How to Choose a Product Line Based on Trends and Data

A gut feeling is a good start, but a bad boss

Most good menu choices start with a gut feeling. The problem arises when you let that gut feeling be the sole deciding factor, because then you easily end up choosing items you personally like, rather than items that customers actually buy. By making simple use of numbers and trends, you’ll make the right choices more often.

You don't need advanced systems. You just need to check a few things on a regular basis.

1. Start with your own sales figures

You already have the most valuable data source: your own point-of-sale system. Look at what’s selling, what’s not moving, and when during the day and year it sells. A product that sells consistently throughout the week is a safer bet to build on than one that only sells on Saturdays.

Look at the figures for the past twelve months, not just the last month. That way, you'll see the seasonal pattern, not just a snapshot.

2. Pay attention to the season, but don't overestimate its importance

Some products have a distinct season. Others, which many assume are purely summer products, sell more consistently than you might think. Açaí is a good example: many places serve it with steady demand all year round. Don’t take a seasonal pattern for granted until you’ve seen it in your own data.

3. Use trends as a guide, not as a definitive answer

Trends tell you where the market is headed, but they say nothing about your specific situation. A trend is useful when it points to a need you can meet better than you do today. It becomes a trap when you follow it just because everyone else is doing so. Feel free to check out “Dessert and Ice Cream Trends in Foodservice 2026” for direction, and compare it with your own numbers.

4. Start small before going big

Once you have a candidate product, test it on a small scale before revamping the menu. Run it as a limited-time promotion, monitor sales for a few weeks, and let the numbers decide whether to make it a permanent feature. It costs very little to test, but a lot to make the wrong move.

5. Look at what you don't sell, not just what you do sell

It’s easy to study the bestsellers. But the lost sales—the customer who couldn’t find a plant-based option, or who left because the line was too long—never show up in the sales figures. Talk to the staff at the counter. They hear the objections and questions that the numbers don’t capture.

6. Make it a regular routine

The biggest difference isn't how in-depth your analysis is, but that you do it regularly. A brief review once a month, where you look at what's selling and what customers are asking for, is enough to keep your product selection in line with demand.

From Numbers to Decisions

The point of looking at numbers and trends isn’t to make the choice for you, but to make it a safer one. You’re still the one who decides, but you’ll have a better basis for your decision. Once a new product has been selected, its placement determines how well it sells. We’ve written about this in “How to Place New Products on the Menu.”

Do you need help?

Would you like help interpreting what the numbers and trends mean for your specific location?

Please feel free to contact us, and we'll look into it together.

FAQ – Choose Your Product Line Based on Trends and Data

Do I need advanced systems to use numbers?

No. You already have the most important data in your point-of-sale system. Check regularly to see what’s selling, what’s not selling, and when items are selling.

How far back should I look at the sales figures?

Look at the last twelve months, not just the last one. That way, you'll see the seasonal pattern rather than just a snapshot.

Should I follow every trend I see?

No. Use trends as a guide, not as a definitive answer. A trend is useful when it points to a need you can meet better than you do today, not when you follow it just because others are doing so.

How can I safely test a new product?

Launch it on a small scale as a limited-time offer, track sales for a few weeks, and let the numbers decide whether to make it permanent. It costs very little to test, but a lot to make the wrong decision.