Across the global hospitality industry, operators are increasingly rethinking single-format venues. Rising operating costs, labour pressures and changing consumer expectations are pushing bars and restaurants to look beyond standalone food-or-drink concepts toward hybrid, experience-led models that can attract multiple audiences across different moments of the day.
Industry trend analysis for 2026 identifies immersive, multi-use hospitality spaces as one of the sector’s defining shifts, with venues increasingly expected to deliver atmosphere, social connection and programming alongside food and drink.
This move is as much commercial as it is cultural. Hospitality faces sustained cost inflation - from energy and staffing to rent and supply chains - while consumers are becoming more selective about where they spend disposable income.
In Monaco, under the ownership of Evgeny Strzhalkovsky, Trinity Bar & Restaurant has emerged as a compelling case study of how hospitality businesses can effectively navigate this shift.
"We never saw these as competing propositions," Strzhalkovsky told CEO Today. "The concept of Trinity itself is about balance. Refinement and celebration, intimacy and energy - they're not opposing forces. Together, they create something richer."
The Trinity Cocktail Club occupies the premium end of the offer. The space features a curated drinks programme built around ingredient provenance and high-end mixology, with house-made syrups and selected spirits.
"The cocktail club represents a completely new chapter for Monaco, a concept that simply did not exist here before," Strzhalkovsky explained.
"It offers a fresh, glamorous perspective on nightlife, becoming a natural magnet for Monaco's elite and those who shape its social and cultural scene. We designed it as an invitation to slow down. It becomes a conscious tasting journey. We want guests to engage their senses and drink with intention."
Trinity Pub Monaco targets a broader demographic. The venue attracts sports viewers, after-work crowds and family groups through a more casual format.
"The pub was once an iconic place, deeply rooted in Monaco's history, but over time it had lost its energy," said Strzhalkovsky.
"Under my vision, it has been given a second life - reimagined, revived, and restored as a destination relevant to a new generation. It's our social headquarters for the neighbourhood. Sports fans meet bankers after work, families gather comfortably. Where the Cocktail Club is curated and intimate, the Pub is relaxed and convivial - but both maintain the same focus on quality and connection."
The dual format addresses several operational challenges which face the hospitality industry. By serving different customer segments at different times, the venue reduces dependency on a single audience and smooths revenue across the week. The Cocktail Club captures premium spend during evening slots, while the Pub maintains consistent daytime and early evening trade.
"Operationally, this balance has proven commercially beneficial," Strzhalkovsky noted. "We attract different audiences at different times, which smooths footfall across the week. Smart programming- afterwork sessions, events, themed nights - creates repeat visits, while encouraging crossover between the two spaces."
Menu development reflects this segmentation. The Cocktail Club emphasises ingredient-driven offerings supporting higher price points, while the Pub menu prioritises accessibility and familiarity. Staff are trained across both concepts, providing scheduling flexibility during peak periods and maintaining service consistency.
"Our teams work across both environments," said Strzhalkovsky. "That agility during peak periods reinforces a shared service culture."
From a commercial perspective, the approach spreads fixed costs across two revenue streams while maintaining operational efficiency through shared back-of-house facilities and cross-trained staff. This structure may offer better resilience against sector headwinds than traditional single-concept venues.
"In an era when many hospitality businesses struggle to differentiate themselves or maintain consistent demand, we've found that the future doesn't lie in narrowing focus," Strzhalkovsky reflected. "It's about designing contrast with intention. By embracing philosophical, experiential and commercial balance, we've created a venue that feels both contemporary and enduring."
Trinity's performance suggests there is commercial logic in designing complementary contrasts within a single operation. As hospitality continues to face margin pressure and demand volatility, the dual-concept model presents a viable strategy for operators looking to diversify revenue while maintaining brand coherence and depth.
