Project revenue by separating the two levers that actually drive it — covers and average spend — rather than applying one blended growth number.
Current weekly performance
Growth assumptions
Results
Separating covers growth from average spend growth matters because they come from different actions and carry different risk. Covers growth usually comes from marketing, reputation, seating capacity or trading hours; average spend growth usually comes from pricing, menu mix or upselling discipline. Blending them into a single "revenue growth" assumption hides which lever you're actually pulling — and whether the assumption is realistic. For help setting a realistic average spend growth assumption, see our average spend optimisation guide; for covers, our seat turn & RevPASH calculator shows whether you have physical capacity to serve more covers at all.
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Base it on a specific, identifiable cause — a confirmed price increase, a marketing campaign with a measurable prior track record, or a seasonal pattern from your own history — rather than a round number that "feels achievable." Forecasts built on specific causes are easier to track and correct if they're wrong.
Separately, where possible. A 10% revenue target achieved through a 10% price rise carries very different guest-experience and competitive risk than the same 10% achieved through 10% more covers — treating them as one number obscures that difference.
Not directly — this is a straight-line weekly projection. For a venue with strong seasonal swings, run the calculation separately for your peak and off-peak periods using each period's own current covers and spend, rather than a single blended annual average.