La Plage No.14 Establishes All-Day F&B Model in Suadiye: Restaurant, Bar, and Social Experience Under One Roof

Many premium restaurants in Istanbul no longer operate solely as establishments that serve lunch or dinner.

When brunch, lunch service, dinner, cocktails, and nighttime use are combined within the same venue, the restaurant's revenue-generating window expands. However, this model also complicates kitchen, bar, staff, and table usage.

La Plage No.14, which has been operating in Suadiye since 2023, is one of the current examples of this approach.

The venue's official website describes La Plage as a business that offers seasonal products, wine, signature cocktails, brunch, dinner, and nighttime social experiences together. The address is Suadiye Mahallesi Plaj Yolu Sokak No:14B.

An article by Memet Özer in Oksijen newspaper dated August 14, 2026, highlights consultant chef Berkin Baykoç and head chef Özgür Şanlı in the venue's current kitchen team.

La Plage is not positioned as a single-meal restaurant

In the establishment's own narrative, brunch, cocktails, and nighttime atmosphere are as prominent as lunch and dinner.

On the official hospitality page, the business model is presented through four main uses:

dinner, brunch, cocktails, and private events.

This structure is commercially significant.

If a restaurant only operates between 19:00 and 23:00, it must cover its high rent and fixed costs within a limited service window.

If the same space can be used for:

lunch,

weekend brunch,

dinner restaurant,

night bar

the revenue-generating duration of the fixed asset can be extended.

However, this model only works if each time period is managed according to its own customer needs.

A brunch customer does not have the same service rhythm as a customer arriving for cocktails at 22:30.

The menu is extensive but carries the risk of "doing everything"

La Plage's official menu page presents food, beverage, and brunch menus in separate categories. Current third-party menu records include various categories such as salads, main courses, pasta-risotto, and pizza.

This variety can mean a wide selection for guests.

However, there is a cost to a wide menu in restaurant management:

more SKUs,

more complex inventory management,

higher prep needs,

different cooking stations,

more staff training.

Therefore, a "rich menu" is not automatically an operational advantage.

The main question in menu engineering is not how many products there are, but how many products actually generate sales and contribution margin.

Seasonality is a strong marketing tool but requires purchasing discipline

La Plage emphasizes seasonal products and a seasonal menu in its communication.

This approach can create two advantages in premium restaurants.

First, it provides a natural story to refresh the menu.

Second, it can create new reasons for customers to return to the same restaurant.

However, seasonality requires more dynamic purchasing on the operational side.

As product availability changes:

recipe,

portion cost,

supplier,

and in some cases, selling price

must be reassessed.

Thus, a seasonal menu can only be sustainable if the procurement and kitchen costing sides are updated at the same pace.

Beverage program as a separate revenue engine

La Plage's official sources particularly highlight the wine selection, sommelier recommendations, and signature cocktails.

This is important because beverage mix can significantly affect overall profitability in premium restaurants.

The right program on the beverage side can:

increase per capita spending,

extend the time spent in the venue after meals,

and transform the restaurant from merely a dining destination.

However, it should not be forgotten that the bar is a separate operation.

Bar stock,

glassware,

ice,

garnish prep,

spirits cost,

wastage

and bartender capacity must be tracked separately; otherwise, high beverage sales may not yield the expected contribution.

The long bar is not just a decorative element

In Vogue Turkey's 2025 profile, La Plage's long bar is described as one of the prominent elements of the venue's design. The same source positions the restaurant as a social space extending from daytime coffee and lunch use to cocktails after sunset.

This type of bar design is also meaningful from a business perspective.

Bar seats can create additional capacity for:

accepting walk-in customers,

single or double guests,

pre-meal drinks,

and second consumption after meals.

Instead of reserving a restaurant table for two people drinking only, the bar area can absorb separate demand.

Thus, the right bar design is actually a tool for seat mix management.

All-day concept complicates staffing model

For a business that opens at 12:00 and continues until late at night, one of the main operational challenges is the shift schedule.

Using the same service staff from brunch to nighttime closing is not sustainable.

The establishment must separately plan for:

opening shift,

mid shift,

dinner peak,

bar closing

to meet different labor needs.

Otherwise, long working hours can create employee fatigue, which can reflect on service quality and turnover.

Therefore, in a day-to-night restaurant model, labor efficiency should not be measured solely by the question "how many employees are there?".

A more meaningful KPI could be:

labor cost per revenue hour.

There is a sign of recent change in chef information

Here, there is a notable source difference that should be editorially considered.

Vogue Turkey describes Sadık Aksu as Executive Chef in its La Plage profile dated July 24, 2025.

In contrast, a more recent article by Oksijen newspaper dated August 14, 2026, lists consultant chef Berkin Baykoç and head chef Özgür Şanlı.

Since La Plage's current website does not specify chef names, it has not been possible to independently verify the date or scope of this change by the company.

Therefore, the safest statement at present is:

According to Oksijen's current article dated August 2026, Berkin Baykoç and Özgür Şanlı are involved in the kitchen.

Location by the coast is not sufficient on its own

La Plage is located on Plaj Yolu Sokak on the coastal side of Suadiye. Vogue and the venue's own sources also highlight the location as an important part of the restaurant experience.

However, a premium location can also mean higher cost pressure.

In such an establishment, not only table occupancy but also:

average check,

beverage mix,

RevPASH,

table turnover time,

private event revenue

should be evaluated together.

Especially during prime time, even a fully booked restaurant may have low per capita revenue production due to long table durations.

The importance of private event revenue

In La Plage's own hospitality narrative, private events are also included as a separate usage area.

This can take the restaurant's revenue model beyond just à la carte sales.

Organizations such as birthdays, corporate dinners, brand events, or private invitations can create more predictable revenue with models such as:

pre-determined minimum spend,

set menu,

beverage package.

However, it also carries the risk of excluding regular restaurant customers.

Therefore, the private event calendar should be planned in a way that does not disrupt the repeat guest experience.

Lessons for premium restaurants in Turkey

What stands out in the case of La Plage is not a single specific dish or chef.

The broader lesson in management is this:

premium restaurants with high rent and high investment no longer want to rely on a single service period.

Using the same space for:

brunch,

lunch,

dinner,

bar,

event

can expand revenue opportunities.

However, each new usage area also creates new operational complexity.

Therefore, growth should not be measured by "adding more services" but by the performance of each time period in terms of:

revenue,

cost,

labor,

and guest satisfaction.

Stafflink's perspective

In our view, the interesting aspect of La Plage from a management perspective is not being a "chic summer restaurant".

The main issue is its ability to sell the same physical space to different demand segments at different times of the day.

If this model works correctly, it allows fixed costs to be spread over a broader revenue base.

If it does not work correctly, it creates a very wide menu, long shifts, inventory chaos, and an unclear brand identity.

One of the important questions for growth in premium restaurants is now:

Not how many hours is the venue open? but how efficiently does it generate revenue every hour it is open?