Embracing Change Exceeding Expectations
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SideBright
30 Chef
Esteemed chef Paul Wilson has left his mark on the McLaren Vale Hotel.
this year.
HR and Super: Implementing strategies to increase employee satisfaction can have wide-ranging benefits for publicans and their staf f. 18 Cocktails: As demand for well-crafted cocktails in the pub setting surges, venues are shaking up tradition with their drinks of fers. 24 Snacks: A comprehensive snack menu is a great way to capture F&B spend, as well as lengthen a pub visit.
28 The Schnitzel: This staple dish is getting a reworking at pubs across the country.
34 Monday Nights: New data suggests the quietest night of the week is heating up.
36 Late Night Entertainment: Perth’s Aberdeen Hotel has brought back the nightclub in a big way.
REGULARS
8 News: What’s happening in pubs across Australia.
38 Design & Build: Only Hospitality has revived Hawthorn’s The Beehive Hotel.
42 Tales from the Top: Experienced small bar operators played to their strengths to reopen Sydney’s Bat and Ball Hotel.
Editor’s Note
I RECENTLY got to attend the launch of
The Bristol, formerly known as The Bristol Arms, in Sydney’s CBD. The pub has had a huge repositioning by Oscars Hotel Group, who have taken the time to rework every space of this five-level pub to create beautiful and inviting spaces. Each level is very dif ferent and it’s clear that not only can they cater to dif ference experiences, but each space can also cater to dif ferent crowds. From the public bar and sports bar, to a massive piano and cocktail lounge, a Greek restaurant, a nightclub and a rooftop bar, The Bristol
displays how pubs continue to diversify to attract more people for dif ferent experiences.
It’s something that is becoming increasingly necessary within hospitality, and is key to not only to get people in the door, but encourages repeat visitation. With the benefit of space, there are so many ways pubs can expand their of fer – you’re only limited by your creativity!
Cheers!
Vanessa Cavasinni, Editor
E: vcavasinni@intermedia.com.au
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In the news
WHAT’S HAPPENING IN PUBS ACROSS AUSTRALIA
PURKIS FAMILY SELLS THE TEA GARDENS HOTEL
In a sale reported at upwards of $70m, John and Sally Ryan have purchased the Tea Gardens Hotel in Sydney’s Bondi Junction from the Purkis family, who have owned the hotel for 10 years.
John Purkis wished the Ryan family the best in taking the Tea Gardens Hotel into its new era.
“We have thoroughly enjoyed our time owning and operating this significant hotel, and wish the Ryan family every success moving forward,” he said.
The multi-storey venue is surrounded by numerous retail of ferings including Westfield Bondi Junction, as well as Easts Bondi Junction and a major transport interchange comprising both bus and rail lines.
HTL Property managing director, Andrew Jollif fe, who conducted the sale, said that the Tea Gardens Hotel is unique in the area.
“Bondi Junction is, in and of itself, a bustling CBD, and in the sparsely represented hotel landscape that is Sydney’s Eastern Suburbs, the Tea Gardens enjoys an iconic status borne from a history of extraordinarily reliable and voluminous multidepartmental revenue generation,” he said.
Jollif fe said that this was a landmark sale for HTL Property.
“A series of discreet discussions held over a very short period of time has led to the largest single pub sale nationally for 2024. As such, we are delighted to have matched our valued clients in the form of the Purkis and Ryan families respectively, in order to conclude a transaction so mutually favourable to both,” he said.
The Ryan family owns Ryan’s Hotel Group, which has a portfolio of several venues across Sydney comprising the Orient Hotel, the Paragon Hotel, Ryan’s Bar, The Ship Inn, the Miranda Hotel, the Banksia Hotel, and the Covent Garden Hotel.
Bayfield brothers to walk 350km in fundraising ef fort
On 8 September, Mark and Wayne Bayfield will embark on a 15day, 350km Lighthouse to Lighthouse walk raising funds for the Children’s Cancer Institute.
The Bayfield family has been a long-term supporter of the Children’s Cancer Institute.
“We’ve been raising funds of the Children’s Cancer Institute for over 20 years now. It’s our family’s chosen charity, and we’ve raised over $4.5 million,” Wayne said.
One of the ways the Bayfield family has raised funds is through the Bayfields Liquor Industry Lunch, which raise thousands of dollars for the Institute every year.
“I didn’t want to pull all the money out of the liquor industry, because they’ve been so supportive all the way through. Last year at the lunch we raised $400,000, so I wanted to get donations from other avenues too,” he said.
Mark and Wayne will begin their walk at Barrenjoey Lighthouse, on Sydney’s Northern Beaches, and end at Flagstaf f Lighthouse in Wollongong, with the brothers averaging more than 23km of walking per day.
“My brother and I decided that before we get too old, maybe we should try to do something a bit physically challenging and see if we can raise some more funds.
The full walk itinerary, with day-by-day maps, can be viewed on the donation website. Wayne hopes that the large-scale project will translate to significant funds for the Children’s Cancer Institute, with current donations surpassing $37,000 and a goal of $100,000.
“We’re pretty passionate about the Children’s Cancer Institute and the job they do, so hopefully we can raise a heap of money. If I can just get up at an auction and lunch and raise that much money, I think we can raise a lot of money doing this walk,” he said.
To support the Lighthouse to Lighthouse walk and the Children’s Cancer Institute, you can donate to the event, join the walk and start your own donation page, or become an event sponsor. Donations can be made through the Children’s Cancer Institute website
Mark and Wayne Bayfield with logo designer Jacob
The Crown and Anchor saved from demolition
Beloved Adelaide pub and live music venue, the Crown and Anchor Hotel, has been saved from demolition after a community campaign advocated to protect the cultural significance of the 171-year-old venue.
Locals rallied together to shield the pub from a new development plan that would leave only the heritage-listed façade behind, with the Save The Cranker campaign culminating in a rally on Sunday 18 August.
Taking the stage at the rally, South Australia Premier Peter Malinauskas announced a compromise which would not only save the pub, but make it the most protected pub in South Australia.
On stage, Malinauskas announced his commitment to preserving the Cranker’s use as a live music venue and hotel, stating: “Tomorrow, I’ll be in Cabinet, bringing in a submission to craft a special purpose piece of legislation that we will introduce into Parliament in one weeks’ time that will save the Cranker.”
Later, he explained that his submission will protect the Cranker by bestowing the developer the rights for an accelerated development approval process, allowing them to build a higher student accommodation facility immediately adjacent to the pub site.
“Live music and development can coexist in our city, and what we want do as a Government is make sure we facilitate that, so that everybody wins,” Malinauskas stated.
“The other element is of course trying to provide more protections for live music in our city beyond just the Cranker, and our bill will do that by establishing rules that make it clear – if you want to develop a site next to a pub that plays live music, then you need to factor in that there will be live music in that venue for a long time to come.”
Tom Skipper, managing director of the Crown and Anchor Hotel, told Australian Hotelier: “It’s incredibly gratifying to know that the Save The Cranker campaign has achieved its goal. The Crown and Anchor Hotel has been a cornerstone of Adelaide’s live music scene and local culture for over 170 years, so seeing it preserved is a huge relief and a testament to the power of collective action.”
The power of grassroots campaigns
The continued operation of the Crown and Anchor Hotel will benefit surrounding businesses and Adelaide’s diverse live music scene, but it also demonstrates the power of a united community.
Patrick Maher, strategy director for the Save The Cranker campaign, says he is proud to have achieved this outcome for the community, and to secure the ongoing future of the Cranker as a live music venue.
“The positive response from the community and from stakeholders has been overwhelming. In less than six months we have had a historic success by securing the ongoing future of the Crown And Anchor Hotel as a live music venue. This is something that hasn’t really happened in Australia before,” he stated.
“Our Save The Cranker campaign was only successful because of persistent hard work, clear communication, and adopting a mature and pragmatic stakeholder engagement and problem solving style.
“We’ve been speaking with stakeholders, the publican, the Government, the Premier, the opposition, the developer, for months. We’ve written tens of thousands of words worth of policy proposals, legislative amendments, State Planning Commission and Heritage Council briefings, and bespoke briefings for each politician we’ve met. The Oversight Board has been on this for 154 days non-stop – it has consumed all our free time and more,” he concluded.
Pub real estate resilient to economic pressures
Despite economic headwinds, the national pub sector is back on the agenda for hoteliers and investors, as evidenced by the sheer amount of market activity guided by JLL Hotels & Hospitality Group this year.
ECONOMIC INSTABILITY has created a complex environment for the pub landscape in the last 12 months, and despite many hoteliers experiencing revenue slowdown, the market for investment has remained buoyant, experiencing a resurgence of investor activity.
For JLL Hotels & Hospitality Group, the first half of 2024 saw deal flow and transaction momentum continue to build, with the brokerage team placing $530m worth of assets under contract or exclusive agreement in just six months.
In April, the group recorded its largest pub deal of the year, handling the sale and purchase of the Criterion Hotel, Sydney and the Crescent Hotel, Fairfield in a pub swap worth $70m.
More recently, JLL surpassed market expectations with the sale of the Cornerstone Hotel in Port Melbourne, a historic pub hitting the market for the first time in 25 years, and ultimately achieving a 4.5 per cent investment yield.
With investment activity continuing to surge, Ben McDonald, Head of Pubs, Investment Sales at JLL Hotels & Hospitality Group, has observed a genuine spread of asset profiles being listed for sale, which he says enables a wider audience of buyers to actively participate in the market.
“Our team is fortunate to have transacted a number of the highest profile hotels in the country – most of which are irreplaceable and unrepeatable from an investment point of view,” he stated.
“One live example is the Bridge Hotel in Mordialloc, Victoria, which sits on nearly two acres of waterfront land and of fers an unrivalled opportunity to own a hospitality institution with tangible trading and development scope. It’s a beautiful hotel.”
Other examples of pubs currently listed for sale by JLL
are the newly rebranded Chatswood Hotel, which has a 1am trading approval, 30 gaming machine entitlements and growing weekly revenue of $95,000; the highly profitable Newtown Hotel in Sydney’s Inner West, with weekly revenue surpassing $120,000; and neighbourhood pub, the National Hotel in Richmond, Victoria.
Re-emerging appetite for investment
Engagement in the investment market shows no signs of slowing down, with the current landscape well suited to those looking to consolidate their portfolios and diversify their revenue streams.
Speaking about his observations of market trends, and how these have evolved in the last 12 months, McDonald explained, “We are currently seeing portfolio diversification strategies play out amongst a greater number of groups as they seek to incorporate assets with varied revenue profiles into complimentary asset classes that still of fer trading synergies and economies of scale from an operational point of view.
“Accommodation assets of fer that opportunity with everything from holiday parks to mid-market and up to five-star-rated luxury hotels.
“We are also seeing heightened intertest in strong leasehold assets due to their high cashflow nature which helps bolster portfolio returns, especially if they are underpinned by ownership of the hotel licence and gaming assets,” he added.
These changing trends in demand show there’s a wide variety of hospitality and leisure assets to suit different boardroom strategies, business objectives and budgets, so speak to the JLL Hotels & Hospitality team about your hotel acquisition strategy today.
Crescent Hotel was one of the assets exchanged in a $70m deal negotiated by JLL Hotels & Hospitality Group
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The business of people
Implementing strategies to increase employee satisfaction can have wide-ranging benefits for both pub operators and their staf f.
By Caoimhe Hanrahan-Lawrence.
ENGAGED, FULFILLED, and skilled staf f are key to a pub’s success, and by providing opportunities for learning and career advancement and supporting employee wellness, pub operators can foster a positive company culture and increase business outcomes.
As well as benefits, advancement opportunities, and competitive wages, current and potential employees are also concerned with a company’s culture.
Hannah Tschaban-Healy, human resources manager at Palmer Hospitality Group, said that company culture is of high importance amid the current labour shortages af fecting the hospitality industry.
“Culture has become the forefront of our minds lately because hanging onto staff is so tough, and there’s a labour shortage in the industry. How we support our staff and give them opportunities is a point of difference for our hotel group,” she said.
For Alana Primmer, group people and culture manager at Feros Group, being a family business has a major influence on Feros Group’s company culture.
“Our staff-first culture is driven by Nick and Chris Feros, who from the very beginning have made it their priority to ensure our
Feros family values remain true in everything we do. As we grow, our focus is to ensure the systems and processes we put in place are ones that will support our desire to continue these values through all areas of the business, no matter our size.”
Being an employer of choice
Drawing in new talent and retaining those employees is one of the main concerns for pub operators when it comes to staf fing.
According to Tamara Quader, Allara Global’s head of learning design, having clear pathways for career advancement is important both for talent acquisition and for ongoing retention, as it encourages prospective and current employees to stay with the same business for longer.
“Many talented workers view job hopping as the only way to climb the career ladder or test out dif ferent careers or responsibilities. Therefore, an organisation with a prominent message about fostering employee growth and development through training and learning is more likely to attract top talent to its open positions. This not only helps build a high-performing and engaged team but also positions your business as an industry leader,” she said.
The diversity of roles across Palmer Hospitality Group provides opportunities for career progression
At Feros Group, fostering homegrown talent is of high importance, and 95 per cent of the management team started at lower-level positions within the group. This includes the current CEO, Simon Johnston, who first joined Feros Group as a part-time bottle shop attendant before moving on to other roles from bartender to group operations manager, and eventually CEO.
“This is important to us for a variety of reasons. Staf f who have worked with us in multiple areas of our venues understand our business in detail before taking on a management role, they understand our Feros family values, they have experienced it themselves and know it aligns with their personal values and it shows all staf f the career paths are available and achievable within our group,” Primmer said.
Highlighting the diversity of roles within a group can also be appealing to employees, as Tschaban-Healy explained.
“We have the ability for growth within our venues, because Palmer Hospitality Group ranges from small bars and cafés to restaurants and the larger suburban hotels. There is definitely room for people to grow and expand their skill set, which is a drawcard for our group.”
Palmer Hospitality Group provides winery, brewery, and distillery tours to trains its staf f on products they are selling
Feros Group emphasises the importance of both physical and emotional health for its staf f
Planning for the future
According to Hostplus CEO David Elia:
“The best way we can support our members during times of market volatility is by managing their retirement savings in a way that helps mitigate the impact of this volatility,” he said.
The Employer Education Hub, which is provided by Hostplus, is designed to help members understand their super. It includes resources such as posters, videos and digital images that reinforce simple, action-oriented messages about super, and can be accessed online.
In addition, Elia said that Hostplus’ support for the hospitality industry extends beyond providing an industry superannuation fund.
“In recognition of our origins and continued connections with the hospitality and tourism industries, Hostplus is proud to support the sector in a range of ways,” he said.
“Our commitment extends beyond conventional support, as we remain dedicated to fostering innovation and talent within the hospitality sector. Throughout 2024, Hostplus proudly sponsors industry-specific awards including the Australian Hotels Association State and National Awards for Excellence and the Restaurant & Catering Hostplus Awards for Excellence.”
Providing pathways
Of fering regular and diverse training to employees increases both performance and employee satisfaction, as well as empowering employees to advance in their careers.
“Investing in relevant and engaging training is a great approach to reducing high turnover rates and meeting employees’ evolving expectations. By providing opportunities for growth and development, companies can foster a sense of investment in their staf f. When employees feel valued and empowered to advance their careers, they are more likely to demonstrate loyalty and commitment to the organisation,” Quader said.
A solid training and on-boarding structure allows pub operators to hire based on potential and personality, rather than prioritising a certain set of skills.
“As a company, our priority when recruiting is to ensure we are focused on the cultural fit of a person rather than focusing on their job specific skills. We are confident in our training and development programs that if we are recruiting people who align with our Feros family values, we can provide them with the time and resources to develop their job-specific skills,” Primmer said.
At Palmer Hospitality Group, investing in employee skill-building has led to an increase in performance.
“We hold dif ferent training sessions, such as wine immersion trips, brewery days, distillery tours. We usually send our staf f out to those sessions every couple of months just to learn about their products. It gives them some knowledge and upskilling so that when they’re working, they have a solid understanding of the drinks and the beverages that they’re selling,” TschabanHealy said.
Quader encouraged employers to use diverse learning methods when delivering training, to increase employee engagement.
“To engage your team, use various learning methods, such as gamification, role-playing, and short quizzes, to keep the training fun. Online courses can be nice, short modules that are not onerous and accessible anytime. When designed well, they will be fun and keep the learner engaged. Some of our customers reward their employees with discounts for completing certain courses, and keeping their learning up to date.”
Supporting staf f wellbeing
As well as investing in skills and experiences that are immediately relevant to the day-to-day work of pub employees, many operators aim to support their employees in other areas, particularly when it comes to mental health.
Prioritising employee wellbeing has wide ranging impacts, both in the workplace and beyond.
“Mental health has become really important. It’s about making sure that staf f are in their best place personally, which is great for the business and great for them as well. We want people to be happy when they’re at work. Being able to give the staf f some of those other skills and information sessions in those dif ferent areas can only benefit our staf f and us,” Tschaban-Healy said.
For Primmer, supporting the physical wellbeing of staf f is also an important part of fostering a healthy and positive work environment.
“Staf f wellbeing is important to us as we try to ensure a balance between our staf f’s physical and mental wellbeing.
We of fer regular fitness challenges that focus on setting goals to change habits for both physical and mental wellbeing. Each challenge has a dif ferent focus, with the most recent being a Battle of the Venues to focus on teamwork while working on their own personal goals,” she said.
Empowering staf f to grow professionally and personally has a positive impact on a business, and can aid the growth of a pub group or venue. Prioritising staf f wellbeing is beneficial to employers, employees, and customers.
Feros Group has retained many staf f members for decades, holding dif ferent positions in the group
Palmer Hospitality Group is upskilling its workforce with WSET training.
SUPER FUND OF THE YEAR
Hostplus is a top-performing super fund that puts members first. That’s why we’re proud to have been named Money magazine’s Best Super Fund 2024. Judged on strong performance, value for money, and an ongoing focus on members, we’re thrilled to receive this recognition.
Compare Hostplus
Best Super Fund 2024 is awarded by Money magazine. Visit moneymag.com.au for awards criteria. Awards and ratings are only one factor to consider when choosing a super fund. Past performance is not a reliable indicator of future performance. General advice only. Before deciding, consider the relevant Hostplus PDS and TMD at hostplus.com.au and your objectives, financial situation and needs, which have not been accounted for. Issued by Host-Plus Pty Limited ABN 79 008 634 704, AFSL 244392 as trustee for the Hostplus Superannuation Fund ABN 68 657 495 890. HP2815
Shaking up tradition
As demand for well-crafted cocktails in the pub setting surges, Molly Nicholas explores the opportunity for publicans to enhance their of fering and broaden their appeal.
THE TRADITIONAL image of a pub might conjure thoughts of a cold beer, but the pub landscape is undergoing a noticeable shift, with cocktails quickly becoming an integral part of the experience.
From the Millennials seeking Instagramworthy drinks, to the casual after-work crowd looking for a refreshing Spritz, cocktails cater to an array of tastes and occasions, making them a key ingredient in the future of Australia’s pub culture.
In regional New South Wales, the award-winning Public House Albury is known for doing things dif ferently, and the extensive cocktail list is no exception. During the week, wine is still a popular choice, but on the weekends, cocktails take the lead.
Public House director Jodie Tiernan says: “As the week progresses to Friday and Saturday, cocktails take centre stage with favourites like the Espresso Martini, Pina Colada, Margarita and various unique signature cocktails dominating orders.
“On Sundays, there’s a mix of wine and cocktails. Notably, our preordered and prepaid cocktail trees are consistently top sellers, especially on Saturday nights.”
While cocktails might appeal more
to weekend drinkers, cocktail culture in general is growing, and patrons don’t discriminate on the occasion or setting, Kevin Peters, beverage director – cocktails & spirits at Australian Venue Co. (AVC), outlines.
“Ten-plus years ago people would have cocktails to celebrate a milestone, only really available at top-tier cocktail bars. These days, cocktails are available everywhere, from local pubs, cafes and restaurants to RSLs and sporting clubs.”
Paul Chugg, general manager of the Paddington Tavern, strikes a similar tone, observing a shifting preference for cocktails at the Brisbane pub.
“People want more from their experience now, and cocktails definitely add to that. They don’t want to just come and have a cold beer anymore, they want to get something different out of their pub visit, and cocktails play a big part in creating something you can’t experience at home.”
Cocktail craze
There are many reasons cocktails are finding popularity in the pub landscape, one being their perceived af fordability compared to alternatives.
Cocktails are no longer only for celebratory occasions
With beer and spirits excise and inflation continually rising, the cost of a cocktail is no longer such a hike from the standard schooner or simple spirit serve. Now, patrons who wouldn’t previously purchase cocktails are willing to make the leap for a premium experience.
They might present more bang for your buck, but cocktail popularity can also be attributed to the demand for memorable experiences, and storytelling is an important element in this.
At Public House, signature cocktail has been named after members of the extended Public House family, and sharing these stories with customers is amplifying sales.
Take for example Joi to the World, comprising Grey Goose Vodka, Licor 43, lemon juice, passionfruit pulp and egg white, named after Tiernan’s mum Barbara Joi Gould; or Jules’ Jaf fa Cake Gin Spritz, named after Tiernan’s sister, featuring a mix of Bombay Sapphire Gin, Cointreau, Prosecco, fresh orange soda and jaf fa cake.
“Customers love hearing the story relating to the cocktail they’ve purchased. For a family-owned and -operated pub in a regional town, sharing these stories
has helped boost the popularity of our cocktail sales,” says Tiernan.
But, with the desire to of fer something unique, comes the practicalities of executing it well. Developing a cocktail program can be daunting for publicans as logistical considerations come into play.
At Public House, configuring a special cocktail station has enabled easy execution, and Tiernan encourages publicans to consider whether their bar layout is conducive to smooth service.
“Establish a dedicated cocktail station to streamline service for your customers and implement a ticket system for orders – providing customers with a receipt for clear and transparent communication.
“Install shelves at the cocktail station for easy access to spirits, juices, and syrups, and have a cocktail fridge nearby stocked with essential ingredients.”
Tiernan added: “Ensure that cocktail glasses are always within reach for quick and ef f icient service, and use Eskys to maintain the freshness of mint, flowers, and large ice cubes near the station. Keep all garnishes, such as dehydrated fruits, at the station for quick and attractive cocktail preparation.”
Simplifying your service
Scheduling dedicated staf f for cocktail making might be the obvious way of elevating your service, but it’s a luxury that smaller venues can’t always af ford.
In this instance, Peters recommends stripping things back and ensuring that what you’re of fering can be executed simply, even during your busiest periods.
“I treat writing a pub menu the same as writing any cocktail menu for a venue, the aim is to ensure you are picking the right things for the target customer.
“Whether it’s a pub in outer Queensland that has an older demographic or innercity cocktail bar that sees high foot traf f ic, ask yourself ‘is this what I want to drink, or does this suit the customer?’ If you keep your target customer front of mind, you’ll curate a great menu.”
To reduce pressure on bartenders and ensure consistency, Public House conducts dedicated staf f training nights, giving team members the opportunity to prepare, mix and taste the menu.
“For each cocktail on our menu, we create recipe cards that list the exact ingredients, the steps to make the cocktail in order, the appropriate glass to use, and
Diageo’s draught cocktails ease speed of service during peak trading periods
Cocktail trees can be pre-ordered by groups at Public House Albury
the garnish. Additionally, a photo of the cocktail is included next to each step,” explained Tiernan.
An even simpler solution is to introduce draught cocktails, which can be implemented in two ways. Removing the need for time-consuming preparation during service, many bartenders choose to batch-prepare house-made cocktails and serve them on draught.
Peters explains: “They can increase ef f iciency and maintain a consistent standard, and if utilised correctly, provide the opportunity to innovate and experiment with new recipes. Draught cocktails are amazing when done right, the key is ensuring quality is never dropped for ef f iciency.”
Popping up on tap banks due to their convenience, manufactured draught cocktails are also gaining traction.
According to Paul Hannan, Diageo draught cocktails innovation manager, they offer a cost-effective solution in the face of rising spirits prices, with a longer shelf life than traditional ingredients, reducing waste and spoilage.
“It simplifies inventory management and training requirements, as staf f can serve perfect cocktails with minimal ef fort and expertise. Draught cocktails also create a unique selling proposition, dif ferentiating the venue from competitors and attracting a broader clientele seeking innovative and convenient drinking options.
“This approach helps maintain competitive pricing, encouraging repeat purchase and increasing overall profitability for operators,” he stated.
At the Paddington Tavern, introducing Diageo’s draught cocktails has allowed the venue to reduce wait times and relieve pressure on staff when demand is high.
“We’re 500 metres from Suncorp stadium and we’re a busy pub anyway, but on event days we can be bombarded with 1000 people for two hours before the game. Being able to pump out cocktails quicker than normal has really benefitted us,” says Chugg.
“For example, for the State of Origin this year, we only of fered tap cocktails, and it allowed us to pump them out. I had one person pouring them, rather than having to shake and make, it definitely benefitted speed of service.”
Using draught cocktails, the Paddington Tavern has simplified its service to meet demand in busy periods, but staf f are still attentive to presentation to curb any consumer doubts about authenticity.
“Just like some people think wine shouldn’t be on tap, some people think cocktails shouldn’t be on tap. There are some people you’re never going to change the attitude of, but overall, I feel that people are really getting on board. The flavours are great, so I don’t think our customers are too worried that they’re coming from draught,” Chugg explained.
What’s on the horizon?
The surge in pub cocktail sales has seen favourites emerge among patrons, and classics like the Passionfruit Martini and Espresso Martini have been especially popular, Hannan explains.
“These options combine familiar flavours with a refreshing presentation, appealing to a wide audience. Additionally, fruit-forward cocktails such as the Pink Martini and Strawberry Daiquiri have gained traction for their vibrant taste and visual appeal. These cocktails exemplify the blend of tradition and innovation that consumers crave to elevate their drinking experiences.”
Flavourful concoctions might be capturing adventurous consumers, but Peters has also observed the growing popularity of one particular spirit base.
“Tequila is booming across the world, it’s a missed opportunity to not have a minimum of one or two Margaritas on your menu – regardless of how big or small it is,” he says.
As cocktail culture evolves, these trends will continue to change, but Hannan highlights the overarching preferences shaping future trends.
“There’s a growing preference for premium and craft options, reflecting a broader trend towards quality and artisanal experiences. Healthconscious choices, such as lower-sugar and low-alcohol cocktails, are also gaining popularity, catering to a more mindful drinking culture.”
DELICIOUS COCKTAILS ON TAP
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AUSTRALIAN HOTELIER
Elevated
Reimagining the snack experience
A well-crafted snack menu is emerging as a key strategy to enhance guest experiences and drive revenue in pubs, writes Deb Jackson.
IN AN era where patrons are increasingly cautious about their spending, pubs are reimagining their food of ferings to enhance customer experiences and boost revenue. One key opportunity is the evolution of the snack menu. No longer just an afterthought, snacks are becoming central to pub dining, providing a way to engage guests and drive additional sales.
A prime example of this trend is at the White Horse in Sydney’s Surry Hills, where the pub has been revitalised featuring a vibrant downstairs restaurant complemented by a more casual, snackfocused menu upstairs.
The essentials of a snack menu
Jed Gerrard, the executive chef at White Horse, spoke to Australian Hotelier about the importance of a well-curated snack menu.
“A strong snack menu lets guests on a smaller budget enjoy the same experience as those who
can spend more, so it’s about making sure what we of fer meets the dif ferent needs and budgets of our guests,” he says.
“For me, a good snack menu should of fer a mix of flavours that keep things interesting, without being too complicated. It’s also key that the snacks work well with the drinks on of fer –something tasty and easy to enjoy with whatever you’re sipping.”
Gerrard says when it comes to snacks, people gravitate towards familiar favourites such as oysters, house-made French fries, and veggie crudités with smoked eggplant dip. At White Horse, a crowd-favourite is the steak sandwich.
For internationally renowned chef Chris Rendell, he says that generally speaking, the snack portion of a menu in a pub is for “that in between time” where people know they can pop into a pub during an of f-peak time and will still be able to get a topquality snack with their drinks.
Recently Rendell spearheaded the menu design at the The Beehive Hotel in Melbourne, which reopened following a 15-year hiatus. And while the historic venue will still be a place for music and boozing, this time around there’s a strong focus on food.
A core item on the menu is The Beehive’s housemade focaccia or wood-fired pizza bread, which can be smeared and topped with a selection of accompaniments – from whipped parmesan drizzled in basil oil, and chicken liver parfait, to heirloom tomatoes with toasted buckwheat and finger lime, or prosciutto San Daniele.
Shareable snack experiences
It’s dishes like these that make for a great snack menu, says Rendell, who also highlights that a snack menu should include finger food that is easily shareable.
Following years abroad as a chef in London, New York, and New Zealand, Rendell says that it was great to be back in Australia curating the menu for The Beehive Hotel, and seeing how the pub culture and the quality of food in pubs has significantly improved since he was here last.
“Having lived in New Zealand for five years, we don’t really have that same pub culture. So, being back in Australia, specifically in Melbourne, it was great to get around to a few places and see what
people are doing. There is really some great food coming out of some great pubs,” he said.
The design of a snack menu is crucial for its success and White Horse’s Gerrard emphasises that a pub’s menu should align with the venue’s overall concept and appeal to its target audience. He also suggests giving the menu a seasonal revamp to keep things fresh and interesting for customers, giving them an opportunity to come back and try something new.
“The snack menu should really capture the venue’s identity and concept,” he says. “It’s important that it speaks to our target audience and pairs well with the drinks we’re serving.”
This approach not only enhances the drinking experience but also establishes the pub as a destination for quality food. A well-curated snack menu also plays a vital role in extending dwell time, encouraging patrons to stay longer and order more.
As Gerrard explains: “A solid snack menu means they can stay and eat instead of heading to another venue when they get hungry.”
This extended stay is valuable for maintaining a lively atmosphere and driving additional sales throughout the day.
Of f-peak opportunities
Eleanor Knight, head of future growth innovation ANZ at McCain Foods, says that pubs need to
There is an opportunity to raise the bar of food options outside of lunch and dinner.
Eleanor Knight, McCain Foods
The new Pickers range by McCain Foodservice
Foccacia is a core snack menu item at The Beehive Hotel, and you can pick from a range of accompaniments
think creatively about generating revenue beyond traditional mealtimes.
“With more than 40 per cent of Aussies now snacking instead of having a proper meal at least once a week, having a well-curated snack menu designed to cater for the blurred lines of food consumption is critical,” she says.
the market to deliver on-trend and inspirational menu additions.”
The Pickers range includes versatile items like Cauliflower Bites, which can be used across dif ferent menu applications – from starters and sides to bar snacks and main dishes.
For me, a good snack menu should of fer a mix of flavours that keep things interesting, without being too complicated.
Jed Gerrard, White Horse
“Non-traditional dayparts (i.e. outside of lunch and dinner) typically represent two-thirds of the total venue operational hours, but potentially only generate one-third of the daily revenues,” she explains. “So, there is an opportunity to raise the bar of food options outside of lunch and dinner.”
Knight highlights that almost 25 per cent of patrons are heading to pubs at least once a month for drinks-only occasions, so of fering versatile food options is a way to entice customers to stay longer.
She says that with its extensive and experienced foodservice field team, McCain Foods plays a significant role in supporting pubs with high-quality snack options.
“We see ourselves as your committed team of industry professionals who deliver high-quality products that ensure your customers have a memorable dining experience,” she says.
One recent addition to McCain’s of ferings is the Pickers range, a selection of savoury bites designed to complement existing foodservice options.
“Pickers is the new range of Savoury Bites to complement the existing McCain Foodservice portfolio,” Knight explains. “With a range of six products that are bite-sized shareable snacks and made in Australia from premium ingredients, the range of fers dif ferentiation to what is available in
When designing a snack menu, pubs should consider several factors to maximise both appeal and profitability. Knight of fers these key principles: “The ideal snacking menu should have a minimum of seven options to maximise customer appeal.”
She recommends including a variety of items with two types of protein (things like chicken wings or salt and pepper calamari), a few vegetarian options (cauliflower bites or onion rings), one or two carbohydrates (fries and wedges are staple crowdpleasers), and a few indulgent menu options (such as mozzarella sticks or mac and cheese).
Knight also highlights the importance of menu presentation, saying: “Statistics show that 68 per cent of people can be influenced to purchase food when a menu catches their eye. Nearly 50 per cent of customers (48.7 per cent) said a snacks menu at the bar would influence them to order a snack or sharing side to accompany a drink at a pub.” This underscores the impact of a visually appealing and diverse snack menu in driving additional food and drink sales.
A well-executed snack menu of fers numerous benefits to pubs, from extending dwell time and increasing revenue to enhancing the overall customer experience. By of fering a range of appealing, high-margin snacks and aligning them with the venue’s concept, pubs can create a more engaging and profitable environment.
Some the snack options on the launch menu at White Horse, which has since been updated
PRINCIPAL PARTNER OF
Rule the roost
Molly Nicholas explores how the venues putting a creative spin on classic Aussie pub fare are redefining the pub landscape.
MOST PEOPLE associate pubs with a pint of beer and familiar food, but more and more, patrons are seeking creativity in the pub dining landscape.
For many, the chicken schnitzel and parma are the heart and soul of pub grub, and hoteliers across the country are finding out how a gourmet twist on these classic dishes can redefine what a night in the pub is, and who it appeals to.
One pub leading the revolution is the Skinny Dog Hotel in Kew, whose month-long Mystery Bet Parma Special was inspired by parma-loving local Nick Vaananen – who regularly directed parma topping ideas to the pub.
Ro McQueen, Skinny Dog Hotel Events Manager, says patrons were encouraged to submit their dream topping combinations each week in August.
“At the moment most pubs are of fering the same weekly promotions, [but] having a twist where there is an interactivity angle, where you can also potentially win a parma for free, means people feel like they can get involved with their local pub.”
Regularly visiting the Skinny Dog Hotel for a Thursday feed, Vaananen put forward the first special, a gyros parma with slow-roasted lamb, tahini yoghurt, pickled onion, crumbled feta and coriander, sparking an exciting response in the weeks that followed.
“We were getting messages through on every medium with weekly parma topping submissions, with the winner coming down on Thursday and enjoying their creation. It’s something fun and interactive and goes a bit deeper than your usual weekday pub of fering,” added McQueen.
One of the schnitzel dishes at Royal Hotel’s degustation dinner
Epic eats
Looking to generate a buzz that appeals to foodies and casual diners alike, hospitality group PHMG put its own spin on the chicken schnitzel at The Royal Hotel, Paddington, hosting an eight-course degustation dinner that celebrated the pub staple in a more refined way.
Brooke Fitzpatrick, PHMG Marketing Manager, explains: “The schnitzel is comforting and nostalgic, so we thought it would be exciting to explore its versatility through a degustation format. Our aim was to create a memorable evening where patrons could enjoy familiar flavours in innovative ways.”
The menu included dishes such as a scallop ceviche schnitzel with pangrattato crumb, Italian-style eggplant schnitzel with Siciliana sauce and a poached rhubarb schnitzel, each paired with beers from 4 Pines Brewery, available at $95pp.
Excited about his gourmet approach to one of Australia’s favourite dishes, Scott Greve, Head Chef at The Royal Hotel, began by exploring creative variations of the classic chicken dish.
“The menu featured dif ferent types of schnitzel, such as classic veal and herb-crusted chicken, each paired with unique sauces and sides like truf fle mashed potatoes and seasonal vegetables. Each course was designed to highlight the schnitzel while keeping the overall dining experience cohesive and exciting,” he says.
Pubs are often synonymous with simple comfort foods, but drifting too far from pub classics wasn’t a concern for Greve, who enjoyed being experimental.
“I see these dinners as a chance to push boundaries while still honouring the essence of pub food. It’s essential to maintain a connection to our roots, but I also believe experimentation can bring new life to classic dishes.
“The idea is to create a multi-course experience that feels special but remains approachable. I aim for dishes that can intrigue and excite our guests without
alienating those who appreciate the comfort of traditional pub fare,” he added.
Dining redefined
While such experiences can elevate a pub’s appeal, going beyond the usual pub fare involves the complexities of menu planning, sourcing ingredients and customer alignment.
A rotating interactive menu like the Mystery Bet Parma Special could have put additional pressure on the kitchen using new ingredients and anticipating stock levels, but McQueen says the team quickly adapted.
“The kitchen team had no issues managing it as there was adequate time set from last submission to choosing the winning toping and ordering ingredients. The kitchen team are waste-conscious, and ingredients not used were able to be utilised in other dishes and daily changing specials.”
Another challenge for operators is ensuring that you’re catering to the right audience. For Fitzpatrick, this means striking a balance between classic pub grub and elevated dinner options, appealing to patrons on both ends of the spectrum.
“By of fering both experiences, we cater to a wider audience and showcase our
versatility. It allows guests to enjoy the familiar comfort of their favourite dishes while also having the opportunity to indulge in something special. This contrast creates an inclusive environment where everyone can find something they love, making our venue a destination for various occasions,” she said.
From the classic schnitzel to the degustation dinner, the Royal Hotel caters to dif ferent clientele, and the team have implemented a mix of social media, email newsletters and in-house promotions to ensure each variation reaches the intended audience.
“We’ve seen significant traction, especially on platforms like Instagram and Facebook, where we can visually showcase our of ferings. The excitement generated by these events tends to create word-of-mouth buzz, further amplifying our reach,” added Fitzpatrick.
Having received overwhelmingly positive feedback about the degustation dinner, the team at the Royal Hotel are already preparing for their next elevated dinner event, The Royal Truf f le Dinner, a luxurious five-course menu pairing Australian truf f les with wine.
Similarly, the Skinny Dog Hotel is preparing to welcome its month-long Mystery Bet Parma Special back to the pub next year.
Skinny Dog Hotel regular Nick Vaananen with his gyros parma special
Honest and rugged
Now that Paul Wilson’s autumn residency at McLaren Vale Hotel has come to a close, the accomplished chef reflects on regional dining and reflecting an area through food.
RENOWNED CHEF Paul Wilson has completed his autumn residency at the McLaren Vale Hotel, operated by Palmer Hospitality Group. Throughout the residency, Wilson has revitalised the venue’s food of fering with locally focused and elevated bistro-style dining.
Throughout his decades in the industry, Wilson estimates that he has participated in more than 20 restaurant openings, both for his own projects and with other operators. During the past 15 years, Wilson has run his own business as a restaurant consultant, representing respected venues such as Icebergs in Sydney. In addition, he was one of the founding members of the Melbourne Pub Group, which has since sold its assets to Australian Venue Co.
Prior to the onset of the pandemic, Wilson moved to Sorrento with the vision of opening a new pub in regional Victoria. While the impacts of Covid meant that Wilson was unable to open his venue, he was instead af forded a chance to reassess his career trajectory.
“I stayed in Sorrento and just worked as an executive chef at a local restaurant. I did quite well, and won a hat. It was during that weird time with two years of lockdowns
Bellevue Dining at McLaren Vale Hotel
I thought that if I could… [assist] by training the next generation of chefs and giving opportunities to suppliers, it would be a nice way to finish of f my career.
in Melbourne, so it was just survival mode. During that period, though, I rediscovered my love for cooking and my enjoyment of country life,” he said.
In addition, the combined ef fects of the pandemic and the current economic climate on the hospitality industry pushed Wilson to reconsider his consulting business.
“Consulting work was thinning down because the industry was in a state of flux, and no-one was really opening restaurants. The industry was pushing me towards employment, and I wanted to stay in a role where I could be really creative,” he said.
Moving to Adelaide to be nearer to his wife’s family, Wilson began looking for a new role, and was introduced to Palmer Hospitality Group director, Martin Palmer, through mutual friends. Wilson was then of fered a residency at the McLaren
Vale Hotel and is now transitioning to a wider role focusing on the dining of fering across the group.
A REGIONAL APPROACH
Whereas the majority of Wilson’s experience has been in inner-city venues, crafting a menu for a regional venue such as the McLaren Vale Hotel required a different approach. While a metropolitan menu can be primarily driven by the venue’s identity and point of difference, Wilson sees a regional menu as being driven by its clientele.
“In regional areas you have two kinds of customers: locals, who are critically important, and urban travellers with a passion for your area. In our case, due to the wine and coastal tourism aspects, the hotel has both hooks to work with,” he said.
Despite the prestige of the wine industry in McLaren Vale, Wilson explained that the area still has a regional town feel.
“The McLaren Vale Hotel was already established as a popular pub, and quite posh for the area. The wineries in the area are fantastic, and they’re very international, but McLaren Vale itself is very rugged. It’s a real country town, and most of the hospitality offerings are pretty fair dinkum,” he said.
In line with the preferences of the local patrons, a more traditional menu was provided at the Vale Bar, with an elevated of fering at Bellevue Dining. Wilson said that this approach saw success.
“It took longer to win over the local bar flies, who were more enthusiastic about true blue pub foods; a meat, potato, and gravy crowd. We adapted the bar menu to of fer a great version of this comfort food, and now everyone seems happy.”
INSPIRING SURROUNDS
When creating the Bellevue Dining menu, Wilson primarily sought to reflect the surrounding McLaren Vale region in his dishes.
“With the proximity to the ocean and the rolling hills, it’s a sight to be seen. McLaren Vale has everything going for it: good soil, a good climate for winegrowing and distillation, and some of the most exciting young guns in the wine industry coming out of this state. It’s a cultural dream.
“All this meant in my mind that the food had to have a retro and European feel, with flavours that complement wine, and that it didn’t take itself too seriously,” he said.
Chef Paul Wilson
This focus on regionality also led Wilson to prioritise the use of local produce in the dishes.
“For me, the important features were exposing seasonal produce in South Australia and McLaren Vale producers. For example, 80 per cent of food was genuinely local to the McLaren Vale and Fleurieu areas. Essentially every dish had a local story and supported the community,” Wilson said.
As well as proving popular with tourists and other hospitality professionals, Wilson said that the new menu bolstered the McLaren Vale Hotel’s beverage performance.
“The venue has a terrific wine list, and it’s not a typical wine list for a pub. Some of the wine wasn’t being drunk because the food didn’t correlate with the quality and artisanal nature of the wine. My menu boosted wine sales, and it has increased interest in drinking wine in the pub.”
PERSONAL FAVOURITES
One of Wilson’s favourite dishes on his menu heroed exotic mushrooms from local grower Choice Mushrooms.
“We make a dish with raw egg yolk, truf f les, and truf f le pecorino. You mix the egg yolk through when the mushrooms are warm, which makes a sort of carbonara sauce. It’s really yummy,” he said.
When it comes to mains, Wilson would opt for the corned beef cheek from Ellis Butchers, served with root vegetables and white onion sauce, or the onion tart served with Woodside Cheese Wrights’ goats cheese.
“If I were to have a dessert from the menu, I would probably go for bread-and-butter pudding, because it’s nostalgic and reminds me of my mother’s cooking in England,” Wilson said.
“In retro times, you made things to share and to enjoy as a family or a group, and dishes were made from simple ingredients. I like that approach to this area. It’s quite rustic, quite rugged, and honest.”
NEXT STEPS
Wilson has relished the opportunity to work in a kitchenfocused role at the McLaren Vale Hotel, and to build connections with diverse contributors to the hospitality industry.
“I’ve come out of an executive role, where I wasn’t wearing a chef’s uniform, and I was more of an orchestrator and a leader of large teams. To be part of a team, to be hands on and creative and working closely with suppliers, going to the markets, going to visit farmers, are all things I did when I was top chef. I really loved that time in my career, and it was fantastic to go back to those roots,” he said.
As Wilson transitions into to a wider role across Palmer Hospitality Group, Zac Kranjcec will take over as head chef. Formerly from Fishbank in Adelaide, Kranjcec was selected by Wilson, and the pair have worked closely together as Kranjcec takes the reins.
In his new role, Wilson particularly looks forward to sharing his extensive industry experience with the next generation of chefs.
“I was attracted to Palmer Hospitality Group because of its people-first culture. I am at the stage of my career where I have a strong desire to give back and share my knowledge from a 30-year career at the top of European and Australian hospitality. The group is very diverse with pubs, restaurants and regional outposts, so there’s a lot of scope I hope I can make a contribution to,” he said.
“It’s challenging seeing my friends in Melbourne struggling because of skill shortages and various industry challenges at the moment, so I thought that if I could address that in my own way by training the next generation of chefs and giving opportunities to suppliers, it would be a nice way to finish of f my career.”
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Early week outings
Long considered to be the hospitality industry’s day of f, new data suggests that Monday dining is rising in popularity, presenting an opportunity to maximise revenue for on-premise operators.
WHILE THERE has been much speculation about Thursday night becoming the new Friday, new data from SevenRooms reveals that Monday is seeing a surge in popularity. Of tens of thousands of reservations made through SevenRooms in 2024, 16.6 per cent of reservations were made on Mondays, with 6pm being the most popular dining time.
While Monday is often considered as the hospitality’s industry night of f, there appears to be a growing demand for dining opportunities on Mondays, with a 152 per cent year-on-year increase on Australian searches for “restaurants open Monday night near me”.
Paul Hadida, managing director, APAC GTM at SevenRooms, said the rising popularity of Monday dining has been driven by the changing nature of work for many Australians.
“We’re seeing a huge trend towards people visiting restaurants on evenings not typically considered peak nights. Monday, forever considered the industry night of f, now is one of the busiest nights for reservations. With a rise in hybrid and remote work, people are no longer bound by the traditional work week, seeking new days to meet with friends and be a part of their local communities,” he said.
Amid the current cost-of-living crisis that is seeing consumers reducing their discretionary spending, the popularity of Monday night dining indicate potentially missed revenue for venues that remain closed. However, Hadida emphasised that food spending is still an important part of many consumers’ budgets, especially those in young age brackets, such as millennials and Gen Z.
“While economic pressures are impacting
consumer behaviour, younger generations of Australians are dining out frequently, making restaurants a more regular part of their weekly routine, a third place outside of their home or workplace. Venues prioritising their guest experience, through personalisation, convenience and value, will ensure their guests are seen and heard, leading to long-time brand ambassadors, not just one-time guests,” he said.
Hadida said that many venues are looking to optimise their Monday of ferings to appeal to the growing consumer market for dining out on that day.
“Addressing the needs of these diners, hospitality venues are now open on days they might have historically been closed, like Mondays. Venues are also looking for new ways to attract, entertain and retain their customers, offering experiences, upgrades and perks that help them stand out.”
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Saturday night fever
Perth’s Aberdeen Hotel has been drawing in patrons with weekly nightclub and dance nights, with dif ferent events to appeal to a variety of ages and subcultures.
WITH CONSUMERS preferencing experienceled outings over food- and beverage-focused occasions, pub operators are looking for diverse ways to engage their patrons, and to entice new clientele. Perth’s Aberdeen Hotel has been of fering regular nightclub nights, running up to three events a night across its multiple function spaces.
Currently, the Aberdeen Hotel is not operating as a traditional pub, primarily focusing on these Friday and Saturday night events. This is both evidence of the popularity and economic viability of these events, as well as an example of how a pub can optimise its events and function spaces.
The Aberdeen is owned by Mario Madaffari, who also owns Perth nightclub, The Paramount, and Discovery nightclub in Darwin. Aberdeen Hotel venue manager Milly O’Dwyer said that there are plans to open the venue up to traditional pub operations in the future, but due to Madaffari’s nightclub expertise, the current focus is on evening events.
“Mario bought The Aberdeen in September 2022, did some renovations and then of ficially reopened in February 2023. Prior to the renovations, it was quite rundown and not operating at its full capacity. We’re just building Fridays and Saturdays to start with, and we do a lot of functions as well,” she said.
With a total venue capacity of 1480 people, The Aberdeen Hotel is able to run multiple events
at once. Three events run every week: Electric Cowboy on a Friday night, and The Deen Saturdays and Club Humble on a Saturday night. In addition, party and events promoters and private functions will regularly book one of the three main spaces throughout the venue.
Diverse Friday nights
The highlight of Friday nights at the Aberdeen Hotel is Electric Cowboy, a country music night popular for its weekly line dancing. There are also regular countrythemed activations, such as mechanical bulls.
O’Dwyer said that Electric Cowboy draws in a diverse crowd.
“Country music is very popular at the moment across the world, so it’s quite a mixed age group, anywhere from 18- to 45-year-olds, and a mix between females and males. On the other side of the venue on Fridays, it just depends what events are on. If it’s a techno event, for example, that’s quite a niche genre, but also quite a diverse age range,” she said.
The line dancing is the main drawcard for Electric Cowboy, and af fects the time that patrons choose to visit The Aberdeen Hotel.
“A lot of people come to Electric Cowboy for the line dancing. We have a lady called Claire from Cherry Steppers, and she has a mic and instructs
Dif ferent event styles and music genres draw in diverse crowds
people how to line dance. I’d say it’s more of an early crowd on a Friday. We do want it to be a bit later, but it’s a bit tough to build a late crowd on Fridays in Perth,” O’Dwyer said.
Events at the Aberdeen Hotel cater to a wide variety of music genres such as country, hip-hop and R&B, emo, punk, techno, and the latest pop hits. According to O’Dwyer, the time that guests enter and leave events usually depends on the style of event and the subculture it caters to.
“Because a lot of people come for the line dancing on Fridays, we’re looking at changing the line dancing times. Really, how late the event runs just depends what we have on. If you have a techno or a hip-hop night, they tend to come later, around 10 or 11pm. We find those promoters want to go until 3 or 4am, but unfortunately, we’re only licensed to 2am.”
Energetic Saturdays
On Saturdays, The Aberdeen Hotel hosts The Deen Saturdays, a commercial party night, and Club Humble, which showcases the latest in hiphop, rap, and R&B. It’s a popular night, with a line-up for entry from 10pm.
“On a Saturday, people register through Megatix for free VIP entry, which allows them to line skip. That’s quite popular because no one wants to line up,” O’Dwyer said.
The Aberdeen has multiple ways to maximise customer spend, including drink discounts and VIP options.
“At the moment, we do $6 base spirits for everyone arriving before 11pm. That’s another way to get people in earlier, because obviously with the 2am license, you want people to be coming in early because you only have until 2am to trade,” O’Dwyer said.
While drink discounts encourage guests to enter the venue earlier, some guests are evidently willing to spend more for a premium experience, as evidenced by the popularity of the VIP booths in the Club Humble space.
“VIP booths are very popular, especially in the Club Humble room. I find that booths are very popular with rap, hip hop, and R&B of ferings. Booths are normally booked out on a Saturday in the Club Humble Room, and then people walk up on the night wanting to book a booth.
“When you book a booth, it’s a $600 minimum spend, and you have a personal hostess to serve your drinks, because people aren’t allowed to pour their own spirits. Our hostess will stay in the booth until the $600 spend is up, and if the guests want to purchase more, they certainly can order their drinks there all night,” O’Dwyer said.
Whether offering locations for DJs to perform, hosting party promoters, or planning their own weekly events, regular party events can build a regular customer base for a pub venue, as well as optimising potentially underused events spaces. With different music genres and themes drawing in diverse crowds, late-night events can be customised to suit a venue’s existing or desired clientele.
Sounds fantastic
As The Aberdeen Hotel has such a strong focus on music, providing adequate sound systems and soundproofing is a key concern.
While the Aberdeen does have its own sound systems, sometimes music events will require specialised equipment.
“Usually, techno promoters want to bring in a different sound system. Funktion-One sound systems are really popular with techno music,” O’Dwyer said.
When it comes to soundproofing, The Aberdeen Hotel benefits from its size.
“Zone Two, our main room, is on one side of the venue, and Electric Cowboy is on the complete opposite side of the venue, with another bar called Zone One in between, so there isn’t any sound bleed between those two rooms,” O’Dwyer said.
“When have Club Humble on a Saturday downstairs, we do have the function rooms quite close to that upstairs, so that is very well soundproofed. We make sure it works well and there’s no sound bleed.”
Aberdeen Hotel
Photography by David Green
The public bar
Restoration over renovation
After a large-scale restoration that honours the old-world charm of the building, Hawthorn local The Beehive is back in business. By Molly Nicholas.
TOWARDS THE end of July, Hawthorn’s legendary local, The Beehive Hotel, opened its doors once again after a 15-year hiatus with a new, yet familiar look.
Steering the 300-seater pub into a new era, longtime friends and hospitality partners, Julien Moussi and Tony Pantano of Only Hospitality, undertook a significant transformation to return the institution to its former glory.
For many years, The Beehive was Moussi and Pantano’s local, a pub that felt like home, and when the opportunity arose to add a fourth pub to their portfolio, they couldn’t let it pass.
Moussi said: “We probably had our first beer there, so it was always a perfect fit for us. So many of our connections and network are in the local area, both business and friendship wise, so we knew we’d be well supported.
“We loved the nostalgic and iconic aspect of the building, but it was a bit of a risk, because that site has been underperforming for the last 15-20 years. We knew what we were up against, but we’re certainly happy with the way it’s started.”
A NOD TO NOSTALGIA
A recent resurgence of nostalgic interiors has seen venues around the country draw on design cues from pubs of yesteryear, but the refurbishment of The Beehive was about more than a trend – an emulation of the true history of the building.
Having a long-standing connection to the pub, the premise for the acquisition was to restore The Beehive in a way that mimics early iterations of the pub as closely as possible, Moussi explains.
“We did a lot of research of old images of the venue, the façade, and tried to use paint that would match the original colours as far back as we could go. Everything was about restoration, not renovation. Everything you see, we’ve basically stripped back to the original.”
The façade of the building is wrapped in honey tones, leading into a palette of yellows and browns through the interior, including richly-coloured heritage ceiling plasterwork.
There are many standout features at The Beehive that honour its historic charm, such as the original resting beer shelves lining the walls of the public bar and the new timber detailing that marries up with the older features of the building.
“There is an old steel-press ceiling which we’ve restored, and we’ve also restored the old terrazzo slab. For the pink terazzo flooring in the front bar we ripped up everything and cut it back to its original. It’s amazing, you can tell it’s not brand new,” added Moussi.
“The new bar has all the old detailing, it’s very period focused. Even down to the bathroom vanity, which has curves and stones all very much inspired by the older design elements and how it would have been.”
As you might expect with such a large-scale restoration, the project wasn’t without its challenges, as Moussi outlines.
“A lot of the old craftmanship isn’t being done anymore. We tried to put louvre doors on the bathroom which is very retro, but it just wasn’t feasible. That probably used to be cheap back in
the day, now you’re looking at $2000 for louvre doors. There were definitely some cost restraints that we had to manage.
“We also knew we had to find the right joiners who’d be as passionate about this project as us to pull it of f. We were able to find some great collaborators to bring it to life, but it was definitely challenging.”
INTRODUCING MODERN ELEMENTS
For design and construction, Only Hospitality teamed up with underwood, who they regularly work with on construction, and more recently design aspects.
“We’ve worked with underwood for a long time, they fulfill the brief really well. With The Beehive, it’s one of those where we had to put a lot of trust in them, because a lot of the things we tried to bring to life were hard to imagine until actually in place.
“As with anything you put a lot of blood, sweat and tears into, there’s a lot of emotion, but Qutaibah, the principal architect, did an amazing job.”
The Beehive houses several concepts under one roof. Patrons can expect to find a public bar, making up the middle section of the venue, a sportsstyle hall of fame, and a bistro dining room, which Moussi is especially proud of.
“The cork-clad dining room was a bit of a risk, because it’s quite a dated finish. The way it looks, particularly at night when it’s backlit, is just amazing, it’s a place that screams a welcoming and warm atmosphere. It’s probably the one thing that we really took apart, but it was the right call, we’re really happy with the result,” Moussi stated.
The public bar is proving a popular spot for locals, with many naturally gravitating to the area, but the soon-to-be-open courtyard is set to capture plenty of trade in the months ahead.
The backlit, cork-clad walls in the dining room have been well received
“I think the courtyard will be a really nice space, and the fact we’ve made it weatherproof will be a welcome addition come Spring. We’ve put $100,000 into an awning system that retracts back, it’s a big steel structure that can be opened and closed.
“It was obviously very costly, but I think it’s so important. The Beehive is a nicely sized pub, but it’s not massive, so having that outdoor space will really help over summer. The awning is about to be commissioned and we’ll launch that in Spring when the weather’s better.”
CREATING A BUZZ
The history of the building dates back to 1855, and while the new-look Beehive lives up to its classic pub reputation, Moussi and Pantano relaunched the venue with a new food and beverage of fering, spearheaded by internationally celebrated chef Chris Rendell with a bistro-style approach.
Moussi and Pantano called first drinks at the Barkers Road pub back in July, and since the doors swung open the response has been huge. With more than 2000 people through the door on average in the first three weeks, the hotel is of f to a positive start.
Moussi says: “It exceeded our expectations, for sure, but we still have our work cut out to make sure that we hit the mark and people continue to come back.
“A lot of our pubs are heavily seated, but at The Beehive, we’re seeing a great atmosphere in the public bar where people are happy to stand and mingle. It feels like a local, there’s a lot of mingling going on with a real community feel.”
The restored pub has attracted patrons old and new, with many of the old regulars returning to share relics of the past.
“I think the best decision we made was calling it The Beehive again, because it hasn’t had that name for so long. Every time we see the old regulars they’ll say, ‘I remember coming here back in the day’, they talk about the warm lighting and rich timber details, that’s a real theme from the feedback.”
Julien Moussi and Tony Pantano
Each to their own
Dynn
Szmulewicz from the Bat & Ball Hotel spoke about the utility of allowing each member of the operating team to focus on their area of expertise.
SYDNEY WELCOMED the return of a revitalised Bat & Ball Hotel last month, now operated by a team of five friends and stalwarts of the Sydney hospitality scene. The size of the venue and the group’s collective experience allowed each person to take on a specific role in the operation of the Bat & Ball.
The team behind the pub comprises Dynn Szmulewicz (The Little Guy, Enmore Country Club, Sunshine Inn), Zachary Godbolt (Doom Juice, Enmore Country Club), Cameron Votano (BTB, Lowkey), Rachael Paul (Sunshine Inn) and Daniel McBride (The Little Guy, Enmore Country Club, Sunshine Inn). Szmulewicz oversaw the venue’s refurbishment, and Godbolt drew on his experience as creative director of Doom Juice to lead the graphic design and social media. Votano came on board as executive chef, and Paul and McBride worked together on front of house experience and the drinks of fering.
Of f to a running start
According to Szmulewicz, it was beneficial to have all of the key players involved in the project from its genesis.
“One of the key lessons we’ve learned has been to get people involved from the start, and get them working on what they want to work on. Having everyone on board and having them working in their specialised lanes means everyone knows what they’re doing. We all collaborated, but everyone has specialised in one or two different directions. It’s been really helpful because you don’t need to think so broadly. You can just concentrate on what you’re doing in particular.
“Obviously, you can always hire more people, but it’s much easier when everyone is involved and has their own direction
and their own part to play. Everyone has been involved from the beginning and throughout the process, instead of coming in towards the end and needing to play catch up,” he said.
Szmulewicz said that the team’s collective experience in hospitality allowed them to respond to challenges that arose throughout the opening process.
“Between us, we’ve foreseen some problems, which is something you learn to do over time. We have many years of experience between the five of us, so it’s getting easier. It’s not about going by without any problems, but it’s getting easier and easier to solve.”
Something for everyone
Due to the venue’s size and its proximity to Allianz Stadium and the Sydney Cricket Ground, the team recognised that it was important to provide a diverse of fering at the Bat & Ball.
“Every place we had before was very specialised, but we needed to broaden our of fering to allow for more diversity. People pass through here from the game, and anyone can walk through the door,” Szmulewicz said.
Despite the broader appeal of the Bat & Ball, fans of the team’s other venues will recognise some familiar elements at the pub, such as the bar coaster cocktail menus and retro uniforms like those at the Enmore Country Club, and vegan options on the food menu evoking the vegan-focused Sunshine Inn.
While each member of the operating team had an individual focus for the venue, the collective vison of creating something for everyone has resulted in a diverse but cohesive of fering at the Bat & Ball, appealing to the wide range of patrons who visit the venue.
The Bat and Ball Hotel’s new operators clockwise: Rachael Paul, Daniel McBride, Dynn Szmulewicz, Zachary Godbolt, Cameron Votano
