all.
Every outlet has its own KDS — the breakfast kitchen sees only breakfast tickets, the main restaurant sees its own, the pool bar sees pool orders, room service sees room orders with the room number and the corridor the runner is heading to.
The general manager doesn't open six dashboards. There's one screen for the property: outlet-by-outlet covers, revenue, average check, channel mix, and the room-service-versus-walk-in split for the F&B director's Monday meeting.
If the hotel is on Wolt or Yemeksepeti for the lobby cafe — common for city-centre properties chasing the lunch crowd — those orders land in the same ticket queue as everything else. The lobby cafe team doesn't switch screens.
The charge goes to the room. The way it always did.
When a house guest signs the bill at the pool bar, the charge needs to reach their folio in your PMS (Property Management System — the system that holds your reservations and guest folios). That's the part hotels need to get right, because it touches accounting.
On the integration roadmap
- dojofood is integrating with the PMS platforms hotels actually run on: Opera, Mews, Cloudbeds, Protel, Sihot — on our standard two-week SLA.
- Tell us which PMS you run on the walk-through; if it's not live yet, it goes to the front of the queue.
Until the deep connector is live
- We run post-to-room through a generic charge code — the outlet posts the charge with the room number and the guest signature, and night audit closes it the way they already do.
- It's not the same as a live folio push, and we'll say that on the walk-through. We don't pretend.
External diners — the people who walked in off the street, the Wolt order, the local who comes for Sunday brunch — pay the way they always did. Card, cash, marketplace settlement. House guest or external, the operator on the floor doesn't have to think about which is which.
The wedding tonight. The corporate breakfast tomorrow.
Banquet runs differently. Pre-set menus, pre-counted heads, BEO sheets, set-up at 4pm for a 7pm start. Your banquet team isn't running a la carte service — they're delivering a contract.
dojofood handles banquet as a separate outlet with its own catalog slice and its own ticket flow. The event is loaded as a pre-set order; the kitchen sees the BEO; the bar sees the consumption rules; the master bill lands on the corporate account or the wedding folio. Day-of additions — extra wines, a guest's allergy substitute, the late-night bar extension — go in the same queue and the same total.
One property. Or twelve.
If you're a hotel group — boutique chain, regional operator, soft brand collection — each property runs as its own multi-branch operation. The group head office sees a roll-up across all of them: revenue per property, F&B contribution, outlet performance, channel mix.
Each property keeps its own catalog and its own outlets. Brand standards that should be the same across properties — the signature cocktail, the breakfast core menu, the room-service standards — sit in a group-level catalog template that each property reads from. The local F&B manager still adjusts for their market, their suppliers, and their seasonality.
Most properties go live in 14 days.
A single-outlet F&B operation is live in 7 days. A full property with six outlets is typically 14. PMS integration timing depends on which platform you run on — we'll give you a real date on the walk-through, not a range.
Support is a named human in English, Turkish, or Dutch. Under 2 hours response on working hours. A separate on-call line for the 11pm room-service problem, because hotels don't close at 5pm.
Show us your property. We'll show you the one screen.
Tell us how many outlets you run, which PMS you're on, whether the lobby cafe is on a marketplace, and whether you're one property or a group. We'll walk you through what dojofood replaces, what it leaves alone, and what it costs.