As Clubs clarify their identity and aspirations, aligning concepts more precisely to their membership profile, local catchment and, in some cases, visitors, as well as to the competitive landscape, they are making deliberate choices about what they stand for. F&B is no longer treated as a secondary service. It is a strategic lever for member engagement and commercial performance across both food revenue centres and other revenue centres within the Club, including gaming.

Margin Pressure Is Forcing Strategic Discipline, Not Tactical Price Rises

While this shift is long term, the pressures of late 2025 forced many Clubs and venue operators to reassess their approach. Rising labour and food costs, alongside increasing operational expenses, compressed margins and placed pricing under scrutiny. Clubs that reassessed structure and overall menu strategy with disciplined menu engineering are moving through 2026 with stronger margin control and a more defined F&B direction. Those doing this well are not forced to justify their pricing to members and regulars each time the schnitzel price increases. Instead, they deliver an evolving menu strategy with clear positioning and purpose, rather than simply raising prices, which are almost always met with resistance.

Labour challenges are not a trend to be outlasted. They reflect a changing employment landscape and reinforce the need for strategic clarity. Recruitment pressures and wage growth are forcing operational adjustments. Informed and effective teams are selecting from a range of options to deliver outcomes most appropriate for their location and audience. Labour challenges are typically not insurmountable, and many forward thinking Clubs are strengthening workforce planning and capability. As teams stabilise, venues are better placed to deliver consistent service aligned to clearer, more confident hospitality concepts.