In a time when eating out is increasingly regarded as “a treat” and private catering solely reserved for special occasions, businesses are upping the bar to get their staff back into the office with inventive perks like immersive dining.
Lizzie Barnett, senior account executive, chatted to Sally at Ginger Catering about how they are creating innovative dining experiences to stay ahead of the curve.
Corporate socialising, once reminiscent of scenes from ‘The Office’ with surplus bacon butty sandwiches, milky coffees, and token veggie rolls has rapidly advanced. It’s now all about ordered-in fresh platters that cater to all dietary requirements and even something a little beyond expectations.
Ginger Catering is a creative catering company in Hampshire that has become very familiar with serving inventive feasts to the corporate sector. They have been called upon to level-up company get-togethers and help businesses give their staff a reason for a return to office life.
“This year we had the pleasure of creating an immersive plant-based lunch for a client,” says, Sally Elcoate, managing director of Ginger Catering. “It was so much fun to create, and the result was really cool. Think focal pond with floating hors d’oeuvres, faux grass tables, loaded doughnuts, strung bunting of beetroots, droplet bowls of vibrant salads, flowerpots filled with secreted brownies, and secret speakers emitting ambient woodland sounds.
For a small marketing company as part of a team building day, it was a surprise for staff to say thank you for a productive year.
“Our focus is always about giving every guest a memorable dining experience – which all starts with the menu! It must look good, read well, and be easily understood by the reader. Creating suspense is key, but if a guest doesn’t recognise the ingredients, a menu can quickly become intimidating added Sally.
We use simple, elegant ingredients that include flavour combinations that evoke cosiness and joy while also delighting and adding a wow factor when placed on the table. This level of detail enhances the experience and is the beginning of a guest’s journey through the senses.”
With Christmas celebrations approaching, expectations from businesses will continue to be high for this level of detailed dining. So, what’s going to be on the cards…. perhaps bottomless baubles and decadent sharing wreaths!
Planning for 2027? Don’t start with the marketing plan
September 2026
by Anita Murray, CEO, William Murray
For food, drink and hospitality businesses, 2027 budgets are starting to take shape. Campaigns are being mapped out and calendars are tentatively filling up with launches, events, content and communications activity.
Before deciding what marketing activity your business needs next year, there is a more important consideration: What does the business need to achieve – and what could get in the way?
The more specific the objectives and obstacles, the easier it becomes to make useful, strategic decisions about marketing and communications that will help businesses grow with greater certainty.
Six questions to take into your 2027 planning
What are our most important growth objectives?
Be specific about what the business needs to achieve. Which customers, markets, products or relationships matter most? Where does growth need to come from, and what would meaningful progress look like by the end of 2027?
Whether the ambition is to win new customers, enter a market, grow a category or create demand for innovation, the marketing plan needs a clear commercial destination.
What are the biggest obstacles to achieving them?
Where is growth most likely to get stuck? It could be competitive pressure, customer perception, differentiation, credibility, market position, lack of influence or something operational that communications needs to help address.
Identifying the obstacle changes the conversation from “What should we do?” to “What needs to change?”
Has our market position changed?
Markets move quickly. Competitors evolve, customer expectations shift and propositions that once stood out can become familiar. Ask whether the position that worked previously will still be compelling in 2027.
That means looking beyond your own brand. What are competitors now claiming? What do customers value? Where has the market become crowded? What new expectations have emerged?
What do our customers actually value now?
Planning often begins with what a business wants to say. A stronger starting point is understanding what customers need to hear, believe or experience before they will change behaviour.
Our 2026 From Visibility to Influence research found a clear gap between the messages suppliers believe they are communicating and how those messages can be experienced by operators. Suppliers talked about innovation, sustainability, partnership and understanding their customers. Operators told us they wanted clearer value, practical solutions, proof and transparency.
That gap has commercial consequences.
In a pressured foodservice environment, operators are already dealing with labour shortages, cost pressures, sustainability demands and supply chain challenges. Communications that add complexity or make broad claims without evidence are unlikely to earn much attention.
The implication for 2027 planning is important: understanding customer priorities should shape the communication strategy before channels and campaigns are selected.
Where do we need greater trust, authority or influence?
Awareness can tell you that people recognise a brand. It tells you much less about whether they trust it, value its expertise or will consider it when making a decision.
Our research found that operators and industry influencers respond strongly to credible evidence, practical application and genuine industry contribution.
Innovation, for example, has greater value when it demonstrates how it can make an operation easier, more efficient or more resilient. Sustainability claims become more credible when businesses can show evidence, acknowledge trade-offs and communicate progress honestly.
For businesses planning for 2027, this raises useful points: Where do we need to influence decisions, and what would give us the authority to do so? That might involve customers, chefs, procurement teams, wholesalers, industry bodies, media or other stakeholders.
Finally, what communications activity will make a difference?
Once the growth objective and obstacles are clear, the role of communications becomes much easier to define.
Perhaps the business needs stronger thought leadership to establish authority in a category. Perhaps it needs evidence-led communications to build credibility around a new proposition. Perhaps customer voices and practical demonstrations would do more to build confidence than another broad awareness campaign.
And sometimes the answer will be to do less. The important thing is that activity has a clear job to do.
Better planning starts further upstream
Visibility has value, but commercial growth depends on what happens after someone sees you. Do they understand your relevance? Do they believe your claims? Do they trust your expertise? Will they involve you in the conversation when a decision needs to be made?
Those questions deserve a place in the planning process.
Before you lock down your 2027 marketing plan, make sure you have identified what is most likely to get in the way of achieving your growth objectives. That gives you a strategic basis for deciding where communications, marketing and other forms of commercial activity can help you achieve growth with greater certainty.
Our Market Authority & Growth Roadmap is designed to help businesses take that step back: clarify the growth objective, identify the positioning, credibility, visibility and influence barriers that may be limiting growth, and establish where authority-building activity should focus next.
Planning for 2027? Talk to us about where growth could get stuck before you decide what activity comes next.
