Evolve to Thrive: Strategic Food & Beverage Planning for Clubs

By Allan Forsdick

Clubs continue to adapt and evolve their hospitality and its relevance to the communities they serve. With modern leadership, food and beverage (F&B) has emerged as a cornerstone of success, shaping how clubs are perceived both internally by members and externally by the wider public.

Strategic F&B planning is no longer just about serving food — it's about creating a vibrant, memorable experience that fosters a strong community bond and drives long-term sustainability.

Elevating club perception through F&B

The quality of a club's F&B offering can profoundly impact its brand image. A club with a well-curated food and beverage programme is viewed as a dynamic and progressive destination, reinforcing its standing as a community hub. An outstanding F&B venue not only satisfies member expectations but also attracts a broader audience, enhancing the club’s reputation far beyond its immediate membership. This positive perception can open doors to new partnerships, sponsorship opportunities and growth avenues, helping the club to thrive in an increasingly crowded landscape.

Many aspects of club life are uniform across the board (gaming, community facilities, event spaces, etc.) but a unique, strategic food and beverage platform can differentiate one club from another.

F&B Case Study: Greenbank Services club

The upcoming re-development of Greenbank Services Club in southern Brisbane is a great example of a forward-thinking club with an evolving food and beverage strategy; setting the foundation for future hospitality success.

Renders courtesy of Altis Architecture

Barrel Room

Glasshouse

Marketplace

Marketplace

The Lifecycle of an F&B Venue

The most rewarding area of working with proactive clubs is seeing the evolution of their hospitality as they undertake strategic development of their offer to align with key market trends, evolving consumer lifestyles, or changing demographics of the surrounding catchments of the communities they serve.

Like any business venture, F&B operations within clubs go through various lifecycle stages. These stages - growth, maturity, and decline - demand different strategies and levels of investment, leadership, and community engagement.

Club management teams need to assess their venue's lifecycle stage honestly and implement appropriate tactics to ensure long-term success. The evolution of an F&B venue should be guided by strategic decision-making aligned with changing market conditions and member needs.

Growth Stage, Building Momentum

During the growth stage, an F&B venue is expanding its customer base, increasing revenue, and building its reputation. This phase is characterised by innovation, high energy, and a push to establish the venue in the market.

Management teams at this stage should focus on investment in marketing, staff training, and enhancing customer experience. It's essential to remain responsive to customer feedback, regularly refine menus, and adapt to market trends. This stage often involves significant capital expenditure to improve infrastructure or launch new venues.

Whilst this can seem like the exciting period of any venue’s lifespan, getting the offer right is a constant loop of evaluation/feedback, planning and implementation. Refinement is a dynamic process, ensuring that any early-stage impediments to positive experience are quickly rectified.

Maturity Stage, Maintaining Excellence

As a venue enters the maturity stage, it has likely established a stable customer base and consistent revenue. This phase is typically marked by operational efficiency and a high degree of consistency. While this stability is a positive indicator, it can also lead to complacency. The risk is that the venue could become stagnant, losing its edge in the market.

Management teams in the maturity stage should focus on maintaining high standards and finding subtle ways to innovate. Enhancing member loyalty through personalised service, regular performance reviews, and continuous refinement of the offering is essential. The changes here may not be as dramatic as in the growth stage, but even small adjustments, such as menu refreshes or facility upgrades, can make a big difference. Marketing strategies shift towards customer retention and building long-term loyalty while seeking out incremental growth opportunities.

Decline Stage, Navigating Challenges

When an F&B venue enters the decline stage, it may face dwindling revenue, reduced footfall, and a diminishing brand presence. This decline can occur due to several factors—shifts in consumer preferences, market trends, or operational inefficiencies. Management teams must act decisively to turn the tide.

A thorough analysis is crucial at this stage. Management needs to pinpoint the exact reasons for the decline and chart a recovery plan. In some cases, more drastic action, such as a refit of the venue, may be required. Tight cost control and maximising remaining assets are important whilst planning for the next cycle and provide a really important period for preparation and development to lay the groundwork for the next growth phase.

Strategic Evolution for Long-Term Success

Understanding and managing the lifecycle of an F&B venue is essential for the continued success of a club. Each stage - whether growth, maturity, or decline -presents its own challenges and opportunities.

By approaching these phases with clear strategies, clubs can ensure that their F&B operations not only contribute to financial stability but also enhance their role as vibrant community hubs. Effective leadership, candid assessment, and a commitment to adapting to market trends will keep F&B venues evolving and thriving.

To learn more about Future Food’s commitment to Clubs and the value that food and hospitality can bring to your organisation, reach out to us!

'Local' Food and Hospitality influences in the Business of Food

By Allan Forsdick

Successful dining clusters across Australia have adopted a place-first ‘local’ strategy that creates a destination in the heart of the community. This local strategy requires a shift to prioritise a hospitality experience over just a generic paint by numbers F&B amenity. Contemporary centres have expanded their success metrics from the size of the retail spend to now include the overall experience metrics. Food and hospitality continue to be the big driver of the experience economy across all sizes of centres, especially when delivered in company with entertainment and social experiences.

Ed Square, Sydney

To create a unique destination and increase frequency of visitation, food and hospitality must be given a foundation for success. A key factor of locally-focused precincts, such as Ed Square by Frasers Property, in south-west Sydney, is its external ground level dining precinct. This presents not as a shopping centre experience, but a laneway and town square experience. It provides a streetscape, personality and al fresco dining opportunities. Notably, it has the ability to trade completely independently of the retail trading hours and forms part of the Entertainment & Leisure Precinct (ELP).

Around Australia & New Zealand, regional and local centres are strengthening their revenue opportunities with a strategic evening economy component. In areas of new or fast population growth this is especially relevant – here the population will support growth into destination centres, no longer just for retail purchases or a cinema visit. Restaurants, casual dining; and even bars play a pivotal role in this expansion.

Brickworks, Auckland

Whilst most centres over 100,000m2 are likely to have an ELP and/or independent dining destination as a key part of their overall mix strategy, it is now essential for any centre with the aspiration of moving beyond the standard retail trading hours that F&B becomes a significant segment of the overall mix.

Mind Your Demographics

For Millennials (1981-1996) and older Gen Z (1997-2012) cohorts, spending preferences have been notably chronicled by the rise of experience spending. Its less about what they have, than what they do. Food and hospitality frequently form the canvas on which these socially-fascinated cohorts engage with their peers and friends.

This appetite for social experiences and immersive environments has; and is, leading the rise of F&B spending. There is a clear trend of increasing F&B spending as a percentage of discretionary income. Mini Gun centres, with their smaller size and typically more convenient access, can capitalise on this trend with a generation that values convenience.

Providing the same cookie-cutter F&B mix in every centre, however, will not deliver long-term sustainable growth or differentiate the centre to maximise the opportunity provided by a remix or redevelopment. The modern consumer is hungry for new experiences in new environments; shopping centres must utilise food and hospitality to shape their appeal and create a strong point of difference.

This must be done by adopting a ‘local’ mindset that embraces a hospitality-forward approach rather than just a collection of national food brands in a shopping centre. Modern food and hospitality precincts should have a strong narrative: to excite, inspire and engage.

Activated edges around shopping centres and retail precincts (Geelong, Victoria)

Food as an Experience, Not Just a Service

The growth of entertainment, leisure and dining precincts has redefined the way we think about planning food in our developments, with lessons learned filtering into Mini Gun centres. If customers are willing to pay for an experience, what exactly does that experience involve; and how can mini gun centres differentiate themselves from their competition? How can developers create a sense of community through their F&B offers?

F&B environments need to be given an appropriate physical and experiential platform that will allow them to be successful, these factors are different from the retail environment.

Ed Square, Sydney

Activated edges present a message of – "we are open for business!"

Ensuring our customers inherently understand that we have a hospitality precinct distinct from a retail precinct provides both appeal and activation of the centre regardless of the operating hours of the retail. This will be especially important during the evening, when the surrounding retail may be closed.

Access to our hospitality precincts must be obvious, clear and intuitive. High connectivity with key access points such as car parking, street entries and retail precincts, supported by clear and obvious wayfinding are imperative.

A food & beverage mix strategy biased towards new precinct ideation, expanding concept ideas, original cuisine choices and diversity of service options that are not saturated in the local market. Your customers do not need more of the same.

Experience is the overarching concept. Diverse, vibrant, exciting, connected destinations require consistent planning and experience management. An ongoing calendar of events that drives engagement cannot be underestimated in developing resilient social destinations.

Moonee Ponds Central, Melbourne

Moonee Ponds Central in Victoria (Mirvac) demonstrates these principles, split over Hall street in Moonee Ponds and blending in with other food outlets along the street, but activating their main pedestrian artery through their own precinct. The focus on local concepts, diverse mix of cuisine, differentiated service options and convenient access is appealing and repeatable.

The Differentiating Factor: Future-Proofing Retail Centres

The answer lies in differentiation. Retail centres need a unique selling point to compete with non-retail destinations. By applying the 'Divide and Differentiate' principle to their F&B master plans, retail centres can future-proof themselves against an increasingly fragmented and competitive market. A well-curated F&B offering can extend the customer visit across multiple day parts, contributing to the evening economy and enhancing customer engagement, which in turn maximises turnover and asset value.

Timeout Mall, Dubai

To succeed, the customer must be placed at the centre of every decision. This means anticipating the desires of future shoppers and diners, who are increasingly knowledgeable and discerning about their food choices.

Bringing 'Local' to the Mini Gun F&B Master Planning

F&B strategies dictated solely by leasing tactics often result in lower average spending, which negatively impact a Mini Gun centre's turnover per square metre. By introducing local concepts that already have a strong following, centres can create a community-focused F&B offering that enhances customer engagement and increases spending.

It’s important to note that 'local' doesn't imply low quality or a rough-around-the-edges aesthetic. Customers still expect high standards in design, ambience, menu depth, and service. Local concepts are those that are homegrown, accessible, yet refined—non-national brands that still meet consumer expectations.

For mini gun centres concerned about competition from the high street, bringing successful local concepts into their spaces is no longer aspirational—it’s essential. By aligning local F&B offerings with the centre’s overall positioning, retail developers can create a vibrant dining scene that attracts both regular shoppers and new visitors.

The Future of F&B: Catering to Customer 'Need States'

As with fashion, food is now a key part of personal expression. Today’s diners are looking for an authentic experience that reflects their individual style. Whether it’s street food, a local grocer, or casual dining restaurant, customers are seeking out food that resonates with their personal values.

To meet this demand, centres must engage in thoughtful planning that blends various disciplines, from understanding consumer preferences to curating an experience that satisfies emotional and social needs.

If 'local' is the future of food, how will your retail centre respond to this growing demand for authenticity and connection?

Understanding the role of local communities in shaping F&B offerings is essential to the future of Mini Gun centres. By embracing homegrown talent and aligning with the values of the educated diner, retail developers can ensure their centres remain vibrant, relevant and successful for years to come.

Article first published in Shopping Centre News, 2024

Successful Food Procurement RFP Delivers Exceptional Results Across Clubs

By Allan Forsdick

Food & Consumables Procurement in Clubs & Pubs

In the Club industry, beverage procurement is often meticulously planned and managed through contracts and pour targets. However, food procurement tends to be more arbitrary, often left to the discretion of the Chef or kitchen manager. 

This approach can lead to issues including spiralling food costs, inconsistent quality, and missed opportunities to leverage the Club’s purchasing power.

Streamlining the Procurement Process

To mitigate these risks and enhance the efficiency of food procurement, clubs can implement a structured Request for Proposal (RFP) process. This involves allowing suppliers to bid for the right to supply the Club’s food needs, including greengrocers, butchers, and dry goods suppliers.

Benefits of the RFP Process

The RFP process, when properly managed, offers several benefits:

1. Transparency. A clear and open process ensures all potential suppliers have an equal opportunity to bid, fostering fair competition. An independent consultancy provides the process with a level of separation from the Club.

2. Objectivity. Decisions are based on predefined criteria, reducing bias and ensuring the best supplier is chosen based on merit.

3. Fairness. All suppliers are evaluated on the same standards, ensuring a level playing field.

Action Steps for Clubs

1. Review current food procurement practices and identify areas for improvement.

2. Contact Future Food to develop an RFP strategy tailored to your Club’s specific needs.

Client Testimonial
"Future Food's expertise in developing a tailored food and beverage strategy for Vikings Group has been instrumental in our success. Their innovative approach and deep understanding of our membership and community needs have significantly enhanced our catering services across multiple locations.

Future Food's recommendations have not only aligned perfectly with our strategic goals but have also driven tangible results. We've experienced notable growth in our catering outlets and have consistently met our projected profit targets since implementing their strategies. Their comprehensive procurement review was particularly impactful, leveraging group buying power and centralising activities to optimise efficiency and cost-effectiveness. This initiative has streamlined our operations and enhanced our overall profitability.

Future Food has proven to be a valuable partner, dedicated to delivering exceptional service and results. Their commitment to understanding our unique requirements and delivering tailored solutions has made a significant difference in our business. I highly recommend Future Food to any organisation seeking to elevate their food and beverage offerings and drive sustainable growth."

-- Ron Kent, General Manager, Vikings Group

Read the Vikings Group Case Study HERE

How Food and Dining is shaping a nation; driving social & cultural change, in the Kingdom of Saudi Arabia

Allan Forsdick

The Kingdom of Saudi Arabia (KSA) is a country in the throes of incredible transformation. In May this year, my colleague David Mallon and I explored the financial centre of Saudi Arabia, Riyadh, to learn about the mega and giga projects that are shaping this city (and country) and how food and hospitality is providing it with a vehicle for connection of people and place.

Physical, cultural and economic change are happening in KSA on a scale that has no precedent and is unlikely to be repeated in our lifetime. Here in Australia and New Zealand, many of us have a knowledge of KSA that is shaped by media agenda and dated rhetoric. In reality, Saudi Arabia is likely to be very different from your expectation. The cultural, social, economic, and physical changes are being driven by the Crown Prince in a bid to propel the trajectory of the country forward; rapidly.

It is improbable that there is any country which has adopted such diverse change so quickly. Since 2017, vast social reform has seen changes such as freedom to travel, the introduction of cinemas, the ability for women to drive, to go out unaccompanied, to dine and socialise. An edict has even been issued to Imams to turn down the call to prayer in the minarets of the city.

Al Bujairi Terrace has been designed in the Nadji architectural style consistent with Al Turaif, adjacent to it.

In a country where a reported 63% of people are under the age of 30, these reforms are a very big deal! (By means of comparison, under 30s in Australia are represented by about 37% of the population and about 38% in New Zealand).

For Saudi youth, social life is about ‘social dining’; this buzz phrase and its underlying idea have captured the imagination of the country. It’s the Saudi equivalent of going to a bar, to see and be seen.

As a result, dining and hospitality drive the experience (and revenue) in lifestyle centres, shopping malls & strips in KSA. F&B GLA can be upwards of 30% of the total leasable area of a managed-centre. Walking around, you’ll notice that few are carrying shopping bags, but everyone is eating and socialising.

The destination is a dining benchmark on a global scale encompassing 15,000m2!

Australia's Toby's Estate in the King Abdullah Financial District, Riyadh.

You may be familiar with Riyadh’s landmark Kingdom Tower that dominates the city skyline with its unique shape and profile. Below it sits a Four Seasons Hotel and Al Mamlaka Center, an entirely modern luxury-retail and lifestyle focus and of course “social dining”.

Al Mamlaka’s on-trend modern food hall has 20 independent kitchens with a range of global cuisines including Lebanese bakeries, a Japanese sushi bar making hand-rolls to order, an Indian tandoor kitchen, a wonderful selection of French cheeses, Italian Gelati, a café and patisserie… you get the idea. These are authentic kitchens producing world cuisines, in a two-way culinary and cultural exchange; as KSA opens its doors to the world, the world opens its kitchens to KSA.

The Flamingo Room by Tasha's.

But it is the tables of teens and 20-somethings dining socially, mingling and interacting, casually conversing and enjoying their personal freedoms that exemplify the transformation that is taking place. In a country that still retains prohibition policies, this is the meeting place where a social revolution is taking place before your eyes. It is an astonishing time to be in Riyadh.

This social reform is being led by the country’s de facto ruler, Crown Prince Mohammed bin Salman Al Saud (himself a relatively young man in a world-leader context, born in 1985). “These include curtailing the influence of the Wahhabi religious establishment by restricting the powers of the religious police and improving women's rights, the removal of the ban on female drivers in 2018 and weakening the male-guardianship system in 2019.” (source:Wikipedia)

KSA’s change is underpinned by a strategic proposal and economic stimuli of such scale, it is hard to comprehend without seeing it with your own eyes. Before undertaking a business trip such as this, it is inevitable that a person would do their research and homework to understand the city and the projects that they will be exploring during their time in the country, however it is impossible to understand scale of development of KSA projects without witnessing them firsthand.

Vision 2030 is the brand given to this collective of major infrastructure and destination projects that will drive Saudi Arabia’s economy away from a reliance on oil and provide it with a new trajectory, aligned with other global-hub cities such as Singapore or Dubai. There are more than 30 giga-projects under development across the country; from Dammam to Jeddah.

In western Riyadh, Al Bujairi Terrace, is a dining destination at one of these giga projects, Diriyah Gate. Hand-crafted from the earth of the desert in the heritage location at the birthplace of the Kingdom of Al Saud (The Saudi Royal Family). Al Bujairi Terrace is a dining benchmark on a global scale encompassing 15,000 square metres!

It is a collection of world-class dining; restaurants, cafés and kiosks, including global brands such as Cova, Hakkasan and the Flamingo Room by Tasha's. Whilst Saudi Arabia doesn't yet have the Michelin Guide, this will be a good starting point for the reviewers when they do arrive.

Aside from the international brand line up, the styling of the precinct has created a yardstick for authentic experience on the Arabian Peninsula. Sympathetic to the historic architecture and overlooking the jaw-dropping world heritage site of Al Turaif, the dining terraces provide the perfect location for customary late-night dining and socialising. As is the local way, lunch starts late in the afternoon, and dinner from 9.00pm or 10.00pm through to the early hours; social time makes full use of the cooler hours of the day.

Dining in KSA is customarily an evening affair.

At its heart the Diriyah Gate project is a restoration and embellishment of the historic birthplace of the Saudi Kingdom. In 1446 Diriyah was established on the banks of the Wadi Hanifa and became the capital of the first Saudi state in 1727. It changed the course of the peninsula's history, uniting it under a single state an ending an era of fractious infighting and uncertainty. Three centuries later, Diriyah is again a symbol of change for the nation.

A UNESCO World Heritage Site, Diriyah Gate has been lovingly restored as a heritage and cultural destination and a symbol of Saudi pride where one can learn about the foundation of the kingdom, its heritage and history.

The scale of the project, consistent with the giga-project tag, is immense. The mixed-use development around the site, when complete, will comprise of 100,000 residents, commercial workspaces, hotels, a 20 thousand-seat sports arena, art galleries, cultural landmarks, fashion boutiques and, of course, food and hospitality on a site of 14km2!

The expectation and staggering forecast of visitor numbers to the precinct will go from approximately 1 million in the first six months of this year, to 50 million by 2030. Diriyah Gate is forecast to add $18.6 billion US dollars to Saudi GDP, creating more than 175,000 jobs in the process. To recap, this is one of more than 30 giga and mega projects across the nation. Anyone with more than ten minutes of high school maths will understand that this rate of change is profound!

This growth is not only driven by the economic stimulus of projects such as Diriyah Gate, but also by domestic and international calendar of events that includes local spectacles such as Riyadh Seasons, regional tourism drivers like the Asian games, and global spectacles such as the FIFA World Cup, as Saudi opens its doors to the world.

Of course, ‘the proof will be in the pudding’ as they say. As the giga & mega projects all come online between now and 2030 and continue to grow through until the FIFA World Cup in 2034, there is an incredible amount of work that needs to be achieved to bring these projects to life.

Newly opened Maiz restaurant, Diriyah Gate precinct, Riyadh

Providing each of the projects with a vision and an architectural form is one thing, the next challenge comes in providing them with products. Brands, staff, procedures and professional practices. This will allow them to maximise this tremendous opportunity as the world’s tourists pour into a country that is dedicating its vision to unique, authentic travel experiences, aligned with global tourism trends and visitor expectations for something new – a road less travelled.

Originally published in Shopping Centre News, June 2024

High-performance cost of goods – maximising results for Clubs

The challenges of delivering benchmark cost of goods and labour costs (the controllable costs) are the conversations that are being had in almost every venue around the country at the moment.

Clubs with multiple venues and locations are in an enviable position of having economies of scale that a contemporary procurement strategy can leverage, to maximise margins and subsequent profitability.

 It is an opportunity that is overlooked more often than many would like to admit. Frequently food and beverage departments/revenue centres have highly streamlined beverage procurement, underpinned by pour targets, contract pricing and bonus structures. Yet in a world where food frequently accounts for more than 50% of the F&B revenue contribution, food purchasing is frequently left to chance.

Supplier choice can be (and frequently is) driven by variables such as habitual use, ease of ordering or even personal relationships with suppliers. Furthermore, the quantities purchased can be a result of gut feel/instinct, or guesswork. Pricing frequently reflects a default market rate.

The result is food costs that are frequently blown out, in the last 12 months some of our Club Clients are reporting food COGs beyond 60%. In combination with a challenging labour market, they make for unprofitable venues or departments.

In a time when incremental improvement can be the difference between profit and break-even or loss, it is an inherent responsibility for Club chefs and managers, to deliver a considered strategy that provides the best possible pricing, quality and profitability outcomes to its Board and members.

The mechanics of procurement strategy development

Typically there are a series of steps that should be undertaken that allow Clubs to deliver acceptable margins and agreed product quality & consistency.

In the first instance, it is imperative to determine quantities used across the Club/group for each supplier type (butchery, dairy, poultry, seafood, greengrocery, coffee, packaging etc) as well as any other requirements, such as frequency of delivery, weekend delivery, returns policies, sustainability requirements, quality assurance, guarantee of supply etc.

From this informed position we can develop a procurement strategy, including the types of food products, quantities, and specification requirements. We can also understand the criteria for supplier selection.

Taking the quantified opportunity to identified suppliers in conjunction with an opportunity-awareness programme, provides the basis for a competitive process that has integrity and is appropriately robust to maximise outcomes for the Club(s).

The next step is to evaluate supplier bids based on a predefined criteria, considering factors like pricing, quality, delivery capabilities, and compliance. Negotiations with shortlisted suppliers to clarify terms, conditions, and pricing, should provide the Club with a transparent and efficient process for food suppliers, ultimately leading to the selection of a supplier that best meets the Clubs’ needs.

Who is planning your food and beverage strategy?

Testimonials

“The Mulwala Water Ski Club engaged Future Food to appraise and make recommendations to our Food and beverage offerings of the Mulwala Water Ski Club.

Allan’s recommendations have been implemented with the result of increased patronage, increased revenue and numerous compliments of our food and service.”

Peter Duncan (CEO, Mulwala Water Ski Club)

“Ryde Eastwood Leagues Club partnered with Future Food to find and secure a new catering operator. The entire process was highly professional and structured and as a result we have secured a leading operator Catering HQ for the Club. 

The whole process ensured the best opportunities and scope for the club drawing in some great options. The team at Future Food worked closely with the team at Ryde-Eastwood to understand the business needs and ensure we had the best possible choices to bring the club forward.

This will be a game changer for our food operations. A good process and a great outcome!”

Carl Pozzato (CEO, Ryde Eastwood Leagues Club)

“Working with Future Food has been a fantastic experience and not only met, but exceeded our expectations. The knowledge of multiple industry concepts, along with a passion for food, has paved the way for our new brand and strategy to stand out among an increasingly competitive market. Future Food has been attentive to our needs, willing to work within our internal challenges, and apply key learnings to create a successful outcome.”

Glenn Sanders (ACCM General Manager Bentleigh RSL)

Future Food is an independent Food and Hospitality Consultancy that operates across Australia & New Zealand. Our clients use our informed, data-driven services to give them a commercial advantage, the aim is always to deliver business first outcomes coupled with amazing customer experiences – a winning combination.

Reach out to our Clubs specialist Allan Forsdick on 0401 557 760 to understand how our capability can benefit your Club, or via the link below.