(STKS) The ONE Group Hospitality, Inc. Business Model Canvas Research

Food and beverage suppliers keep The ONE Group Hospitality, Inc.’s restaurants and lounges stocked with fresh ingredients and drinks, so menu execution stays consistent. Supplier quality matters because procurement drives cost, stockouts, and guest experience; in 2025, restaurant food-away-from-home prices in the U.S. were still rising, so reliable sourcing mattered even more.

• Stable supply protects service speed.
• Quality shapes taste and margins.
• Good terms reduce waste and outages.

The ONE Group Hospitality, Inc. licenses STK and Kona Grill and offers advisory services to third parties, helping add these brands to new venues without fully owning every site. These partnerships give operators tested hospitality playbooks, while The ONE Group Hospitality, Inc. extends brand reach and earns fee-based income.

• Brand licensing expands STK and Kona Grill.
• Advisory work shares operating expertise.
• Partners gain proven concept support.

ONE Hospitality manages third-party and partner venues with a turn-key model, running restaurants, bars, rooftops, pools, banquets, catering, private dining, room service, and mini-bars. That mix lets The ONE Group Hospitality, Inc. monetize one operating playbook across owned and hosted sites, which supports faster scale and tighter brand control.

• Third-party and partner venues
• End-to-end venue operations
• Hospitality revenue streams
• Turn-key execution model

The ONE Group Hospitality, Inc. develops, owns, manages, and licenses hospitality concepts like STK and Kona Grill. Licensing lets the Company expand brand reach without funding every site, so growth can come with lower capital needs than wholly owned locations.

• Expands brands without full site ownership
• Reduces capital tied to new units
• Supports faster, lighter growth

The ONE Group Hospitality, Inc. runs through three operating segments: STK, Kona Grill, and ONE Hospitality. This setup lets the Company split customer and partner models cleanly, while supporting multiple revenue streams across steakhouse, casual dining, and hospitality services.

• 3 operating segments
• Different customer models
• Multiple revenue types

Founded in 2004 and based in Denver, Colorado, The ONE Group Hospitality, Inc. uses deep restaurant and venue-ops know-how as a core resource. That expertise supports development, day-to-day management, and licensing across its 2025 portfolio, where execution in premium dining and nightlife is a key driver of sales and brand control.

• 2004 founding year
• Denver headquarters
• Ops know-how drives growth
• Supports development and licensing

The ONE Group Hospitality’s 2025 footprint spans 3 regions: North America, Europe, and the Middle East. That wider reach lifts brand visibility, extends operating access, and makes it easier to copy STK and other concepts across markets with similar guest demand.

• 3-region global presence
• Higher brand visibility
• Broader operating reach
• Cross-market concept rollout

The ONE Group Hospitality, Inc. bundles dining, lounge, nightlife, and private events into one guest journey, so one brand can capture more occasions in a single visit. That same ecosystem supports repeat traffic and higher check sizes across food, beverage, and event spend.

• One brand, more visit reasons.
• Drives food, drink, nightlife spend.
• Private events add extra revenue.

STK and Kona Grill rely on guest familiarity, so brand recognition helps turn first visits into repeat traffic. In fiscal 2025, The ONE Group Hospitality, Inc. reported $774.0 million in revenue, and keeping that base coming back depends on steady food, service, and store-level consistency.

• Brand trust drives repeat visits.
• Consistency supports retention.
• Familiarity lowers guest choice friction.

The ONE Group Hospitality, Inc. keeps close ties with venue owners in managed and licensed locations, where trust, reporting, and daily support drive performance. This model scales across a portfolio that was 100% company-owned in 2025 reported sales mix for owned restaurants, while managed/licensed units depend on execution and steady coordination.

• Ongoing reporting keeps owners aligned
• Operational support protects brand standards
• Trust is core to licensed growth

Direct reservations and walk-ins are a core channel for The ONE Group Hospitality, Inc., because its restaurant-and-lounge format sells both planned dinners and same-night nightlife traffic. This fits high-traffic sites where booked covers and spontaneous visits together lift seat use and late-hour revenue.

• Drives planned dining demand
• Catches spontaneous walk-ins
• Best for busy urban venues

Corporate and event sales matter at The ONE Group Hospitality, Inc. because private dining and banquets need active selling, not passive traffic. These bookings lift venue fill rates on slower days and support higher check sizes; in 2025, that kind of group business is especially important for premium concepts built around high-value occasions.

• Targets private dining and banquets.
• Drives group bookings and fill.
• Supports higher-value occasions.

Hotel and casino guests are a core customer segment for The ONE Group Hospitality, Inc. because they are already on-site and often want quick, premium food and drink without leaving the property. In integrated venues, this capture of existing foot traffic supports higher guest spend and stronger venue economics.

• On-site guests need convenience.
• Food and beverage is immediate demand.
• Integrated resorts improve spend capture.

Hospitality property owners are B2B clients for The ONE Group Hospitality, Inc.; hotels, casinos, and other venues buy management, advisory, and licensing services so they can run STK-style concepts with less operating lift. They want turnkey operations and brand extension that can scale across multiple sites, which helps The ONE Group add fee-based revenue without owning the real estate.

• Hotels and casinos are B2B buyers
• They buy management and licensing
• Turnkey ops reduce owner workload
• Brand extension supports multi-site scale

Marketing and brand support keeps STK and Kona Grill top of mind, drives guest traffic, and helps fill special events and new openings. For a restaurant platform like The ONE Group Hospitality, this spend protects demand and visibility as the Company grows its unit base and competes for traffic.

• Drives traffic and repeat visits
• Supports openings and events
• Protects brand visibility

The ONE Group Hospitality, Inc., headquartered in Denver, Colorado, uses corporate and management overhead to run development, finance, operations support, and administration from one center. That fixed-cost layer helps coordinate its multi-segment model, but it also adds pressure when sales soften, because these costs do not flex as fast as restaurant revenue.

• Denver HQ centralizes control.
• Supports multi-segment execution.
• Fixed costs can weigh on margins.

The ONE Group Hospitality, Inc. earns licensing fees when licensed venues use its brands and operating know-how, so it can grow without funding every site itself. In FY2025, the company did not separately disclose licensing-fee revenue in its public segment reporting, so this stream is best read as a low-capex add-on to owned-unit sales.

• Brand use fees
• Know-how agreements
• Asset-light growth

Catering, banqueting, and private dining add event-based revenue to The ONE Group Hospitality, Inc.'s venues and sit inside its integrated hospitality model. In 2024, net revenues were $833.7 million, showing how these add-on sales can lift income beyond regular dining traffic.

• Event-led sales add incremental revenue.
• Supports core venue traffic.
• Boosts average ticket size.