But guess what? That’s exactly what some of the biggest names in hospitality are doing - and it might just be the smartest move in the game right now.
Just look around. Stonegate is pushing ahead with The People’s Pub, Greene King has launched Nest Pubs, Marston’s has unveiled five new pub formats and Admiral Taverns is capitalising with a new mid-market concept focused on elevated interiors, coffee and snacks for the work-from-home brigade. Why?
Let’s zoom out. In economic downturns, consumer behaviour changes. People chase value, rethink loyalties and get hyper-critical with how they spend.
But they still crave something new - places that are interesting and worth their money. Those that build while others pause can come out ahead when the economy shifts. Less noise in the market can mean more of the spotlight for those moving forward.
Economic pressure
But the real engine behind this innovation? Relentless economic pressure. With every line on the P&L under stress, creativity stops being optional – it becomes survival. The old saying “necessity is the mother of invention” has never been more true.
There is a big difference between building concepts to jump on emerging trends or break into new markets (hello, competitive socialising - we see you) and building concepts with strategic intent.
What we are seeing isn’t trend-hopping; it’s reorganising, regrouping and playing smarter with the assets they have. It’s about making large estates more agile and future-proof.
It is marked that the companies who are innovating are predominantly large and well-established – starkly different from the founder-led, entrepreneurial boom pre and immediately post 2020. Arguably this is a survive-and-(eventually)-thrive approach to concept development.
Real wins
And here’s the kicker; most of these new concepts aren’t complete reinventions.
Largely they’re about regrouping existing sites under bold new banners, with smart tweaks to the offer. Why? Because the real wins are here.
Consolidating means fewer moving parts - one brand, one message, one playbook. That means leaner operations, simpler marketing, streamlined people management, better buying power and, ultimately, a stronger bottom line.
Plus, there’s a softer - but equally powerful - benefit: culture. Bringing sites under one brand gives teams a sense of belonging, shared purpose, and clarity. It creates community inside the business, which translates to better energy and service on the floor.
In a market full of pressure, smart brands aren’t standing still—they’re sharpening their edge.
- Sarah Weir is the founder of modern marketing and design agency for hospitality Every Small Story. Born and raised in the sector, she also started London bar and restaurant firm Albion & East.
