Coffee culture: what UK operators can learn from overseas markets

The evolution of Britain’s coffee market shows no sign of slowing. Factors including growing consumer knowledge and demand for healthier, functional beverages means no operator can afford to rest on their laurels.

At The UK Food & Drink Shows in April, leaders from across the industry will examine the trends driving the market and consider what the future could bring to the coffee sector.

Held at the NEC Birmingham from Monday 13 to Wednesday 15 April, The UK Food & Drink Shows comprises four individual events: Food & Drink Expo, Farm Shop & Deli Show, Forecourt Show and the National Convenience Show. For more information see the boxout at end of this article.

Each show features a packed programme of presentations and discussions, including Coffee Leaders: A Look to the Future, which takes place today (13 April) at 2.30pm. Among the panel are Will Kenney, commercial director at 200 Degrees Coffee, and Hani Taleb, UK director at EL&N Cafe.

What has been your career highlight?

Will Kenney: There are so many when you work in coffee! If I have to choose one I’d say attending the Nordic Barista Cup in 2007 – an unbelievable event that truly opened my eyes to how amazing speciality coffee can be.

Hani Taleb: Opening 10-plus sites in three years, managing a team of 450-plus staff while ensuring consistent business profitability during a period of hyper-growth.

What has been the most significant change in the UK coffee market in the time you’ve worked in it?

WK: As strange as it sounds, when I first started the concept of a ‘barista’ in the UK was pretty unknown and the idea that this would become a recognised career and influential role within UK hospitality seemed so farfetched.

HT: The market’s pivot from a traditional, utility-based coffee model to a lifestyle-oriented experience. This shift has been largely driven by Gen Z becoming the dominant demographic. Unlike previous generations who viewed coffee shops primarily for a caffeine fix, this demographic is prioritizing health and wellness. They are actively seeking functional, healthier alternatives such as matcha, adaptogens, and fresh ingredients over traditional sugary or heavy coffee drinks. This evolution has forced traditional coffee shops to fundamentally re-evaluate their menus and innovation strategies to remain relevant.

How have UK consumer attitudes to coffee changed in the past decade?

WK: Consumer expectations around quality have continued to rise on all occasions where coffee is consumed, however for the out-of-home market delivering consistency is a greater opportunity than super-premium speciality coffees. The greater understanding of what coffee can taste like increases expectations around the quality of the drink.

HT: Ten years ago, the attitude was purely about the caffeine fix and convenience. Today, largely influenced by Gen Z, consumers are far more discerning. They prioritize health and wellness, actively seeking out ‘better-for-you’ alternatives. The attitude now is: ‘What is this drink doing for my body, and how does it fit my aesthetic?’ It’s no longer just about the taste; it’s about the health benefits and the social experience.

What is the biggest opportunity for the UK coffee industry in 2026?

WK: To keep maximising the opportunity that is presented from the demand for cold coffee/alt drinks. Increasingly health-conscious consumers are looking for functional drinks.

HT: The biggest opportunity is brand reinvention. The UK has been a pioneering force in coffee culture for centuries, and we have a history of leading the way. That momentum hasn’t stopped. I believe the opportunity lies in building on that legacy, but it requires a specific mindset shift. The winners will be the owners who are willing to embrace the new directions the market is moving toward – whether that is health, technology or experience.

What is the biggest challenge faced by the UK coffee industry in 2026?

WK: The relentless cost pressure that all hospitality operators face, trying to find efficiencies that don’t impact on guests, team members or the quality of the product.

HT: A combination of economic pressure and intensified competition. We are seeing a clear trend of trading down, with customers bypassing high-end coffee shops for their daily caffeine fix and opting for larger, more value-driven chains. They are effectively ‘saving’ their limited spare cash for occasional, high-value experiences like a monthly fine-dining meal, rather than spending it on daily premium coffee. Meanwhile, the competitive landscape has shifted. Historically, the UK was a launchpad for brands to expand globally. Now, we are seeing a massive influx of international coffee brands entering the UK market. These often arrive with strong capital and established global followings, increasing competition for a customer base that is already shrinking.

What can UK operators learn from the coffee industry in other parts of the world?

WK: Trends will continue to come from other countries, be it espresso from Italy, the flat white and brunch from Australia or cold coffees from the US. The current unknown is the Chinese market – enormous and growing rapidly, they have scaled as an industry so quickly, embracing automation much faster than western countries.

HT: To be much more proactive in adopting global trends. Because the UK is a multicultural hub and relies heavily on tourism, our customer base is truly international. We have a unique opportunity to look at emerging coffee cultures in growing markets around the world and bring those innovations here. By staying up-to-date with what is happening outside the UK, we can customize our menus to match the expectations of international visitors, ensuring they feel at home while still offering something new to locals.

What is the best piece of professional advice you have been given?

WK: Be truthful and genuine in everything that you do and do it with purpose. People will buy into both. Being less than truthful or half-hearted in your efforts rarely works out well.

HT: I was once told that ‘success in F&B is like writing in the snow’ - it doesn’t last unless you keep doing it. You can’t rely on a single conversation or training session to change behaviour forever. If you stop repeating your standards, they fade away. This advice taught me that leadership is about consistency and repetition; you have to keep ‘writing’ every day to ensure the job gets done right.

What is your go to coffee serve?

WK: A simple V60, the ritual of hand grinding and brewing seems more rewarding than making a flat white.

HT: After 25 years in this industry, I’ve learned that the ‘best’ coffee isn’t about the style, but the execution. My favourite serve is the one that is made perfectly to standard. Whether it’s a flat white or a cold brew, if it is consistent, high quality, and served with the experience our brand promises, then that is my favourite. I value consistency over a specific flavour profile.