the guild for soicial gathering
Setting the standard, building the community of practice, and advancing the people and places creating better ways for us to meet, belong and connect.
Drinking in 20yr decline
NA drinks +22%
54% adults drink
Gen Z going sober
8 pubs close weekly
Drinking in 20yr decline NA drinks +22% 54% adults drink Gen Z going sober 8 pubs close weekly
88% distrust green claims
2.3x certified growth
$1.57T impact investing
9,368 B Corps
95% want IRL events
88% distrust green claims 2.3x certified growth $1.57T impact investing 9,368 B Corps 95% want IRL events
1 in 2 lonely
sober gatherings up 92%
3x more people have no close friends
39% Gen Z plan fully dry
Board game events up 700%
1 in 2 lonely sober gatherings up 92% 3x more people have no close friends 39% Gen Z plan fully dry Board game events up 700%
We’re more connected than ever. And more alone.
Over the past thirty years, life has reorganised itself around efficiency, convenience and screens.
We can reach anyone, anywhere, instantly.
But the moments that actually bring us together have quietly disappeared.
At the same time, we care more than ever. About what we consume. How it’s made. What it does to our bodies. What it does to the world.
But the systems around us haven’t caught up.
The Problem
Drinking culture is broken.
Consumers
If you want to drink less, or differently, your options are limited to sugary mocktails, watered-down "wellness" brands, or just not joining in. The drinks industry still treats moderation as an afterthought and sobriety as absence. A whole generation has noticed. Gen Z are drinking less than any generation before them, not because they don't want to socialise, but because what's on offer doesn't reflect how they want to live. The formats, the tempo, the serves, the social rituals. None of it has moved. People haven't stopped wanting to come together. The drinks and the occasions just haven't caught up.
Small Brands and Makers
The people actually creating new drinks and social products face a market built for incumbents. Distribution is controlled by a handful of players. Shelf space is pay-to-play. The route to market rewards volume, not innovation. If you're a maker with a genuinely better product, a functional ingredient, a new format, a smarter serve, the system makes it almost impossible to reach the people who actually want it.
Hospitality
Venues know their customers are changing but don't have the tools or the supply to respond. The back bar hasn't evolved in decades. Staff aren't trained to sell beyond the usual categories. Non-alcoholic options are an afterthought, tucked at the bottom of the menu. Meanwhile footfall is shifting. The occasions people want, lower tempo, more intentional, built around quality not quantity, don't fit the economic model most venues were designed around.
Investment and Financial
The drinks industry is a trillion-dollar market undergoing a structural shift. Moderation, functional beverages, and new social formats are growing categories, but capital still flows overwhelmingly toward legacy brands and line extensions. There is no credible platform connecting the emerging consumer, the independent brand, the forward-thinking venue, and the investor. The opportunity isn't in backing another beverage. It's in building the infrastructure for what drinking culture becomes next.
The Opportunity
Three Forces
Three forces are converging. Separately, each one is reshaping consumer behaviour. Together, they define a new standard for how we come together and what we consume when we do.
Social health
Connection is no longer a soft idea. Loneliness, isolation and fragmented social lives are becoming health, workforce, cultural and policy issues. The places that help people belong are becoming part of the social infrastructure.
New behaviour
People have not stopped wanting to gather. They have become more intentional about where, how and why they do it. The old rituals are weakening. Better rooms, richer experiences and more meaningful reasons to come together are gaining value..
Proof
The next position in hospitality has to stand up. Not another purpose line. Not another responsibility campaign. Good Measure builds the evidence, benchmark and public mark that help the people creating connection prove the value of what they do.
This is not three separate trends.
It is one opportunity. A chance to make connection visible, measurable and valuable.
No single brand can solve this.
This only works as a system.
The Guild
Good Measure exists to do what the best guilds have always done.
Bring the right people together.
Raise standards.
Share knowledge.
Advance the craft.
A working guild for the people shaping how we come together.
A system for better gathering.
01 The Standard
A shared definition of better gathering.
The hospitality industry has standards for food safety, sustainability and service. It has no recognised standard for connection.
Good Measure is building one.
A practical framework for understanding what helps people feel welcome, belong, connect and return. Built with operators, informed by evidence and designed to recognise the work great venues already do.
02 The Community
A guild built around a shared craft.
The best operators have always learned from one another.
Good Measure brings together venues, operators, brands, researchers and partners to share knowledge, test ideas and shape the future of hospitality together.
Not networking for networking's sake.
A community of people committed to raising the quality and value of social gathering.
03 The Advantage
Making better hospitality stronger.
The best rooms create enormous value, but too much of it goes unseen, unmeasured and unrewarded.
Good Measure gives members access to insight, recognition, group buying power, visibility, partnerships, tools and opportunities that help turn social value into cultural and commercial advantage.
Because doing better should not mean doing worse business.
Credibility drives demand. Demand attracts capital. Capital enables scale. Scale reinforces the standard.
The Case
Connection is not soft.
It is the most under-priced lever in hospitality. Six levers the Footprint helps you evidence, drawn from category research
+22% Dwell time
Place and programme drive longer, higher-quality visits
Place and programme drive longer, higher-quality visits
−£10k Per retained hire
Staff who stay reflect a culture of care the Footprint reads
UKHospitality, 2024
−40% Paid marketing
Strong programming replaces ad spend with word of mouth
Pub is the Hub, 2024
+30% Repeat visits
Community-embedded venues see materially higher repeat custom
CGA, 2023
2 × Crisis retention
Community-rooted venues hold custom through downturns
Power to Change, 2023
+20% Guest satisfaction
Engaged, well-led teams lift how guests rate the room
HBR, 2022
Join Us
This isn't built for you. It's built with you.
Get in touch.
Good Measure is built by the people who believe in it. Whatever brings you here, we'd like to hear from you.