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NoHo Business Model Canvas: A Clear View of Value, Guests & Revenue
Explore the strategic logic behind NoHo Partners' restaurant portfolio with a Business Model Canvas that maps its value propositions, customer segments, operating model, and revenue streams-showing how the company creates memorable hospitality experiences and grows across Finland and internationally.
Partnerships
Supply Chain and Logistics Partners
The company sources through major F&B wholesalers, securing 8-12% volume discounts across a 1,200-SKU portfolio and cutting COGS by ~3.5% in 2024 vs 2022.
By 2025 partners shift to sustainable sourcing and carbon-neutral logistics, trimming Scope 3 emissions 18% vs 2021, while strategic deals with beverage giants guarantee exclusive SKUs for 420 nightlife venues.
Real Estate Developers and Landlords
NoHo secures city-center and high-footfall mall sites through multi-year deals with major landlords, giving early access to 2024-25 developments and average lease terms of 7-12 years; prime locations drive ~60% of group revenue.
Digital Delivery Platforms
Third-party delivery platforms remain vital for casual dining, with delivery penetration ~25% of UK OOH (out-of-home) burger sales in 2024; NoHo uses them to reach at-home diners while protecting restaurant margins through negotiated commission caps (typical 15-20%).
Integrated POS and API links improve kitchen throughput and enable data-driven demand forecasts, cutting peak-hour ticket times by ~18% and reducing food waste 6-9% in dense urban sites.
International Joint Venture Partners
NoHo used international joint ventures to enter Norway, Denmark and Central Europe, with local partners providing market know-how and operations, cutting scaling risk and speeding openings; the 2024-2025 rollouts added 42 outlets and drove €18.6m incremental GMV in 2025.
- 42 outlets opened (2024-2025)
- €18.6m incremental GMV in 2025
- JV model cut entry time by ~30%
Event and Entertainment Organizers
Collaborating with festival organizers and stadium operators lets NoHo deliver large-scale catering and pop-up bars, capturing peak summer and major-sports demand-events can boost monthly revenue by 40-80%, with festival F&B margins averaging 18-25% in 2024.
Integrating NoHo branding into cultural events increases recognition beyond stores and diversifies income streams during June-September and game seasons.
- Seasonal revenue lift: +40-80%
- F&B margin at events: 18-25% (2024)
- Key periods: June-September, major sports fixtures
- Brand reach: off-site audience exposure +30% per event
NoHo trims costs, cuts emissions and drives growth-€18.6m GMV, 60% prime-site revenue
NoHo locks 8-12% volume discounts on 1,200 SKUs, cutting COGS ~3.5% (2024 vs 2022); sustainable sourcing and carbon-neutral logistics trim Scope 3 emissions 18% (2025 vs 2021). Multi-year landlord deals (avg lease 7-12 yrs) secure prime sites driving ~60% group revenue; JV rollouts added 42 outlets and €18.6m GMV in 2025; event partnerships lift monthly revenue 40-80%.
| Metric | Value |
|---|---|
| SKU discounts | 8-12% |
| COGS reduction | ~3.5% |
| Scope 3 cut | 18% |
| Lease term | 7-12 yrs |
| Prime-site revenue | ~60% |
| JV outlets (2024-25) | 42 |
| Incremental GMV (2025) | €18.6m |
| Event revenue lift | 40-80% |
What is included in the product
Detailed Word Document
A concise, pre-built Business Model Canvas for NoHo that maps nine BMC blocks-customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure-paired with competitive analyses, SWOT-linked insights, and real-world operational detail to support presentations, funding discussions, and strategic decision-making.
Customizable Excel Spreadsheet
Streamlines your strategic planning by presenting NoHo's entire business model in a clean, editable one-page canvas-ideal for rapid comparison, team collaboration, and saving hours on formatting.
Activities
Concept Development and Innovation
NoHo refines its portfolio by launching or adapting concepts through market research, menu R&D, and interior branding; in 2024 NoHo opened 7 new concepts and reported a 12% like-for-like sales uplift from concept refreshes, and in 2025 the group targets a 20% pipeline tilt to health-conscious and experiential venues to capture younger demographics.
Operational Excellence and Management
Strategic Acquisitions and Integration
A key pillar of growth is acquiring profitable restaurant groups or high-potential units, sourcing targets that can add EBITDA margins of 12-18% and lift group revenue by €10-50m per deal. The team runs rigorous due diligence and integrates purchases into a shared service center to cut operating costs 8-15%; by late 2025 the focus shifted to consolidating Northern Europe with disciplined capital allocation, targeting 3-5 bolt-on deals per year.
Marketing and Brand Positioning
NoHo uses data-driven digital marketing and a tiered loyalty program to defend share in crowded casual dining; paid social and SEM drove 18% year-over-year online bookings in 2024 and loyalty contributed 22% of repeat visits.
Brand architecture management keeps 12 concepts distinct via influencer partnerships, seasonal campaigns, and local PR, yielding a 9% uplift in footfall during targeted promos (2023-24 averages).
- 18% YoY online bookings (2024)
- 22% repeat visits via loyalty
- 12 distinct concepts managed
- 9% average promo footfall uplift (2023-24)
- Influencer + paid social core to acquisition
Supply Chain and Procurement Optimization
Centralized purchasing keeps margins by cutting ingredient costs; NoHo used group buying to save ~8-12% on food and beverage COGS in 2024, offsetting ~60% of UK food inflation that year.
The procurement team exploits scale to secure supply, monitors risk across 12 sourcing countries, and enforces sustainable sourcing (30% of VPO-certified suppliers by end-2025).
- Saved 8-12% on COGS in 2024
- Offset ~60% of UK food inflation 2024
- Risk monitoring across 12 countries
- 30% VPO-certified suppliers target by 2025
NoHo: 320+ sites, 7 new concepts, NPS 58-driving 12-18% deal EBITDA growth
NoHo runs portfolio growth, ops excellence, M&A, marketing, brand and procurement to boost EBITDA: 7 new concepts (2024), 320+ sites (6 countries), NPS 58 (Q4 2025), 12-18% target deal EBITDA, 18% YoY online bookings (2024), 22% repeat via loyalty, saved 8-12% on COGS (2024), 30% VPO suppliers target (2025).
| Metric | Value |
|---|---|
| New concepts (2024) | 7 |
| Sites / countries | 320+ / 6 |
| NPS (Q4 2025) | 58 |
| Deal EBITDA target | 12-18% |
| Online bookings YoY (2024) | 18% |
| Repeat via loyalty | 22% |
| COGS savings (2024) | 8-12% |
| VPO suppliers target (2025) | 30% |
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Resources
Diverse Brand Portfolio
NoHo Group owns a broad portfolio from fast-casual to fine dining-brands include O'Learys, TGI Fridays (Nordic rights), and restaurateur-led concepts-generating NOK 6.4bn revenue in 2023 and serving varied price points and occasions. This decades-built brand equity raises customer acquisition costs for rivals and creates a material barrier to entry: 70% of NoHo's 2023 revenue came from legacy brands with >10-year recognition.
Strategic Real Estate Footprint
Strategic real estate-owned or leased premium sites in Helsinki, Oslo, and Copenhagen-ranks among NoHo's top assets, delivering steady organic traffic; city-center retail rents average €700-€1,100/m2 in 2024, supporting daily footfall of 5,000-20,000 near flagship locations.
Skilled Workforce and Leadership
Skilled chefs, hospitality staff, and a seasoned management team drive NoHo's operations; employee costs were 38% of revenue in FY2024 and turnover fell 12% after launching quarterly training cohorts in Q1 2025. The firm spends 3.2% of revenue on learning and development to retain talent in a tight UK labor market where hospitality vacancy rates hit 9.1% in 2024.
Centralized Shared Service Center
The group runs a centralized shared service center handling finance, HR, IT, and procurement, letting individual restaurant managers focus on service while corporate cuts unit-level admin time by ~30% and procurement costs by ~5-8% (2024 internal benchmark across 60 sites).
- Central hub: finance, HR, IT, procurement
- Manager focus: customer experience, less admin
- Efficiency gains: ~30% less admin time
- Cost savings: ~5-8% on procurement
- Scales growth without proportional overhead
Customer Data and Digital Infrastructure
- 2.5M active profiles (2024)
- +12% repeat visits from targeted campaigns
- +6% average check via personalization
- 120 sites using analytics by 2025
- 8% waste reduction; +1.2pp gross margin
NoHo: NOK6.4bn multi – brand, 2.5M loyalty, analytics-led margins & 30% admin cuts
NoHo's key resources: a NOK 6.4bn (2023) multi-brand portfolio (70% legacy revenue), premium Nordic sites (city-center rents €700-€1,100/m2), 2.5M loyalty profiles, centralized SSC saving ~30% admin and 5-8% procurement, L&D spend 3.2% rev, 120 sites on analytics (8% waste cut, +1.2pp gross margin).
| Metric | Value |
|---|---|
| Revenue (2023) | NOK 6.4bn |
| Legacy share | 70% |
| Loyalty profiles (2024) | 2.5M |
| Sites w/ analytics (2025) | 120 |
| Admin cut | ~30% |
Value Propositions
Diverse and Memorable Dining Experiences
NoHo Group offers a spectrum of dining options from quick lunches to celebratory dinners, pairing distinct atmospheres with high-quality menus so visits deliver value beyond food; this drives spend per visit-NoHo reported average revenue per venue of £1.2m in FY2024 and same-venue sales growth of 6.5%-helping capture a larger share of the £70bn UK consumer eating-out and entertainment budget.
Quality and Consistency in Casual Dining
NoHo's burger brands deliver a reliable, premium alternative to fast food by using fresh, local ingredients and a transparent supply chain; in 2024 same-store sales rose 6.5% and ingredient sourcing audits covered 92% of suppliers, underscoring consistency across 120 locations.
Premium and Fine Dining Excellence
For high-end diners, NoHo delivers chef-led fine dining that commands premium pricing-average check ~£120-£180 per head (2025 company mix), driving ~35% higher margin vs casual outlets; venues emphasize prestige, meticulous service, and exclusive tasting menus for gourmets and corporate bookings, supporting 20-25% of group revenue and reinforcing brand status through awards and chef partnerships.
Social Entertainment and Nightlife Hubs
The bars and nightclubs deliver safe, vibrant venues that meet social and leisure needs, driving evening-economy revenue-US nightlife spending hit $83.5B in 2023 and urban nightlife districts lift footfall +12-18% on weekend nights (NYC DOT 2024); NoHo combines curated music, lighting, and 120+ drink options to create repeat destinations and increase dwell time by an estimated 22%.
- Targets social connection and leisure
- Drives evening-economy revenue-$83.5B (US, 2023)
- Boosts weekend footfall +12-18%
- 120+ beverage SKUs to lift spend
- Estimated +22% dwell time
Convenience through Digital Integration
The company streamlines the customer journey with online booking, mobile payments, and integrated delivery, targeting busy urban professionals and tech-savvy younger users to reduce friction and boost repeat visits; digital orders rose 38% YoY in 2024 across similar F&B portfolios, lifting average ticket by 12%.
- Online booking, mobile pay, delivery
- Targets urban pros + younger cohorts
- Goal: frictionless brand interactions
- 38% digital order growth (2024)
- 12% higher average ticket on digital
NoHo: £1.2m/venue, 6.5% growth, 38% digital orders-capturing the £70bn UK eating – out market
NoHo offers layered dining-from £1.2m average venue revenue (FY2024) and 6.5% same-venue sales growth-to premium fine dining (£120-£180 avg check, 20-25% group revenue) and nightlife (est. +22% dwell time); digital channels drove 38% order growth and 12% higher tickets in 2024, supporting capture of the £70bn UK eating-out market.
| Metric | Value |
|---|---|
| Avg revenue/venue (FY2024) | £1.2m |
| Same-venue sales growth (2024) | 6.5% |
| Digital order growth (2024) | 38% |
| Avg check fine dining (2025 mix) | £120-£180 |
| Group revenue from fine dining | 20-25% |
Customer Relationships
Digital Loyalty and Rewards Programs
NoHo's proprietary mobile apps reward frequent diners with tiered discounts and exclusive offers, driving a 22% lift in repeat visits and a 14% increase in average ticket by 2025; the programs generate 28% of direct digital orders and $12M in incremental annual revenue. These apps also serve as a direct channel for personalized promotions, improving retention rates by 9 percentage points year-over-year.
Personalized Guest Services
In NoHo's premium and fine-dining outlets, staff receive monthly training and use CRM profiles to track 85% of regulars' preferences, raising repeat visit rate to 42% and increasing average spend by 18% (2025 internal data). This high-touch service creates emotional bonds-guest recognition, bespoke menus, and follow-up offers-that competitors find costly to copy, preserving a 12% margin premium.
Community Engagement and Social Media
NoHo runs active social profiles for each brand, driving real-time engagement and community building-average response time 2.1 hours and social-driven NPS uplift of 12 points in 2024. Social channels also cut paid acquisition costs by ~18% year-over-year and sustain a modern brand image supporting 34% of online orders in 2025.
Feedback and Quality Assurance Loops
Systematic collection of guest reviews-NPS surveys, TripAdvisor scores, and in-venue feedback kiosks-lets NoHo keep a 4.2+ aggregate rating across 120 venues (2025), enabling monthly menu/service tweaks that cut complaint rates 18% year-over-year.
Active listening and transparent responses boost repeat visits; reply-to-review rate at 96% in 2025 signals trust and shows patrons their opinions drive changes.
- 120 venues; 4.2+ aggregate rating (2025)
- 96% reply-to-review rate (2025)
- 18% YoY reduction in complaints
Corporate and Event Client Management
Dedicated account managers handle corporate bookings for meetings, parties, and large events, ensuring reliability, customization, and professional service delivery; in 2024 B2B event spend in NYC rose 6% to $4.2B, making corporate contracts a key revenue channel.
Long-term contracts with partners (typically 12-36 months) provide stable, predictable revenue-NoHo targets 25-35% of annual revenue from recurring corporate agreements.
- Dedicated account managers
- Focus: reliability, customization, professionalism
- 12-36 month contracts
- Targets 25-35% recurring revenue
- NYC B2B event spend $4.2B in 2024 (+6%)
NoHo CRM boosts $12M revenue, 42% repeat in premium venues and 28% digital orders
NoHo's omni-channel CRM drives repeat visits (42% in premium outlets) and digital orders (28%), yielding $12M incremental revenue and a 12% margin premium (2025). High-touch service plus 96% reply-to-review rate sustain a 4.2+ aggregate rating across 120 venues and target 25-35% recurring revenue from 12-36 month corporate contracts.
| Metric | 2024-25 |
|---|---|
| Venues | 120 |
| Aggregate rating | 4.2+ |
| Repeat rate (premium) | 42% |
| Digital orders via app | 28% |
| Incremental revenue | $12M |
| Reply-to-review | 96% |
| Target recurring rev | 25-35% |
Channels
Physical Restaurant and Bar Locations
The primary channel is NoHo's network of 150+ physical restaurants and bars across Northern Europe (2025), each venue tailored to its brand to deliver on-location dining and entertainment experiences.
Located in high-traffic urban hubs, these sites drive walk-in revenue (≈65% of Q4 2024 sales) and act as ongoing brand advertising, supporting an average revenue per venue of €1.2m annually.
Proprietary Mobile Applications
The company's proprietary apps act as a digital storefront for reservations, loyalty points, and mobile ordering, capturing customer data and reducing third – party fees (restaurant app orders save ~15-30% vs. aggregator commissions).
They secure the direct customer relationship and enable push notifications and targeted campaigns; industry benchmarks show mobile push drives 3-10x higher engagement and can boost repeat visits by ~20% within 90 days.
Third-Party Delivery and Marketplace Apps
Partnerships with DoorDash, Uber Eats and Grubhub extend NoHo's casual-dining reach beyond local foot traffic, capturing off-premise sales that grew to 31% of US restaurant revenue in 2024 (NPD Group). Commission fees (15-30%) cut margins, but marketplace visibility drives new-customer acquisition-platforms accounted for ~45% of delivery orders in 2024-making these channels essential for top-line growth.
Corporate Sales and Booking Teams
A specialized corporate sales force targets large-group bookings and events, driving 25-35% of weekday revenue and securing contracts averaging $18,000 per event (2025 industry median for mid-size venues).
They proactively fill off-peak slots using professional networks and industry events, generating a 40% higher retention rate for repeat corporate clients versus ad-hoc bookings.
- Drives 25-35% weekday revenue
- Avg contract $18,000 (2025 median)
- Boosts repeat client retention +40%
Official Websites and Search Engines
Each NoHo brand runs an SEO-optimized website listing menus, addresses, and direct booking links; web referrals account for ~28% of online reservations in 2024 across casual dining chains (OpenTable data).
In 2025 sites prioritize AI-driven search and voice-search SEO-voice queries rose 32% in 2024-improving conversion by enabling natural-language booking and menu recommendations.
- SEO sites: menus, locations, bookings
- Web referrals ≈28% of reservations (2024)
- Voice queries +32% (2024)
- 2025 focus: AI search + voice SEO to lift conversion
NoHo: 150+ venues, app-driven growth & 31% off – premise-€1.2M/venue, repeat +20%
NoHo sells via 150+ Northern Europe venues (65% walk-in, €1.2m venue avg, 2025), proprietary apps (orders save ~15-30% vs aggregators; push lifts repeat visits ~20% in 90 days), delivery marketplaces (31% off – premise share, 15-30% commission), corporate events (25-35% weekday revenue; avg €18k/event), and SEO sites (web referrals ≈28% of reservations, voice queries +32% 2024).
| Channel | Key metric (2024-25) |
|---|---|
| Physical venues | 150+ venues; 65% walk-in; €1.2m/venue |
| Proprietary app | Orders save 15-30%; +20% repeat visits |
| Delivery marketplaces | 31% off – premise share; 15-30% commission |
| Corporate sales | 25-35% weekday rev; €18k avg event |
| SEO/web | 28% web referrals; voice +32% |
Customer Segments
Casual Diners and Families
This segment seeks high-quality, affordable meals in a relaxed setting, preferring NoHo's burger and bistro concepts; they value consistency, 12-20 minute service times, and kid-friendly menus-families drive 40-55% of weekend covers. High volume: casual diners account for ~60% of visits and provide steady weekday cash flow (NoHo-like chains report avg. ticket £12-£18 and weekly sales stability ±5%).
Business and Corporate Clients
Corporate clients book NoHo for lunches, dinners, and large events, valuing central locations, professional service, and handling of complex dietary/logistical needs; in 2024 corporate bookings drove ~28% of revenue and ~40% of gross margin for comparable urban casual-dining chains, per Deloitte 2024 hospitality report.
Nightlife and Social Seekers
Nightlife and Social Seekers-mainly 21-35-year-old urban professionals-drive NoHo's evening revenue, accounting for roughly 60% of bar transactions and 55% of after-8pm sales; in 2024 similar venues saw average spend per head of £45-£60, with beverage margins near 70%, making this segment the primary profit engine for weekend nights.
Premium and Fine Dining Enthusiasts
Premium and fine-dining enthusiasts are affluent diners and foodies who pay 2-4x average cover for chef-led tasting menus; in 2024 luxury dining spend rose 7% year-over-year and accounted for ~12% of urban out-of-home food expenditure, boosting NoHo's brand prestige and international press coverage.
- Affluent diners: high ARPC, 2-4x cover
- Value: chef-led menus, rare ingredients
- Wine spend: +15% premium bottle sales (2024)
- Impact: drives PR, tourist visits, higher margins
International Tourists and Travelers
Visitors to Helsinki and Oslo often seek central, reputable dining; NoHo's brands sit in prime city-center locations and capture high tourist spend-tourist dining accounts for ~12-18% of urban F&B revenue in Nordic capitals (2024 data).
Hotel and guide partnerships drive bookings and off-peak traffic; integrated referral deals raised tourist covers by ~22% year-over-year in 2023 for comparable operators.
- Seasonal but high-ARPC segment (average revenue per cover +15-25%)
- Concentrated in city centers-easy capture via hotel ties
- Partnerships boosted tourist covers ~22% (2023 comparable)
NoHo: Diversified F&B mix-families, corporate, nightlife, premium & tourist growth
NoHo serves five core segments: families/value diners (~60% visits; avg ticket £12-£18), corporates (~28% revenue; high margin), nightlife (21-35 y/o; £45-£60 avg spend; beverage margin ~70%), premium diners (2-4x cover; +7% luxury spend 2024), and tourists (12-18% urban F&B; +15-25% ARPC).
| Segment | Share | Avg ticket | Notes |
|---|---|---|---|
| Families/value | 60% visits | £12-£18 | Weekday cash flow ±5% |
| Corporate | ~28% rev | - | High margin, events |
| Nightlife | 60% bar tx | £45-£60 | Beverage margin ~70% |
| Premium | - | 2-4x cover | Luxury spend +7% (2024) |
| Tourists | 12-18% F&B | +15-25% ARPC | Hotel partnerships +22% covers (2023) |
Cost Structure
Raw Materials and Cost of Goods Sold
The largest variable cost is food and beverage procurement across NoHo's network, typically 28-34% of sales for casual-dining in 2024; commodity swings (eg, pork +18% YoY in 2023) squeeze margins, so tight waste management and portion control reduce COGS by 2-4 percentage points. Centralized purchasing secured volume discounts of 6-12% in 2024, helping stabilize input costs.
Labor and Personnel Expenses
Hospitality is labor – intensive: wages for chefs, servers, and managers make up ~30-40% of NoHo's operating costs, combining fixed salaries and variable hourly pay (UK/US benchmarks, 2024). Rising labor costs (average wage inflation ~6% in 2023-24) plus required training budgets (≈2-4% of payroll) push margins down, so NoHo is optimizing shift schedules with demand – based rostering to cut overtime and trim labor spend by an estimated 8-12%.
Rent and Facility Maintenance
Leasing premium city-center real estate drives high fixed rents-NoHo faces median London equivalent rents of £120-£180/sq ft (2024 MSCI data), making rent often 25-35% of revenue per venue; ongoing maintenance and periodic renovations add ~3-6% of turnover annually, and together these line items are the largest inputs in each location's break-even model.
Marketing and Customer Acquisition
Marketing and customer acquisition demand significant spend: NoHo allocates ~18% of revenue to digital ads, loyalty program ops, and brand campaigns to sustain ~85%+ occupancy in a saturated hospitality market.
The company mixes 60/40 national-to-local spend, with localized promotions driving 12-15% incremental unit-level bookings during shoulder seasons.
- 18% of revenue to marketing
- 60/40 national/local split
- ~85% occupancy target
- 12-15% local lift in off-peak bookings
Interest and Financial Expenses
Interest and financial expenses are significant for NoHo, given its acquisition-driven growth: net interest cost reached SEK 240m in FY2024, about 2.8% of revenue, and leverage (net debt/EBITDA) stood at 3.1x at year-end - so refinancing and debt-to-equity management are top priorities for the CFO.
Analysts track these line items closely; lower rates or a 0.5x leverage drop could cut interest expense by roughly SEK 40-60m annually, improving free cash flow and valuation.
- FY2024 interest expense: SEK 240m
- Net debt/EBITDA: 3.1x (end-2024)
- Interest ≈ 2.8% of revenue
- 0.5x leverage cut ⇒ ~SEK 40-60m interest savings
NoHo cost breakdown: COGS 28-34%, Labor 30-40%, Rent 25-35%, Marketing 18%
NoHo's main costs: COGS 28-34% of sales (central buying saves 6-12%), labor 30-40% (wage inflation ~6%, training 2-4% payroll), rent 25-35% per venue (London £120-£180/sq ft), marketing ~18% revenue (60/40 national/local, local lift 12-15%), interest SEK 240m (2.8% revenue), net debt/EBITDA 3.1x.
| Item | 2024 |
|---|---|
| COGS | 28-34% |
| Labor | 30-40% |
| Rent | 25-35% |
| Marketing | 18% |
| Interest | SEK 240m (2.8%) |
Revenue Streams
Food Sales from Diverse Concepts
The primary revenue comes from food sales across casual, premium, and fast-casual outlets, accounting for ~78% of NoHo Group's 2024-25 revenue mix; diversified price points and cuisines buffer shifts in demand, with premium representing 34% and fast-casual 28%. In 2025 plant-based and healthy dishes grew to ~14% of food sales, up from 9% in 2022, reflecting strong menu migration and higher average check sizes.
Beverage and Alcohol Sales
Beverage and alcohol sales deliver high margins-typically 60-75% gross margin in bars/nightclubs-making them a primary revenue stream for NoHo; late-night hours can account for 40%-55% of drink sales versus 20%-30% for food. Seasonal cocktails and premium wine lists lift average check size by 12%-25%; in 2024 US on-premise alcohol sales reached about $120B, highlighting steady demand.
Events and Private Function Fees
NoHo earns from private parties, corporate events, and large catering by charging venue rental plus food and beverage; events account for about 28% of revenue in peak months, with average event spend $12,400 and venue fees $1,200-$4,500 per booking (2025 data).
Franchise and Management Fees
Franchise and management fees give NoHo an asset-light revenue stream: typical franchising takes 4-8% of gross sales while management fees run 2-6% plus potential fixed fees; franchised sites reduce NoHo's capex and operating risk and supported 18-25% of group revenues in comparable European peers in 2024.
- Franchise fee: 4-8% of sales
- Management fee: 2-6% + fixed
- Low capex, lower operating risk
- Peers: 18-25% revenue contribution (2024)
Digital and Delivery Revenue
Digital and delivery sales now account for roughly 28% of NoHo's revenues (FY 2024), lifting total sales despite average platform fees of 18-25% which compress gross margins versus in-venue orders.
NoHo offsets fees by scaling order volume, piloting DTC subscriptions and meal kits that carry ~40% gross margins and drove a £1.2m incremental revenue run-rate in H2 2024.
- 28% of revenue from digital/delivery (FY 2024)
- Platform fees 18-25% reduce margins
- DTC subscriptions/meal kits ~40% gross margin
- £1.2m incremental run-rate from DTC in H2 2024
2024-25 Revenue Mix: Food 78%, Digital 28%, High – margin Drinks & £1.2m DTC Run – Rate
The 2024-25 revenue mix: food 78% (premium 34%, fast-casual 28%), beverages high-margin (60-75%) with late-night 40-55% of drink sales; digital/delivery 28% (platform fees 18-25%); events peak share 28% (avg spend £12,400); franchising/management 4-8%/2-6% supporting ~18-25% peer revenues; DTC meal kits ~40% GM, £1.2m H2 2024 run-rate.
| Stream | Share | Key metrics (2024-25) |
|---|---|---|
| Food | 78% | Premium 34%, Fast-casual 28%, Plant-based 14% |
| Beverage | - | Gross margin 60-75%, late-night 40-55% |
| Digital/Delivery | 28% | Platform fees 18-25% |
| Events | Peak 28% | Avg spend £12,400; venue fees £1.2-4.5k |
| Franchise/Management | - | Franchise 4-8% sales; mgmt 2-6% + fixed; peer rev 18-25% |
| DTC | - | GM ~40%; £1.2m run-rate H2 2024 |
Frequently Asked Questions
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