I think this message rings hollow for a lot of hospitality operators. Over the last few years, we have seen our cost base increase massively, and for many people, waking up in the new year has meant worrying about their businesses.

 

Let’s not forget there are a significant number who live above the shop, so they’re worrying about their homes as well. Judging by my own business, the Christmas numbers were steady, not exciting. The good days were really good, but the off days were noticeably quieter.

 

And now, we’re all worrying what this month and the rest of the year will look like. Will everyone be saving money and dieting? We can’t do a lot about changing consumer habits, but what we can do is adjust our businesses to make them better and more suitable for the future market. So, what are we doing?

 

I’m writing this article sitting in my own village pub at 10.30am, with ten people in for coffee and breakfast. Growing breakfast and coffee trade has been a slow process – it isn’t easy to get people to realise we’re open at 10am every day. But now, it’s a profitable session for us, and it’s all growth from here. We’re even offering 50% off breakfast in January to keep driving awareness that we’re open!

 

The next thing we’re working on this year is corporate events. We’re developing our own collateral, and one of our team will focus on getting more corporate bookings. We’ll invest in someone going out to businesses to drum up trade. We’ve also bought our own darts board and now we have weekly darts – a new venture for us that’s proving popular with locals. And finally, something a bit more left field: we’re going to try selling local, high-quality meat to our customers. We have two local farmers keen to sell us their meat directly, which will hopefully give us another source of income.

 

The point is, the village pub needs to keep diversifying. As the government pushes up our break-even point by unreasonable amounts, we have to find ways to grow sales just to keep our heads above water. There are plenty of things we can do to expand our business, and that’s now essential for survival.

 

Of course, we also need to get better at everything we do – from maxing out Sunday lunch to delivering friendly, memorable service, and food and drink that works for our market. In our business, we’ll still be trying to raise quality and slightly decrease portion sizes for the next menu, as well as putting real effort into our barbecue offer.

 

But we also need to look at our cost lines and manage them even better. As I sit here now, we have chefs delivering food to tables because that menu allows us to run with only one front-of-house. We’re also focusing on shifting prep away from the morning – a constant battle! Labour is my specialist subject, and you might think after 12 years of running the same pub we’d have it nailed. 

 

Sadly, no – we keep improving and need to keep finding every little item to make us more efficient. We’re also going to review all our cost lines and tighten up everything we do. Gardening, music, quiz costs and cleaning materials are all lined up for a good hard stare.

 

So, lots of work ahead to make the most of our business. It’s all hard work, but hopefully, it will yield more than just standing still from a profit perspective. We feel positive, but we’ll need to be ruthless and focused atevery level of the business. We’ve written our objectives – now we need to deliver them!

 

I hope this article gives you something to focus on, and more hope and determination to tackle what needs to be done in your business. It’s certainly helped me just writing it.

 

In 2026, I’m set on a limitless mindset, yet is it realistic? As we kick off the year in hospitality, our mindset is everything. January’s planning shapes our success, and with so many controllables, it’s clear that relying on just price and labour won’t cut it. 

 

Yes, we face challenges, but rather than dwelling on the hurdles, let’s focus on the vast opportunities that lie ahead. The world is filled with what’s wrong, but we have the power to shift our perspective and engage with new ideas and visions.

 

The hospitality sector is at a crossroads. Economic pressures, changes in consumer behaviour and evolving trends are reshaping our landscape. But rather than seeing these as barriers, let’s view them as prompts for innovation and growth.

 

The recent government budgetary impacts have squeezed our margins, yet they also challenge us to rethink how we operate. Let’s not just absorb these costs; let’s transform our teams and empower them to deliver exceptional hospitality. By investing in training and fostering a culture of creativity, we can cultivate a workforce that thrives despite limitations. For example, at Bums on Seats, we implement dynamic training programmes that focus on cross-functional with a specific focus on sales and commerciality. 

 

While spending has shifted, the desire for quality experiences remains. Consumers are no longer just seeking a meal but rather memorable moments. This is our chance to pivot. Let’s focus on creating experiences that resonate emotionally; that bring joy. The days of simply offering free drinks for birthdays are over; today’s consumers expect something more meaningful. By homing in on what truly matters, we can redefine their expectations and elevate their experiences.

 

According to marketing firm WARC, experiential spending on fitness, gaming, adventure activities and social competitions continues to outperform traditional categories. Consumers prioritise “affordable treats and experiences that bring them joy”, even amid spending cutbacks. 

 

1. The “kidults” boom – more adults are buying toys for themselves, prompting brands to create targeted products and experiences.

2. Brands expand into live experiences – entertainment brands are increasingly investing in live experiences.

3. The rise of social fitness – consumers are joining fitness groups and sports clubs for social connections.

4. Growth of conservative video content – the video industry is broadening appeal to cater to more conservative audiences.

5. Younger audiences look beyond Hollywood – younger viewers prefer international and social media content.

 

The premium sector isn’t just surviving; it’s thriving. This isn’t a fleeting trend – it’s a profound mindset shift. Consumers are eager to invest in exceptional hospitality. Are we ready to elevate our offerings to meet this demand? By aligning our strategies with what our ideal customers truly desire, we can establish ourselves as indispensable leaders in the industry.

 

Younger consumers are making a clear choice: they’re either opting for budget friendly alternatives or upgrading to premium encounters, leaving the mid-market struggling. For high street venues, this means traditional mid-tier offerings are under significant pressure. Consumers are either cutting back on discretionary spending entirely or choosing to invest deeply in selective, unforgettable experiences. This shift leaves little room for mediocrity at mid-tier pricing. Let’s rise to the occasion and redefine what excellence means in our industry.

 

As the “low-and-no” movement continues to take hold, particularly among younger demographics, we have a unique opportunity to adapt. This isn’t just about reducing alcohol sales; it’s about creating inclusive environments that prioritise health and well-being. Let’s explore innovative offerings that cater to this shift, turning our venues into hubs for socialising. 

 

The potential impact of “Skinny Britain”, driven by the rapid rise of weight loss injections, is not something we should ignore. Approximately 2.5 million people in the UK are using some form of injection, with estimates this number will rise to about 6% of all adults. This shift in consumer behaviour necessitates a re-evaluation of our menu choices and food development, focusing on lighter, smaller dishes. Adapting proactively to this trend is crucial for staying relevant and meeting evolving customer preferences.

 

Operators need to evolve into sought-after destinations. The Boxing Day surge underscores the impact of crafting unique, personalised encounters that captivate audiences. Embrace opportunities by harnessing partnerships, technology and digital marketing to expand your influence. Instead of merely reacting, strategically plan to attract new fans with offerings that truly stand out. Now is the ideal moment to rekindle partnerships you might have previously overlooked.

 

As we navigate through 2026, I urge you to embrace a mindset of limitless potential. Let’s break free from traditional constraints and engage with new ideas. Together, we can create authentic experiences that captivate our guests and foster deep connections.

· Empower your teams – invest in training that encourages creativity and innovation. Equip your staff with the tools they need to connect with customers on a genuine level.

· Focus on experiences – prioritise memorable interactions over mere transactions. Your guests should leave feeling enriched, not just satisfied.

· Innovate and adapt – stay ahead of trends by continuously reevaluating your offerings. Embrace the evolving landscape and remain flexible in your strategies.

· Lead with confidence – as we shape our strategies for the coming year, let’s do so with conviction. The hospitality industry is ripe with potential, and by fostering a culture of limitless thinking, we can thrive.

 

In conclusion, while challenges are inevitable, our response defines our success. Let’s be driven by creativity, connection and an unwavering belief in the possibilities that lie ahead. The mindset shift we need is not just about surviving; it’s about thriving. Here’s to a transformative 2026 filled with limitless opportunities!

If you’re of a certain vintage in modern Britain, be afraid, very afraid, as the hospitality industry doesn’t seem to like you or need you.

 

I had 20 minutes to wait for a bus in St Albans, and I thought I would try the new branch of Black Sheep Coffee for a take-out espresso and pastry. There are more coffee shops in St Peter’s Street, the main drag, than you can shake a stick at, and Black Sheep has joined the ranks of Costa, Starbucks and Pret.

 

I went in, approached the counter and was about to speak when the server shook his head and pointed to two screens. As Robert Louis Stevenson once remarked: “It’s better to travel hopefully than to arrive.” 

 

He’d probably been to his local coffee shop at the time. I couldn’t make head nor tail of the screens and was short on time, so headed over the road to an oddball barber shop that also sells coffee. I said I didn’t have time for a snip but finally got my blessed espresso and jumped on the bus.

 

I had a similar experience a couple of years ago. I was attending the SIBA BeerEx in Liverpool. It was lunchtime, I was peckish and there was a McDonald’s close by. As a vegetarian, I’d never been in a McDonald’s, but the brand had just launched its plant-based veggie burger, and I was keen to try this welcome arrival.

 

I entered and looked for a counter but was confronted by a giant screen with a multitude of choices. A friendly Scouser helped me tap in my order, I presented my bank card and found a table. The place was packed to the McRafters, and customers were cheerfully chomping their food, but I was Billy No Mates, sitting at my lonely table and devoid of grub.

 

After some 20 minutes or so, a woman in uniform arrived, looking worried, and asked if I’d had my order. When I replied in the negative and told her what I was waiting for, she checked on her tablet and said the order hadn’t been received. She said not to worry and would sort me out. A few minutes later, she came back with my veggie burger, fries and a coffee, and I was able to curb my hunger.

 

When I asked how I paid, the kindly woman said, as I’d had a “bad customer experience”, the meal was on the house. You may have noticed a sharp drop in McDonald’s profits that year!

 

The problem is spreading. Today, I received a message from my GP surgery: “We’re introducing Emma, our new virtual receptionist, to help manage busy phone times and reduce waiting.”

 

Don’t the good doctors appreciate that many of their patients are elderly and don’t have smartphones or computers and need to speak to a human being on the good old dog and bone? Heigh ho. Hello Emma, could you help me locate my zimmer frame, please?