By Anita Murray

The government’s new plans to cut red tape for hospitality businesses should be welcome news for anyone in our industry who’s been grinding through licensing headaches, or simply trying to do something a bit creative on the high street. 

A new National Licensing Policy Framework is on the way, promising to make it quicker and easier to open new cafés, bars, and music venues in place of disused shops. Add to that the launch of dedicated hospitality zones which should fast-track permissions for alfresco dining, plus protections for existing venues from noise complaints, and you’ve got something that could genuinely open doors. 

While we all know this won’t solve the bigger cost and staffing pressures overnight, it is a chance to do something rare in this climate: get out on the front foot. 

From barriers to brand building 

If the government delivers on its promise, we’ll likely see a wave of new venues and pop-ups, especially in underused spaces. That’s great news for entrepreneurs, landlords, and neighbourhoods crying out for footfall. But it also means more competition for attention, loyalty, and spend. 

This is where I’d gently encourage operators to ask: are you just opening the doors, or are you opening with purpose? 

And for suppliers: how are you preparing to support this potential wave of new business? Are you helping operators stand out, connect locally, and make the most of the moment? 

How suppliers can support hospitality operators 

Suppliers have a real opportunity to become indispensable partners to operators navigating fast-changing conditions. Here are five ways to step up: 

1. Be activation-ready

As red tape loosens, operators will move quickly to open new sites or trial outdoor concepts. Suppliers should: 

• Prepare agile promotional support, such as sampling kits, pop-up signage or outdoor POS 

• Offer limited-run products tailored to street trading or alfresco menus, like grab-and-go formats, smaller packs and portable solutions. 

2. Offer marketing and PR collaboration

Smaller operators often lack comms capacity, especially when opening something new. Suppliers can: 

•  Co-invest in PR or social campaigns that promote launches and activations 

•  Provide template press releases or plug-and-play social content to drive local buzz. 

3. Share local market insights

Suppliers often have a bird’s-eye view of market trends. Use that to help operators: 

•  Understand what’s working in other towns, cities or zones 

•  Tailor menus or formats based on broader consumer insight.  

4. Work with wholesalers on attractive packages 

Opening new sites comes with risk. You can reduce the friction by: 

•  Offering introductory deals or seasonal offers 

•  Ensuring fast, reliable supply to support rapid launches. 

5. Champion the cause publicly

If you’re excited about the licensing changes, say so. Use your platforms to: 

• Show support on LinkedIn, in trade media or joint PR with operators 

• Position your brand as a proactive, hospitality-first partner. 

Operators may be gaining more freedom through policy, but they still need partners who help translate that freedom into real-world success. The suppliers who move with agility, insight, and visibility will be the ones operators turn to first. 

When I was an editor, PRs used to pitch thought leadership pieces to me a lot. 

Comms teams and their clients value them because they build credibility, demonstrate authority, and attract attention organically. Journalists – at least ones like me on small editorial teams – like good thought leadership pieces because they add value and don’t eat into the precious editorial budget. 

The kinds of people I would look to for thought leadership were the same kinds of people I’d want to interview anyway. And a well-pitched note from a PR who understood the publication usually got the ball rolling. 

The problem I often had was that either the PR or the client tried to use the opportunity to shoehorn in brand mentions and messages, rather than offer genuine insight and expertise. 

For some, the idea of talking about the wider industry or sharing expertise on a topic must have seemed like a waste of time. So, I’d receive what could only be described as advertorials. I didn’t run them – I forwarded them to the commercial team to follow up with prices. And honestly, I felt a bit annoyed that my request for genuine insight and a clear “please not a thinly veiled advertorial” had gone unheard. 

For example, you could probably summarise it as: “Alcohol-free beer brand says alcohol-free beer is the future. Here’s why our brand is so great and will lead the category.” Completely useless to the wider trade. 

So, what’s the point of doing thought leadership pieces if publications don’t want you to shout about your brand? 

Well, showing yourself to be an expert in your field builds authority. Offering advice based on your own learnings shows you’re part of the industry and builds trust. Sharing knowledge – including the times you’ve made mistakes – shows you’re willing to help, and that you’re human. 

And all that must be good for your brand.