The business is structured around multiple complementary revenue streams that extend well beyond the dinner table, reducing dependence on any single channel and increasing guest lifetime value. Value is captured across the destination dining experience, events and private hire, retail and marketplace products, culinary education, and, as the platform matures, consulting and franchising.

Non-dining revenue grows from a small base to roughly 40% of Year-5 revenue as events, retail, the academy, consulting and franchising scale. This diversification is central to the model, it lifts blended margin above a dining-only level, smooths the seasonality of tourist demand, and creates recurring, asset-light income (royalties, retail, academy) that a single restaurant cannot generate. Positioning as a destination attraction, rather than a restaurant, is what makes the premium average spend and the breadth of these streams achievable.

Venue unit economics

The experiential format carries a higher cost base than a conventional restaurant, a large culinary brigade plus performers and cultural ambassadors, but it also commands a materially higher average spend as an evening-long destination. The illustrative economics below, expressed per R100 of dining revenue, show how the premium price point absorbs the performance and labour cost while still leaving a healthy venue-level margin, before the higher-margin retail, events and academy streams are layered on top.