Creating space for connections - the role of Kinnection in Hospitality

The F&B sector urgently needs fresh thinking. It’s driven by humanity (sometimes called, consumers).  Across the range of creative innovation work we do in hospitality, we’re seeing a real thirst for something fundamental. This is related (in a time of rampant obsession with the technological and artificial) to what truly makes us human. And for those who want to understand and respond to it, it could be very powerful.

‍

This underlying factor that we believe will drive experiences throughout 2025 is ‘Kinnection’ and we want to explore how the bringing together of people in a meaningful, enriching way, can be facilitated within hospitality. What are the design features that can encourage ‘Kinnection’? Who is doing this well, and why does it work?

Spaces that make connections spark ‘moments’ between customers in a way that feels authentic and unique to them, will create lasting memories and a desire to return. Recently, in Shoreditch (where I-AM London is based), a new pub opened. We have a lack of interesting, local places to drink and eat that feel genuinely set up for the ‘post-work pint’ – they are either more formal gastro pubs, restaurants, or bars. However, this new ‘local’ has something special. Buzzing, busy without being oppressively so, great quality, and, full of people that work in the area. Whether by design or fortune, they have created an experience that feels deeply connected to its place – and I assume it is by design due to the elements that make it so. The exterior window ledges actually have space to rest a pint, they allow you to stand outside, the bar is big: It’s not a ‘showcase’, but rather is functional, allowing you to get served quickly. The seats are bar stools around small round tables, facilitating both drinkers and people who want to eat, but always allowing for a free flow of conversation. Knees touch, elbows clash, laughs are shared and the whole place feels great because of it. They are not forcing connection between people or within the local community of businesses, but they are allowing and very gently encouraging it. And it feels more genuine – and utterly, gloriously HUMAN.

‍

This is one recent example that struck a chord, so how can this ‘fostering of fellowship’ be created in more of these welcoming, embracing experiences?

Fundamentally it is about the way that people come together and bond in that setting – individuals, groups, acquaintances, colleagues, friends, lovers. Building an experience that facilitates that, comes down to the choreographed moments and the props that support these connected interactions. If we try too hard to facilitate it, it feels inauthentic and this can turn people off. Do the simple things well before you start layering on the other elements. If you can build up from the core elements (what we term the ‘Brilliant Basics’) and then start to add items and elements that enhance the experience, you are building from a stable starting point while the enhancements can be the difference that set your experience apart from others. The Brilliant Basics should be focused on the ease to order, options for where to sit or stand, good food and good drinks, cleanliness, informed and engaging staff and sound and lighting that is day part appropriate. The enhancements then elevate and differentiate on top of that. We sometimes call them ‘Ownable Micro-experiences’ for our client.

Orchestrating the Customer Journey in a way that is intentionally providing guests with the chance to come together, share an experience and bond, will drive a sense of human connection in the space. We work with brands to craft moments in the experience that stimulate this through the use of considered furniture settings, understanding the importance of senses, resonating with the locality, providing incentives to return and bring other people, and effectively delivering the reason to believe.

The role of furniture configuration, such as circular and communal tables can be a simple, yet intuitive way to allow people to be closer to one another. Referencing I-AM CEO Jon Blakeney’s article in Restaurant, it is also worth noting that key design features such as the refectory style dining pioneered by Wagamama, can be used to foster a sense of community between strangers as well as friends or family within a space. These became an iconic design feature and something that Wagamamas became famous for, which many others have since tried to emulate. What is imperative is to provide a range of options to suit the needs and wants of different customers and to allow for a change in the experience through the day.

‍

There are other ways to encourage connection such as leveraging the role of the food. Places that encourage shared dining see customers coming together over the food itself; reaching in and helping to serve each other, talking about it and enjoying meals together. If we design menus with choices that encourage this, then we can be the choreographers of connections, without them seeming forced or planned. The food can also provide moments of connection with the planet and nature, drawing links with the origin of the ingredients, for instance, or the ethos of an establishment. Again, the most successful examples of this are when the stories are communicated simply and the reason for choosing an ingredient or a supplier is totally authentic. Picking suppliers just to ‘tick the box for ESG’ will be immediately obvious to your customer, so tell stories with real commitment and integrity behind them, with emotion and articulation of the beliefs & values that explain why it’s important.

In areas where community matters, (be that in an environment where people from like-minded companies may get together after work, or in a residential area where neighbours might meet), co-curated content and local resonance can be the catalyst for connecting people. This does not need to be overt, it’s providing a platform for shared content or it is using nods to the locals in a way that feels totally relevant, and not false. An image of the local area on the wall is not what we’re talking about here, think local terminology or references only the locals might get, talk about history but with an unusual perspective or an untold story. Make it interesting, it is there for a reason so it needs to do something. If it’s not interesting to you, it won’t be to your customers.

‍

There is also the option of sharing the space with partner brands or adding partner product offers, this can also be a way to bring people together. As we explored in our article in MCA, these partnerships can be beneficial to both parties and provide new compulsion for target customers to engage with the products, the service and the space. You double your audience and have immediately built a connection between your brand and the partner brand. Think about adding a like-minded coffee brand (with distinctive quality and values, for instance) to your beverage offer, utilise the traction from that to showcase your own USP and they can do the same. Be up-front about why you choose certain partners and use your space as a platform for them, this should be a symbiotic relationship that benefits everyone and enhances the reason to believe and to connect.

‍

Ultimately there are many ways to build meaningful human connection, but if people know you are trying too hard, it won’t work. So:
- Deliver brilliantly on the basics
- Build a compelling, highly relevant offer and then
- Layer on opportunities that distinctively elevate the experience in your unique way, while gently encouraging guests to naturally connect at a deeper and more enriching level: Because they genuinely enhance the experience, not because you are trying to orchestrate something for people in an overly forced or contrived way.

‍