A hotel, a restaurant, a nightclub and an event venue experience demand differently. Their service patterns, staffing needs, purchasing decisions and commercial rhythms are different too.
For Stureplansgruppen, that diversity is part of the portfolio’s strength—and part of the operational complexity its leaders manage every day.
In August 2026, the group chose PMI to create a more connected approach to forecasting, operational decisions and financial planning across its hospitality businesses.
At the time of the announcement, the portfolio was described as comprising 38 restaurants, 12 nightclubs, 12 bars, 11 event venues and five hotels, with operations across Stockholm, Gothenburg, Åre and Visby.
The planned implementation brought together PMI Revenue & Productivity, PMI F&B Insights and PMI Planning.
PMI Revenue & Productivity would give teams a shared view of expected demand and departmental productivity. PMI F&B Insights would make food costs and margins more visible across outlets. PMI Planning would connect operational expectations with budgets, rolling forecasts and financial targets.
The value of combining them lay in the relationship between those decisions. Staffing affects service and productivity. Purchasing and food production affect margins. Operational expectations affect the financial plan. Managing each in isolation makes it harder to see how one decision influences another.
That did not mean every Stureplansgruppen business should operate identically. A nightclub should not be managed like a hotel, and an event venue should not be forced into a restaurant’s rhythm.
Different formats could, however, share management visibility and discipline. Leaders could work from a common view of demand, targets and financial consequences while allowing each operation to respond according to its own guests, trading patterns and service model.
For a portfolio this varied, that is where Profit Conversion Management™ becomes relevant: not as a single formula imposed everywhere, but as a way to connect expected demand with the operational choices that determine how revenue becomes profit.
Technology could make the connections visible. Stureplansgruppen’s leaders and venue teams would turn that visibility into decisions suited to each business.
The announcement marked a commitment to manage complexity with greater clarity—preserving the identity and rhythm of each venue while building a shared operating discipline across the portfolio.
