Permanently Unique will launch a third concept in Manchester next year, adding to its current portfolio comprising Tattu and Fenix, co-founder Adam Jones tells MCA.
Earlier this month, the Manchester-based independent group rebranded from Tattu to Permanently Unique as it prepares to launch its second concept – a Greek-Mediterranean restaurant called Fenix – in Manchester this November.
The third concept will see the business venture into another cuisine but remain at the premium end of the market.
“We used the down time [during Covid] to create new brands, which we’re now bringing into the market,” Jones says. “It will focus on a trading window complementary to the other two concepts, but with a new cuisine and what we believe will be a new experience.
“They will all be at the premium end of the market. We’ve found our niche and we’re focused on what we do best.”
The new restaurant is slated to open in Manchester in summer 2024 and will focus on a cuisine that the business feels is underrepresented, according to Jones.
Permanently Unique rebranded from Tattu to better encompass its expanding portfolio of new concepts.
“We launched Tattu in 2015 with the internal mantra to be permanently unique in everything we do,” he adds. “That phrase was tied to the concept since we created it.
“Being permanently unique is what keeps Tattu at the forefront of the market and what keeps us engaged as a company as well.”
The idea was to create a new umbrella that captures “both the Tattu and Fenix brands and anything we bring to the market in the future.”
“We want to make sure the brands are complementary and not competing.”
Fenix, in addition to being Mediterranean cuisine-focused as opposed to Tattu’s Chinese offering, will be a more “universal” proposition.
While Tattu is more dinnertime- and occasion-led, Fenix will have more lunchtime appeal but also lend itself to “an indulgent, late night, sharing dining experience.”
“It’s more diverse, which is part of our evolution,” Jones says. “It’s about how to create concepts to facilitate the customer journey at all times of day.
“Like Tattu, Fenix will offer elevated cuisine in beautiful surroundings. We’re offering familiarity but looking at ways to elevate, innovate, and make it more engaging on a plate.
“Once again, we’re hoping to introduce something completely new to the market…we’re intent on creating our own identity and our own culinary experience.”
The bar element will continue to be a priority, with all future restaurants supported by a strong beverage portfolio.
Fenix and other future concepts will follow a similar expansion process to Tattu, beginning with an incubation in Manchester, followed by other major UK cities and then international ones.
Earlier this month, the business announced its first international Tattu venue will launch in Dubai in 2024.
“We feel we’ve had the right level of growth for the UK market. We don’t want to be perceived as a chain.”
The intention is to focus on expanding Tattu to the Middle East and beyond.
“We want to create a sense of ownership for each Tattu and its local community,” Jones says. “Despite consistency, we want people to have different experiences.
“We feel Tattu has reached its growth potential in the UK. That being said, if an opportunity was presented that could be complementary, we’d consider it.
“The Tattu we have in London is the jewel in the crown of our portfolio. It was a huge investment for a small business and we don’t want to take away from it…if we can’t do it better than what we did before, it’s not worth doing for us.”
While the business has expanded its central team and has its eye on major global cities, it remains cautious to set “realistic” growth plans.
“Every time we do a Tattu, we try to outdo ourselves…we’ve only ever grown as quickly as the business allows.”
While the core offer at Tattu has remained the same, being a young business has allowed the group to stay nimble and engineer the menu where needed.
Its caramel soy aged beef fillet remains a bestseller. While it takes note of both food trends and food inflation, consistency is key.
The group has also seen consistent levels of spend despite changed trading patterns.
“This year has been solid with regard to trade, but we’re certainly not immune to costs,” Jones says. “We’re occasion-driven…people are still having birthdays and anniversaries.
“We did choose to be located in corporate hubs and commercial centres. We’ve definitely seen a change, but not necessarily a reduction.”
Energy costs have quadrupled for some sites, albeit menu engineering and negotiating with suppliers has mitigated food inflation.
“It’s a more challenging environment than we’ve ever traded in before.
“Achieving value at the higher end of the market is the hardest thing to do.”
The business is focused on maintaining its luxury experience while still offering value for money.
“We don’t plan on launching 20 brands – we’ll have our hands full with the three.
“We’re proud to be a Manchester hospitality business that’s made a mark in London.”
