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VinePair asked five New York City bar and restaurant operators what it takes to succeed in the city’s competitive hospitality market. Their answers emphasize distinctive but welcoming spaces, thoughtful beverage programs, fair pricing and ongoing attention to costs and guest preferences.
Five New York City hospitality operators told VinePair that running a successful bar depends on more than a strong drinks list: their accounts point to atmosphere, attentive service, accessible pricing and continual adjustment as important parts of the business. The report describes those views against a backdrop of high operating costs, dense competition and guests spending more cautiously, though it does not provide financial data comparing the operators’ results.
VinePair’s report asked five operators what they believe helps bars and restaurants succeed in New York City. The source material includes comments from Chase Sinzer, owner of Claud, Penny and Stars, and Annie Shi, owner of Lei and a partner in King, Jupiter and Dean’s. Their comments focus on individual approaches rather than a formal survey or a measured comparison of business performance.
Sinzer described Stars’ small room as something the team works on together to make it feel warm and inviting. He said its wine list is continually developed to offer breadth and serve both experienced wine drinkers and casual visitors. A section of 88 bottles priced under $88, he said, helps communicate affordability and gives guests options at different price points.
Shi said guests expect a complete experience when going out, from lighting, music and service to what is poured. At Lei, she said, the team aims to make wine approachable and prices bottles fairly so guests feel comfortable ordering them. Shi also described looking beyond well-known, increasingly expensive regions for wines she considers good value, citing the work of wine director Matt Turner, who she said tastes as many as 50 wines a day, sometimes five days a week.
How Bars Compete for Cautious Guests
The operators’ accounts illustrate how New York bars are responding to a squeeze from both sides: businesses face costs for rent, labor and ingredients, while customers are described in the report as more careful about spending, including on alcohol. In that setting, pricing is not just a matter of what a drink costs; it can shape whether guests feel welcome and whether a venue fits their budget.
The comments also suggest that operators see the room and service as part of the product, not merely a backdrop for drinks. A distinct atmosphere can give guests a reason to choose one venue from a crowded field, while a varied list and clear value can make it easier for different kinds of customers to order. These are the operators’ assessments, not evidence that any single approach guarantees success.
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New York’s Hospitality Cost Pressures
The report frames the city as a market with both a large potential audience and intense competition. It points to small storefronts, high rents, rising labor and ingredient costs, and the difficulty of standing out among established restaurant groups and new businesses. It also says consumers are limiting their spending on alcohol when dining out, putting pressure on beverage programs that have traditionally supported hospitality businesses.
Shi offered a specific example of cost pressure in wine: she said a bottle of great white Burgundy cost three times as much in 2026 as it did in 2016. That is her comparison, not a market-wide price index. The source excerpt does not identify the particular bottle or provide data to establish how representative that example is.
““The key to the most competitive market in the world, though, is being thankful for your success and feeling grateful while always pushing for more through relentless self-critique.””
— Chase Sinzer, owner of Claud, Penny and Stars
What the Operator Accounts Cannot Show
The source material presents perspectives from five operators, but the provided excerpt contains detailed comments from only Sinzer and Shi. It does not supply the other three operators’ responses, a publication date, revenue or cost figures, or independent evidence testing the strategies described. It is therefore not possible to establish which practices produce better financial results or how widely these views are shared across the city’s bars.
The report also does not quantify changes in customer spending or operating costs. Shi’s Burgundy comparison is a personal example, and Sinzer’s description of Stars’ bottle selection is a stated business approach; neither establishes a broader trend on its own.
The Operators’ Ongoing Adjustments
The source does not announce a new policy, opening or scheduled industry milestone. The next developments described by the operators are ongoing: Sinzer says his team continues to work on the room and beverage list, while Shi says her wine team keeps tasting for options that balance quality and price. Both approaches rely on continued attention to guests and costs, rather than a one-time change.
Whether these tactics are improving business outcomes is not reported. The article offers the operators’ accounts of what they are trying, while broader information on sales, customer behavior and the financial health of New York bars remains outside the material provided.
Key Questions
What did the five operators say helps a New York City bar succeed?
The report’s featured comments emphasize a welcoming atmosphere, strong service, a thoughtful drinks program and accessible pricing. The operators present these as their own approaches, not as a guaranteed formula.
How does Stars try to make its wine list accessible?
Owner Chase Sinzer said Stars offers 88 bottles priced under $88 and a range of price points. He described the selection as a way to help guests feel comfortable ordering.
What does Lei do to offer wine at reasonable prices?
Annie Shi said Lei’s wine team tastes broadly and looks beyond expensive, well-known regions for producers and wines it considers good value. She also said the restaurant prices bottles fairly to encourage guests to share them.
Does the report prove which bar strategies are most profitable?
No. It reports operators’ views but provides no comparative revenue, profit or cost data showing that one approach outperforms another.
Source: vinepair.com
