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Everyday Hospitality

Turning hospitality groups into anti-fragile businesses. 

Everyday Hospitality

Turning hospitality groups into anti-fragile businesses. 

ABOUT // EVERYDAY HOSPITALITY

Everyday Hospitality is a modern-day operating group. 

We turn hospitality groups into antifragile businesses by providing the critical infrastructure operators need to capture the true value they create.

If the pandemic taught us anything, it’s that owners need to build antifragile businesses to truly be sustainable.

Problem.

Restaurants, fitness groups, media companies represent some of the world’s most beloved hospitality-driven brands.

Yet they often fail to capture the true value they create, driven by a mismatch between what these brands charge for and what consumers actually buy. 

Think about it.

Gyms charge for equipment, restaurants for food and media companies for information. All commodities are subject to downward price pressure and brand loyalty over time. And yet if you ask consumers what they’re purchasing, it’s something much deeper – like entertainment, education, culture, or community. 

All rare and valuable experiences with almost complete price inelasticity.

It begs the question: why do these HDBs build businesses around the former but not the latter?

 

HDBs have an opportunity to reinvent themselves. The $1B question is: how?

Opportunity.

Few HDBs can monetise on the latter because their enterprise value is too heavily tied to the commercialisation of commoditised products. Usually, via a physical location or medium they don’t own — where a tough negotiation with a landlord or an algorithm shift could ruin everything. 

This is a rigid, unimaginative, and outdated way to build a 21st-century business.

HDBs are trapped in a pernicious cycle of lower-margin, labour-intensive and hard-to-repeat work, selling commodities to a demanding and fickle customer base that isn’t particularly loyal, which caps their already limited resources — time, talent and money — in addition to any real commercial upside over time.

If the pandemic taught us anything, it’s that owners need to build antifragile businesses to truly be sustainable.

That involves thinking beyond being commoditised service providers and becoming more like merchants, publishers, creators, and community leaders with holistic, resilient business models and recurring revenue streams built on personalised experiences you can’t get anywhere else.

HDBs have an opportunity — and duty — to reinvent themselves.

The $1B question is: how?

We build community-driven flywheels in concert with your business ethos and identity.

Enter Everyday Hospitality. 

We enable HDBs to move away from selling commodities and towards monetising their brand via holistic products (e.g. memberships, experiences) grounded in the rare and valuable things consumers are truly buying from them.

We build community-driven flywheels in concert with your ethos. Providing:

New and expanded streams of high-margin recurring revenue 

– A deeper relationship and understanding of your top customers 

Leverage in the form of superior revenue growth, margins and cash flows

This is how HDBs become anti-fragile.

By turning their disparate customer bases and disconnected business lines into one coherent flywheel of interconnected products and experiences.

The result?

Capturing more spending and frequency from your highest-potential customers, diversifying your P&L with new lines of higher-margin, recurring revenue, and building a brand — on a local, national or global scale — by curating experiences that might not have made sense, or been possible, pre-pandemic.

We use enrichment to identify your truest fans, loyalty to retain them and technology to expand lifetime value (LTV).

We think about the process of becoming anti-fragile in three stages:

Stage 1: Enrichment 
How we learn who your real customers are, what they want from your brand and how we serve them and their worlds best over time, both physically and digitally.

How we identify your truest fans.

Stage 2: Loyalty

How we incentivise and reward the behaviour we want to see, make customers feel like they belong and supercharge the economics of your business.

How we retain your truest fans. 

Stage 3: Technology

How we automate the generation of high-margin revenue and develop deep relationships with your #1 fans around the world without owners lifting a finger.

How we grow your truest fans.

In summary: we use enrichment to identify HDB’s truest fans, loyalty to retain them and technology to automate expansion of lifetime value (LTV).

Capture more spend and frequency from customers, creating new diversified streams of recurring revenue.

Who’s this for? Some ideas:

Restaurateurs wanting to increase margins and reduce turnover;  introduce higher-margin revenue lines to your P&L so you can reward staff in ways your competitors and the market cannot.

Entrepreneurs wanting to return capital and retain equity;  pay back your investors faster, with a higher rate of return, so you can retain more ownership and liquidity in future deals and projects.

Publishers wanting to grow their customer base and build brand;  acquire and retain the right buyers locally, nationally and globally, turning PR from a cost centre into a revenue-generating asset.

– Community leaders wanting to maximise LTV and improve cash flows; capture more spend and frequency from customers, creating new diversified streams of recurring or repeatable revenue.

Hospitality groups wanting a deeper relationship and understanding of top customers; so they can create the optimal experiences and serve them at the right place, time and price.

We’re rewriting the playbook for how HDBs can operate in the 21st Century.

Everyday Hospitality enables HDBs to truly scale on their terms, providing the infrastructure they need to execute on the promise of 1,000 True Fans successfully and build sustainable, anti-fragile businesses in the process.

We’re rewriting the playbook for how HDBs can operate in the 21st Century.

The only question that remains is: how will you use it?