The Rise of Branded Residences & What This Means for F&B Brands

The branded residence market is expanding rapidly, reflecting a wider change in how real estate, hospitality and lifestyle are coming together to shape the spaces people live in.

At the same time, brands are moving into adjacent verticals such as hotels, private members’ clubs and hybrid concepts, building on their equity and narratives to capture attention and deepen engagement.

For the F&B sector, it raises new opportunities and questions about how dining brands can play a role in this space, while also pointing to a broader movement where F&B is merging with retail, entertainment and lifestyle, with formats overlapping and hybridising more than ever.

why branded residences matter

• Branded residences are scaling quickly, with global supply projected to grow by more than 55% between 2023 and 2026 (Knight Frank).

• Buyers are drawn by the trust halo of established brands, lifestyle convenience, and the premium they command, with Savills estimating an average uplift of 31% globally, and up to 50% in prime resort markets.

• The Middle East, Asia, and North America are leading this expansion, with Dubai now one of the most active hubs.

• Residences are increasingly positioned as lifestyle ecosystems rather than pure real estate, blending hospitality, design and cultural value.

• For investors and operators, the model offers diversification of revenue streams and a way to lock in brand loyalty through daily living.

See How Strategic Design Brings Hospitality Brands To Life

F&B as anchor and value driver in branded residence market

Hospitality brands continue to dominate the branded residence sector, with hotel groups like Marriott, Four Seasons and Ritz-Carlton accounting for the vast majority of schemes and premiums in the market.

Their advantage lies in operational infrastructure, established service systems, global loyalty programs and reputations for consistency that give buyers confidence in both experience and long-term value.

Luxury and fashion brands have also moved strongly into this space, leveraging identity and cultural cachet to extend their influence from retail to residential living.

Amid this, there is a growing wave of experimentation from F&B brands. Nobu has shown that a dining concept can form the nucleus of entire towers, with restaurant access and lifestyle programming positioned as core to the residential experience. Cipriani has also expanded its distinctive dining culture into hotels, private clubs and residences.

At a more boutique scale, Dishoom’s Permit Room Lodgings demonstrate how a restaurant brand can extend into accommodation without losing its core identity, translating the design language, service rituals, and cultural cues of the dining experience into an overnight stay.

This illustrates the potential for smaller operators to test residential formats in ways that reinforce, rather than dilute, their narrative and atmosphere.

The appeal of F&B in this context is significant. Food brands carry strong storylines, rituals and service cues that translate naturally into daily life. When integrated effectively, they can create a sense of continuity and belonging that enriches the residential experience.

This can become a differentiator in crowded markets, where culinary programming, access to globally recognised restaurants, or in-residence dining options not only add lifestyle value but also influence asset perception and resale potential.

Still, the impact of F&B as an anchor is not uniform. It depends on execution, market expectations and the ability to deliver services at a hotel-grade standard.

As branded residences multiply, food’s role within them will likely become a marker of differentiation—powerful in the right setting, but always contingent on operational depth and alignment with the broader living experience.

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lessons for developers, brands and hospitality

For developers, F&B integration offers a way to differentiate projects, increase perceived lifestyle value and support premium pricing. Dining concepts bring cultural identity and a sense of community. The advantage, however, is only realised when integration feels authentic.

If F&B is treated as a superficial add-on, or if service falls short of the lifestyle promise, both the property and the brand risk losing equity. In crowded markets, over-badging is a particular concern and the halo effect may erode quickly when the concept feels generic or execution is weak.

Scarcity and exclusivity remain central to this space, and without them the value of the brand association can diminish fast. 

For F&B brands, moving into residences, hotels, and clubs provides both commercial opportunity and reputational reach. These ventures embed a brand into daily life, functioning as long-term visibility strategies. A residence or club can act as a strategic brand activation, generating cultural relevance, media attention and loyalty.

For hotels and private members’ clubs, F&B has become increasingly central to brand strategy. Investment in distinctive dining programmes reflects recognition that F&B offerings often drive loyalty as much as rooms or amenities.

This has opened opportunities for chef-led partnerships, resident-exclusive dining and collaborations with recognised restaurant brands. Yet here too, execution matters. If partnerships feel cosmetic or service is inconsistent, the gap between what people are promised and the reality of their experience can damage both property and partner brand.

Learn Why F&B Should Be Core to Hotel Strategy

hybridisation and the role of collaboration

The rise of branded residences, and the expanding role of F&B within them, sits within a broader industry movement where the boundaries between real estate, hospitality, F&B and lifestyle are steadily blurring.

Increasingly, projects are conceived not as single-use assets but as mixed-use ecosystems, where living, socialising and consuming are interwoven. Within these environments, food is often the connective tissue that makes the experience feel coherent and culturally grounded.

This blending is being driven by both consumer expectations and commercial strategy or necessity.

Audiences are looking for spaces that combine convenience with identity, while developers and operators are seeking models that allow them to maximise the impact, flexibility and profitability of their spaces—across multiple revenue streams.

Partnerships are central to how these models function. While developers can bring scale and capital, brands contribute narrative and loyalty, with operators ensuring consistent delivery against the promise.

Where this alignment is strong, branded ventures can sustain premiums and demand. Where it is weak, projects risk becoming over-branded and under-delivered.