April is normally a time of optimism for our industry—a chance to build on the resilience of the past months and look ahead to a season filled with opportunity, innovation, and unforgettable experiences which are even more important given the sizeable challenges still plaguing the industry.
In this issue, we’re proud to shine a spotlight on some of the venues helping to define nightlife across the UK. From Glasgow, we feature The Corset Club, a venue that continues to push boundaries with its distinctive identity, immersive atmosphere, and commitment to delivering something truly different for its audience. Meanwhile in Edinburgh, Why Not Nightclub stands as a testament to longevity and evolution, blending heritage with cutting-edge entertainment to remain a cornerstone of the city’s nightlife scene.
We’re also delighted to introduce the first in a new series of columns from Michael Kill, CEO of the Night Time Industries Association. His voice represents one of the most important in our sector today, and his insights will bring readers closer to the key issues, challenges, and opportunities shaping the future of the night-time economy. This debut column sets the tone for what promises to be an essential and thoughtprovoking addition to OnTrade Magazine.
Beyond our headline features,we are very proud to partner with #ASKFORANGELA to raise awareness of the campaign across the hospitality industry and night time economy. As always, our mission remains clear: to celebrate the vibrancy of this industry while providing a platform for the ideas and voices that will define its future and move the industry forward.
Thank you for being part of our #ontradefamily, and we hope you enjoy this month’s issue.
Justin Wingate Director at TopGunMedia
Fiona Gauld Production - info@topgunmedia.co.uk
For press enquires or advertising opportunists please call or email: Email: info@topgunmedia.co.uk Telephone: 0141 556 4111
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CORSET
CLUB A THEATRE OF ENTERTAINMENT
JUSTIN WINGATE THE ILLUSION OF BRAND ENGAGEMENT WHY NOT INDEED
MICHAEL KILL THE VOICE OF NIGHTLIFE
HOLIDAY TAX WOULD HIT CONSUMERS
WITH £1.6 BILLION TAX RISE
New economic analysis reveals the Government’s proposed holiday tax would shrink GDP, cause thousands of jobs losses and see the Treasury lose hundreds of millions in tax revenue.
Modelling by Oxford Economics, commissioned by UKHospitality, lays bare the devastating impact a holiday tax in England would have on holidaymakers, businesses and the economy.
Assuming the impact of a 5% levy is fully realised by 2030, the impact on the economy and consumers would be stark:
Reduction in GDP of £2.2 billion
£1.6 billion tax increase for holidaymakers
• £688 million in reduced tax receipts to the Treasury
• A loss of £101m in direct investment from hospitality and tourism businesses.
Hospitality and tourism would be devastated by the direct impacts the tax would have on consumers:
• £1.8 billion reduction in tourism spending
• 11.9m fewer nights spent in accommodation 33,000 jobs lost.
UKHospitality is calling on the Government to stop the holiday tax and protect the great British holiday. It’s urging consumers and holidaymakers to visit https:// stoptheholidaytax.uk/ and write to their MP, urging them to oppose the tax.
Allen Simpson, Chief Executive of UKHospitality, said: “The numbers are clear. A holiday tax would hike costs for Brits, make staycations more expensive and decimate tourism.
“There are no winners from a holiday tax. From coastal communities and city centres to local guesthouses, pubs and taxi firms, the impacts are stark and indiscriminate. Taxes up, jobs lost and our high streets hit once again. “Holidays are for relaxing, not taxing. The Government should keep it that way and stop the holiday tax.”
The modelling by Oxford Economics considered three separate scenarios: a 5% levy on accommodation, a £2 levy per person per night, and a £2 levy per room per night. All scenarios result in a reduction in GDP, tourism spending, nights spent in accommodation and total jobs.
NEW DEANSTON EXPERIMENTAL ORANGE WINE CASK WHISKY RELEASE
Highland Distillery, Deanston, has unveiled its latest experimental limited edition release, Deanston Orange Wine 17 Year Old Cask Finish, launching this spring. Carefully curated by Master Blender Julieann Fernandez, the whisky pairs Deanston’s signature waxy spirit with a two-year finish in Vino de Naranja casks sourced from Andalucía. The result of the cask finish is a bold, flavour-driven single malt that balances bitter citrus with sweet notes of sun-soaked soft stone fruit, fragrant honey and toasted nuts.
Julieann Fernandez (34), one of the youngest master blenders in the industry, drew inspiration from her Spanish heritage for this release. With deep family roots in the Jaén region of rural Andalucía, and formative years spent in Southern Spain, her close connection and fond memories of
the region informed both the choice of cask and the flavour direction, with an emphasis on warmth, generosity and expressive character.
Achieving the ‘right’ balance of flavour was crucial to Julieann’s blending method for the launch, harmonising the distinctive bitterness of Andalucía oranges with the natural sweetness of the Deanston spirit. Each cask purchased presented a unique flavour concentration, resulting in a very vigorous tasting process from Julieann and the team to get perfection in every bottle.
Julieann is especially passionate about this launch with her roots holding all the flavour inspiration. She said:
“My parents met in Andalucía, and some of my happiest memories are wrapped up in the warmth, generosity and flavours of that part of the world – the sights, the smell and the taste of the orange trees which surround the area. Those experiences have stayed with me and shaped how I think about flavour and whisky. When I got the opportunity of orange wine casks at Deanston, it genuinely felt like bringing a piece of my own heritage into our spirit for the first time.
“Whisky will tell you when it’s ready, and the two years in orange wine casks were the perfect sweet spot for this release to balance the citrus bitterness of the orange wine with Deanston’s honeyed profile. I can’t wait for people to discover it for themselves, whether that’s neat, over ice or in a refreshing highball or spritz.”
INDUSTRY SET TO GATHER FOR SCOTTISH WHOLESALE ASSOCIATION’S CONNEX CONFERENCE
Plans are under way for the Scottish Wholesale Association’s Connex Conference and evening dinner, hosted by broadcaster Zara Janjua, taking place in Glasgow on Thursday, 28th May –tickets are now on sale.
The event, which follows lasts year’s well-attended annual conference in Aberdeen, will shine a spotlight on the most pressing topics impacting the wholesale sector – from shifting consumer behaviour and disruptive market entrants to the policy, sustainability, skills, and technology changes transforming how businesses and the wholesale channel operate.
Titled ‘Supply, Sustain, Support’, the theme is consistent with the recent SWA publication ‘Championing Scotland’s Food and Drink Wholesalers’, containing messages
aimed at political candidates and produced ahead of the Scottish Parliament election on 7th May.
With a look to the future, the conference – called Connex, meaning ‘connect, to become joined or united’ – will equip attendees with the knowledge and insights to take advantage of emerging opportunities for Scotland and consider how the channel could reposition to thrive in the face of challenges such as the double threat of global conflict and global warming, coupled with changing consumer needs.
Delegates can expect to gain fresh intelligence from the Building Wholesale Resilience morning sessions, exploring Scottish and UK-wide market data, emerging shopper mindsets, and the real-world impact of trends such as GLP-1 (weight loss) drugs, perceptions of ultra-processed foods, and evolving Gen Z habits.
The likely impact of climate change on the sector will also come under scrutiny, including how Scotland could capitalise as a result. Discussions around how to be a resilient operator for the future will also be explored with the help of those who have taken advantage of changing market trends and built sustainability into the foundations of their business.
MATCHA MADE EASY WITH MONIN
MONIN, the leading syrup brand, is introducing a new Matcha Green Tea concentrate to the ever-expanding matcha market, currently valued globally at $3.15Bn[1]. Crafted from premium Japanese matcha powder, MONIN’s trendled launch is set to help venues lean into ongoing matcha mania by making ceremonialgrade matcha accessible to all, in under 20 seconds.
Baristas need only add milk and MONIN to craft delicately sweet, authentically flavoured matcha drinks – whether hot, iced or even in cocktail form. 62% of premium US and European coffee shop menus now boast a matcha-based option[2].
Matcha remains the number one fastest-growing tea-based beverage in premium coffee shops. With the market expected to grow by 8.7% YoY until 2030[3], Matcha Green Tea concentrate is well-timed to meet demand, spark creativity, and save time and effort – no whisking required!
A social media sensation, #matcha has reached 5.8Bn views on TikTok, and matcha drinkers are more likely than coffee drinkers to visit stores with friends and twice as likely to share their drinks on social media[i].
Yet its popularity doesn’t just come from aesthetics, matcha conveniently plays into the trend for functional drinks. In its latest Drink Trends report, MONIN predicted functional benefits such as health and nutrition to be top consumer priorities[4]. 68% of consumers consider matcha to be healthy[5], naturally boosting energy and mental wellbeing, and with the functional drinks market growing at a rate of +6.5% each year in Europe[6], meeting this consumer interest makes sense.
Jamie Carey, Senior Marketing Manager at MONIN UK & Ireland said: “Creating serves that are Instagram-worthy, health-conscious and versatile; appetite for matcha isn’t going anywhere. Following MONIN UK’s limited edition 25ml matcha concentrate Tesco launches, Matcha Green Tea and Blueberry Matcha Green Tea, which sold a combined 141,000 bottles in just four months[7], we’re confident that our reformulated Matcha Green Tea concentrate will see similar success.
This new year, venues should meet consumer interest in trend, taste, and health with MONIN. We’d recommend incorporating Matcha Green Tea concentrate onto menus with simple yet effective drinks such as MONIN’s Matcha Latte, customisable with the endless flavour combinations of the MONIN syrups portfolio…”
THE AWARD WINNING THEATRE OF ENTERTAINMENT
On any given night in Glasgow’s Merchant City, there’s a low hum that builds into something electric behind an unassuming door. Step inside The Corset Club and the shift is immediate: velvet shadows, polished metal, laughter that cuts through basslines, and a crowd that knows exactly why it’s here. This isn’t just another LGBTQ+ venue—it’s theatre, community hub, and sanctuary rolled into one.
Now, that energy has travelled south. At the Gaydio Awards in Manchester, The Corset Club found itself under a different kind of spotlight—recognised among the UK’s very best, with its owner and team celebrating a landmark moment for the venue and the city it calls home.
THE MAKING OF A MODERN ICON
The Corset Club didn’t emerge quietly. From the outset, it positioned itself as something distinct within Glasgow’s nightlife—a venue that embraces sensuality, performance, and inclusivity in equal measure. Rooted
in the creative pulse of Merchant City, it draws from cabaret, kink aesthetics, and queer club culture, but never feels niche or exclusionary.
Instead, it’s a place where boundaries soften. Drag artists share space with dancers, first-timers mingle with regulars, and the atmosphere is as much about selfexpression as it is about spectacle.
That balance—edge without alienation—is part of what caught national attention.
A SPACE THAT FEELS LIKE OWNERSHIP
Talk to the team behind the bar and on the floor, and a consistent philosophy emerges: The Corset Club isn’t just for the community, it belongs to it. Staff are as much hosts as they are participants in the experience, helping shape nights that feel organic rather than programmed.
The owner—whose vision has guided the venue’s rise— has focused on building something sustainable, not just sensational. That means investing in performers,
supporting queer talent, and maintaining a space where safety and freedom coexist.
It’s this ethos that underpins the venue’s nomination for Venue of the Year, one of the standout categories at the Gaydio Awards, which celebrate LGBTQ+ life across the UK. (Gaydio Awards)
MANCHESTER MOMENT
Held annually in Manchester, the Gaydio Awards have quickly become a cornerstone event—spotlighting the venues, organisations and individuals shaping queer culture nationwide. (Wikipedia)
For The Corset Club, being shortlisted alongside established names from across England was already a statement. But the real story unfolded in the room itself: a team that had built something fiercely local, now recognised on a national stage.
There’s a particular kind of pride that comes with that— less about validation, more about visibility. Glasgow,
often overlooked in UK nightlife narratives, suddenly had one of its boldest venues at the heart of the conversation.
THE VIBE THAT TRAVELS
What makes The Corset Club resonate beyond its walls isn’t just its aesthetic—it’s its intent.
There’s a deliberate rejection of hierarchy: no one is too alternative, too understated, too new. Whether you arrive in full latex or jeans and a T-shirt, the expectation is the same—be yourself, and respect everyone else doing the same.
Music shifts from house to pop to something darker. Performances blur the line between audience and stage. And throughout it all, there’s a sense that the night is being built in real time, by everyone in the room.
That’s difficult to package, harder to replicate – and exactly why it stands out.
The most awarded vodka in the British isles
MARTINI GRADE VODKA
AT YOUR SERVICE
NAVIGATING RISING COSTS WITHOUT COMPROMISING SERVICE
The UK hospitality sector continues to demonstrate remarkable resilience. Yet for many operators, resilience is increasingly being tested by a simple reality: costs keep rising, while margins do not. Energy prices remain volatile, staffing costs are climbing and suppliers are passing on increases across the board. In this environment, every operational decision matters.
For restaurateurs, the question is no longer whether costs can be reduced, but where efficiencies can be found without sacrificing service quality or customer experience. Technology, when chosen carefully, has become one of the most effective levers for achieving exactly that.
Cost Pressures Demand Smarter Partnerships
Payment processing is one of the most overlooked cost centres in hospitality. Transaction fees may seem marginal on an individual sale, but over thousands of transactions each month, they quietly erode profitability. Add complex contracts,
third-party providers and opaque pricing structures, and many businesses find themselves paying more than they should, often without realising it.
This is where a more integrated, transparent approach makes a tangible difference. Reducing fragmentation across suppliers not only simplifies operations, it creates clearer accountability and long-term cost control.
One Team, One Solution
Maitre’D and PayFacto were built around a simple principle: hospitality businesses deserve a true one-stop solution, not a patchwork of disconnected services. By bringing POS technology and payment processing together under one roof, we eliminate the inefficiencies and hidden costs that often come with thirdparty intermediaries.
There are no external processors, no outsourced support teams and no fingerpointing when questions arise. From implementation to day-to-day support, everything is handled by one unified team
that understands both the technology and the realities of running a hospitality business. Maitre’D has been working alongside operators since 1999, so the challenges you face today are ones we know well, and we’re set up to support you through them.
Lower Fees, Greater Control
With PayFacto’s integrated payment processing, businesses benefit from competitive, transparent processing rates designed to reduce overall costs rather than shift them elsewhere. Fees are clearly explained, contracts are straightforward, and pricing remains stable, which allows operators to forecast expenses with confidence.
When combined with Maitre’D’s robust POS features - sales analytics, inventory management, multi-service modes and real-time reporting- operators gain both financial clarity and operational control. The result is a system that works reliably in the background, supporting profitability instead of complicating it.
Support That Stays With You
In a sector where downtime is not an option, support matters just as much as software. Our teams are in-house, experienced and
consistently available. When a business needs assistance, they speak to people who know their setup, their history and their priorities, not a third-party call centre.
This continuity builds trust, reduces friction and ensures faster resolutions when it matters most.
Building Stability in Uncertain Times
As UK hospitality businesses navigate another year of economic pressure, stability has become a competitive advantage. Choosing partners that prioritise transparency and long-term value can make a meaningful difference to both margins and peace of mind.
Maitre’D and PayFacto are proud to support hospitality operators with solutions designed to do more than process transactions. We help businesses stay efficient, in control and ready for what comes next.
Together, we are not just suppliers. We are one team, fully invested in your success.
Beneath the stately elegance of George Street – a boulevard better known for its neoclassical façades and polished cocktail bars—there’s a staircase that leads somewhere altogether different. Follow it down, past the hush of the city’s Georgian symmetry, and you arrive at Why Not Nightclub: a venue that has spent decades turning Edinburgh nights into something louder, brighter, and far less restrained.
THE VENUE: A CLUB BUILT IN LAYERS
What makes Why Not distinctive isn’t just its location, tucked beneath the grand The Dome building—it’s the sense of discovery once you’re inside. The club unfolds in sections, each with its own mood.
At its heart is the Main Room: a dense, high-energy dance floor where chart hits and throwback anthems collide. Above and around it sit sleek VIP booths, offering a raised vantage
point over the chaos below. Elsewhere, the venue splinters into contrasting spaces—the futuristic LED Room, pulsing with synchronised light displays, and the Vault, a private chamber carved from a former bank vault, nodding to the building’s financial past.
And then there’s the garden—an open-air courtyard that feels almost incongruous in the centre of the city. Heated and expansive, it provides a breather from the bass-heavy
interior, a place where conversations stretch into the early hours before being pulled back inside.
THE VIBE: POLISHED CHAOS
Why Not trades on contrast. It’s equal parts upscale and unrestrained—a place where tailored shirts and cocktail dresses meet sticky dance floors and hands-in-the-air singalongs.
Music is central to its appeal: DJs lean heavily into familiar territory—chart-toppers, 2010s nostalgia, and high-energy crowd-pleasers—ensuring the dance floor is rarely anything less than full. The programming reflects its audience, which shifts throughout the week: students dominate midweek nights, while weekends draw a mix of young professionals, visitors, and celebratory groups.
The result is a club that rarely feels niche. Instead, it aims squarely for mass appeal—big tunes, big lights, and a sense that anything quieter would simply be missing the point. That accessibility is part of its enduring draw. On a Friday, queues snake out onto George Street, pulled in by themed nights, drink deals, and the promise of a late finish—often stretching until 3am.
THE HISTORY: FROM BANK VAULT TO NIGHTLIFE INSTITUTION
Why Not’s story is tied closely to its setting. The building above—once home to the Commercial Bank of Scotland— dates back to the 19th century, and the club still incorporates elements of that past, most notably in its Vault VIP room.
The nightclub itself opened in the late 1990s, widely cited as one of the first to establish itself on George Street. At the time, the area was better known for daytime commerce than late-night excess. Why Not helped shift that balance, contributing to the street’s evolution into a nightlife hub.
A major refurbishment in 2013 marked a turning point. Over three months, the club was modernised—introducing upgraded lighting, reworked spaces, and a sharper focus on immersive design. Since then, it has accumulated a string of national awards and cemented its reputation as one of Scotland’s most recognised nightclubs.
WHY IT ENDURES
Nightlife is notoriously fickle—venues rise, fall, and are replaced with startling speed. Yet Why Not has outlasted many of its contemporaries in Edinburgh, continuing to draw crowds decades after opening.
Part of that longevity comes down to reinvention. From LEDlit dance floors to Las Vegas-style VIP experiences, the club has consistently borrowed from global trends while keeping its formula simple: familiar music, high production value, and an atmosphere that prioritises energy over exclusivity.
But there’s also something more straightforward at play. Why Not understands its role. It isn’t trying to be underground, avant-garde, or elusive. It’s a big-night-out club – unapologetically so.
And in a city where the nightlife landscape is constantly shifting, that clarity might be its greatest strength.
SPORTS BAR OF THE YEAR
FOOTBALL, EMPLOYEES, TAX AND RATES – APRIL’S MIXED BAG
Richard Branson said “Every success story is a tale of constant adaption, revision and change.” The hospitality and licensed trade would be justified in hoping for some slow down to the constant changes it has endured over the last number of years. The last decade saw the smoking in public ban, covid, and a raft of legal changes impacting the sector. Looking forward to the next year, there is more to come. No matter how small, how large, or what your business structure is, whether you are in the licensed trade or someone who works with or supports the trade, there is something here relevant to your business.
April is a busy time as the fiscal year ends on 5th April. This impacts tax for individuals and the need to use investment allowances and grants before they expire. Businesses review employee salaries and bonuses, and forward plan as forecasts and information are required. April is a planning opportunity, and this year that includes looking at extra hours, promotions and staffing for the many sporting events including the World Cup. That inevitably means more compliance with applications to be lodged for consent to open and sell alcohol later, to have live sport in premises and making sure all the boxes are ticked. There are other things to think about such as the Employment Rights Act amendments, some of which come into force in April. These are far reaching and will affect every business operator no matter how small or large. Making tax digital is also being introduced in April and there are non-domestic rates reviews being done in the UK from April 2026. In Scotland, draft reviews have been published. Some hospitality operators anticipate their rates will go up as much as fivefold, prompting calls for realism, which seem to be falling on deaf ears, and appeals are already being prepared. The list seems never ending so this month we have put together a checklist for businesses.
NON DOMESTIC RATES:
SCOTLAND: Scotland’s next non domestic rates revaluation will take be carried out from 1 April 2026, which uses property values at 1 April 2025. Draft valuations were issued on 30 November 2025, which has caused consternation across many sectors, not least hospitality. There are new assessment methods and many properties will be pushed over the current thresholds for Small Business Bonus Scheme (SBBS ) reliefs which will have a huge impact
on the outgoings and top line for countless hospitality businesses. While the Scottish Budget of 13 January 2026 confirmed the SBBS would continue, there are new restrictions which also come into play on 1 April 2026. Check if these affect you as this could impact outgoings negatively and change the landscape of budgets and future plan for hospitality business who no longer qualify for relief at all or will receive a lower level of relief.
ENGLAND: there is also non-domestic rates review in England from 1st April 2026. That will update ratable values which the government and assessor claims will reflect changes in the property market since the previous valuation in 2023. There are new multipliers for hospitality and leisure businesses and local authorities will determine which businesses are eligible assistance or for reviewed rates to be applied.
WALES: Wales will also have a revaluation on 1st April 2026 and the Welsh Government has indicated hospitality businesses will receive a 15% rates relief for 2026 to 2027 which is capped at £110,000 per business as part of the Welsh Government’s efforts to support businesses and what they acknowledge to be a time of economic pressure
IRELAND: Ireland also has a non-domestic rates review starting 1st April 2026. This is expected to have significant implications for various sectors as was reported by numerous accountancy firms after most recent budget. There has been some talk online that this may be paused or delayed.
WORLD CUP AND OTHER SPORTING EVENTS:
Councils throughout the UK are making decisions about
WHAT WE DO:
ADVICE ON PERSONAL AND PREMISES LICENCES
DRAFTING AND LODGING APPLICATIONS
ATTENDANCE AT CONTENTIOUS HEARINGS
ADVICE ON BUSINESS STRUCTURES FOR LICENSED PREMISES
TRAINING AND MANAGEMENT OF STAFF PERSONAL LICENCES
extension of hours, not only for the World Cup but also other sporting events, whether local or nationwide, and agreeing late opening allowances. Each individual authority will have its own policy on this and it is important operators take advice or check these. Some councils may allow additional opening hours with no further input required from operators, whereas others will require specific applications to be lodged in a set format, within a certain time scale. Failure to do that could adversely affect your opening during what will be a busy year. If you are planning a Supporters Hub in an unlicensed area, or to extend an outdoor area attached to or close to your own premises, be aware further consents may be needed and these can take weeks and sometimes months. Take advice and plan ahead.
MAKING TAX DIGITAL:
Some operators think MTD is a black art but there is a huge offering of software to assist businesses in complying with these new HMRC requirements. The issue is there is a cost for software and accountants are also reviewing their costs to deal with MTD for their clients to ensure compliance. MTD is a UK government initiative which requires selfemployed individuals and landlords to keep digital records and submit quarterly updates using HMRC approved software. This is a staged introduction with the current requirements applying only to those with a gross annual income of over £50,000 and only within certain criteria/ types of operation. The income threshold will gradually drop and by April 2028 it will be down to £20,000 gross annual income and will have extended to a significant number of other taxpayers. There are some exemptions, for example, those in very rural areas with poor internet connection. Specific exemptions can be granted for those who struggle digital communication, however, applications need to be made to, and approved by, HMRC for these exemptions. We will continue to update on this in future articles.
EMPLOYMENT RIGHTS ACT CHANGES:
In previous articles we have highlighted the extensive changes being made to the employer/employee relationship, which starts in April 2026. If you have stuck your head in the sand or put that aside to do “later”, unfortunately later is now. As such, you need to consider staff training, amending policies and certainly being aware
of the changes. Failure to implement these could result in issues with staff, from disgruntled staff up to breach of contract and worse so it is important these are understood and implemented
Statutory Sick Pay (SSP): the lower earnings limit and waiting period for SSP have been removed. Employees previously had to earn £125 per week, being the lower earnings limit, to qualify for SSP. As that has been removed, no matter their income, employees will now be eligible for SSP. There was previously a three day waiting period which has also been removed and SSP will now be payable from day one of sickness absence. An organisation called the Fair Work Agency is also being set up as part of the changes and it will oversee various areas, including SSP.
Day-One Rights - paternity leave and unpaid parental leave: there will be no requirement for employees to have a 26 weeks service for paternity leave. Employees who are otherwise eligible will be able to take paternity leave from day one of their employment, which applies to babies born on or after 6 April 2026 or where that is their expected week of birth. Unpaid parental leave from day one of employment has also been introduced. Previously this required one year of service. While this is unpaid, so the financial liability on an operator may not be significant, if it is unexpected, it could interrupt staffing, particularly if the employee is in a unique role is part of the senior management team.
New bereavement leave introduced: this is another day one right which introduces unpaid bereavement leave, including from pregnancy loss. This will provide support for employees at difficult times but operators will have to be able rearrange rotas, identify and cover responsibilities and staffing requirements, so need to be aware of this new right. Employers should include it in employment policies so staff are aware of their rights and the requirements of how to intimate their intention to use this.
It is fair to say there are a lot of changes in the business landscape throughout the UK and some of these could hit hospitality and licensed trade operators particularly hard. For business advice, a free licence review and general advice and support, please contact Joanna Millar at the Licensing Company on info@thelicensing.company or 07747 653417.
THE BIG SQUEEZE: HOW POLICY IS CRUSHING BRITAIN’S NIGHT-TIME ECONOMY
The UK’s night-time economy and hospitality sector, once celebrated as a vibrant engine of culture, employment, and growth, now finds itself caught in what can only be described as a slow-motion policy and economic fiasco. What should be a strategic national asset has instead been subjected to a cocktail of rising costs, inconsistent policy direction, and a worrying absence of long-term planning. If there were ever a case study in how to squeeze an industry to breaking point, this might be it.
At the heart of the issue lies a fundamental misunderstanding, or perhaps mismanagement, of the sector’s value. The night-time economy is not a luxury; it is a critical component of urban ecosystems, supporting millions of jobs and generating billions in revenue. Yet policy decisions over recent years suggest it is being treated as a convenient tax base rather than a sector to be nurtured.
The “big squeeze” is not hyperbole. Operators today face costs that are 30–40% higher than in 2020. This isn’t driven by a single factor but by a cumulative burden. Minimum wage increases, while socially necessary, have added significant pressure to labour-intensive businesses. Employer National Insurance contributions have risen, further inflating payroll costs. Energy prices, rent, and supply chain disruptions have compounded the challenge. Each of these, in isolation, might be manageable. Together, they are suffocating.
Then comes the business rates revaluation debacle. Instead
of offering relief, reforms have in many cases resulted in sharp increases, particularly for hospitality venues in urban centres. For a sector already operating on thin margins, this is not just an inconvenience, it is existential. The idea that rates reform would rebalance the system has, in practice, often translated into an additional financial burden at precisely the wrong time.
Overlaying all of this is a broader strategic confusion. The positioning of the night-time economy has been inconsistent at best. One moment it is championed as a driver of tourism and cultural identity; the next, it is burdened with regulation, licensing constraints, and cost increases that undermine its viability. There is no clear, coherent narrative, let alone a plan.
The concept of “sweating the asset” has become particularly relevant. Instead of investing in growth, innovation, and sustainability, policymakers appear to be extracting maximum short-term revenue from the sector. This approach may plug immediate fiscal gaps, but it comes at the cost of long-term resilience. You cannot continually extract more from an asset without eventually degrading it.
The introduction of devolved tax and spending powers adds another layer of complexity. In theory, empowering regional leaders to shape local economies is a positive step. In practice, it risks creating a patchwork of policies, taxes, and priorities that further complicate an already challenging
landscape. Businesses operating across multiple regions may find themselves navigating inconsistent rules and rising costs with little clarity or support.
And this is where the deeper concern emerges: does anyone actually have a plan?
The pattern is becoming familiar. Faced with fiscal pressure, governments look to taxation. If revenues fall short, the instinct is to increase the burden. If there is resistance, the narrative shifts to necessity, filling a financial hole, stabilising the system, making “tough choices.” Yet these decisions often run counter to earlier commitments or manifestos, raising questions about credibility and direction.
There is a sense of improvisation, of policymaking on the fly. “Make it up as you go” might sound flippant, but it captures the frustration felt across the sector. Strategic industries require strategic thinking. What we are seeing instead is reactive decision-making, driven more by short-term fiscal needs than by a coherent vision for growth.
The implications are significant. A weakened night-time economy affects more than just bars, restaurants, and clubs. It impacts tourism, transport, supply chains, and local communities. It reduces employment opportunities, particularly for younger workers. It diminishes the cultural vibrancy of cities and towns. In short, it erodes something
that is both economically and socially valuable.
Which brings us to the inevitable question: if an election were held today, who would you back?
It is a difficult one. Confidence in any single approach is undermined by the perception that no one has a fully formed, credible plan for sectors like hospitality or the night time economy. The choice becomes less about enthusiasm and more about risk assessment: who is least likely to exacerbate the problem, and who might actually recognise the need for a different approach?
What is clear is that the current trajectory is unsustainable. The sector cannot continue to absorb rising costs, inconsistent policies, and increasing taxation without consequence. Something will give, and in many cases, it already has.
If there is to be a way forward, it must start with a fundamental shift in mindset. The night-time economy and hospitality sector should be seen not as a convenient source of revenue, but as a strategic asset worth investing in. That means stable policy, fair taxation, and a clear, long-term vision.
Until then, the “big squeeze” will continue, and the cost will be borne not just by businesses, but by the wider economy and society as a whole.
REPS ARE CREATING A DISCONNECT IN HOSPITALITY
By any measure, the hospitality sector is built on relationships. Behind every perfectly poured pint, every back-bar recommendation, and every successful product launch sits a network of human connections—brand ambassadors, venue operators, bartenders, and buyers all working in sync.
But according to Justin Wingate, Head of OnTrade magazine, that network is under increasing strain.
“There’s a major disconnect across our industry ,” he says. “And it’s one that a lot of people feel day to day, but it’s one that is not really talked about .”
At the centre of the issue is a quiet but significant change: fewer brand representatives covering larger territories, while the number, and diversity of venue evolve with newer and less experienced staff.
MORE GROUND, LESS PRESENCE
Traditionally, brand reps have been the lifeblood of on-trade engagement. They trained staff, introduced new products, built relationships with operators, and acted as the bridge between global brands and local venues.
Now, that bridge is stretched too thin with many brands relying on a “ social media presence” and “ trade shows “ as a box ticking exercise to engage the market with their budgets reducing.
“Where you might have had a rep focusing on a tight city patch – really embedded in the scene—you’ve now got one person covering multiple cities, sometimes entire regions,” Wingate explains. “At the same time, you have venues employing newer less experienced staff due to challenges the industry are facing the maths just don’t add up.
Reps who are targeted on volume will clearly focus on “ spending venues causing a disconnect with venues that are not in the “ wish list “ with brands and their marketing teams seeming to think social media will cover the rest with “ influencer “ posts or spending money on celebrity endorsements.
The result is a mismatch: more doors to open, but fewer hands to knock on them and less engagement and meaningful coverage.
THE ILLUSION OF COVERAGE
On paper, many brands still claim national presence. In reality, Wingate argues, presence without depth is becoming the norm giving less actual engagement with the industry a a time when the industry needs all the support it can get.
“It’s not that reps aren’t working hard—they’re working harder than ever,” he says. “But there’s only so much meaningful engagement you can achieve when you’re spread that thin with marketing teams focusing on less industry engagment and thinking social media or influencer marketing is going to support the reps engage with venues …… it isn’t .” Training sessions become sporadic. Relationships—once built over time— risk becoming transactional.
For venues, that shift is palpable. Bar managers who once had regular contact with brand reps now might see them only a handful of times a year, if that, fewer brand activations , less budget support going to venues that fall on a “ hit list “ cause less offering to the customer.
“There are more products launching than ever, more competition for back-bar space, more noise,” Wingate says. “If you’re not physically present, or proactively engageing the industry on a consistent visable
way telling your story, supporting the venue & the industry ,you risk becoming just another label on a shelf.”
Many brands have replaced trade press, activations , brand collaboration with virtual training, social media & influencer marketing simply ticking a box but providing very little in quantifiable engagement . But Wingate is clear: they’re not a replacement, they are a small part of what should be a more joined up collaborative engagement.
“Social media engagement is useful, but it doesn’t replicate the spontaneity of being in a venue or working with trade press or collaboration directly with venues , seeing how a product is actually used, talking to staff mid-shift. That’s where real engagement happens.”
THE VENUE PERSPECTIVE
For operators, the shift creates its own challenges. With less direct support, venues often have to take on more responsibility for staff training and product knowledge.
That can work in high-performing, well-resourced venues. But for smaller or independent operators, it adds pressure.
“Not every venue has the time or bandwidth to chase brands for information or training,” Wingate says. “And when that support isn’t readily available, it can influence buying decisions.”
In other words, the brands that show up—consistently and meaningfully— gain an edge.
A QUESTION OF VALUE
At its core, Wingate believes the issue reflects a broader question about how the industry values on-trade engagement.
“There’s been a shift toward efficiency—doing more with less, covering wider areas, relying on digital,” he says. “But the risk is that we lose the very thing that made this industry strong in the first place: relationships.”
That’s not just a nostalgic view—it’s a commercial one.
“Strong relationships drive loyalty. Loyalty drives listings. Listings drive sales, customer experience and a better offering and more reasons for customers to go to hospitality venues it’s not rocket science.”
WHAT COMES NEXT?
Wingate doesn’t suggest there’s a simple fix. The pressures driving these changes—cost control, consolidation, evolving business models – aren’t going away.
But he does see opportunities for brands willing to rethink their approach.
“It’s not necessarily about going back to how things were,” he says.
“It’s about being more collaborative . If you’ve got fewer reps, how are you maximising their impact and how are you supporting them in a meaningful way ? ”
“Our OnTrade Growth Program , an initiative designed to help the brands engage better with venues on a uk wide level where the size of the company or budget is not the driving force , instead the offering engagement with the venue and the desire to provide the venue with a better mix of GP and experience to the customer is key has provided fantastic results however there are too many brands that think doing things the “ same old ways they always have “ or by simply having a social media presence means they are engaged with the industry … they are wrong because in an industry built on experience, being present and working better together matters more than ever. “
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