Chris’s answer:

There are three possible answers to your question and the solution may be a mix of all. It could lie in the design and décor, the welcome received by guests, the type of customer you attract or a combination of all three.

Stepping back, why and when are people quiet? It is often when they feel reverential, nervous and uncertain, intimidated, overheard, out of place or perhaps because they just have nothing to say!

Design and décor – how comfortable do diners feel – is the atmosphere and furniture overbearing to the point of intimidation? Harsh surfaces, wooden floors, bright lights,  bare walls and open areas can all create a ‘stark’ feel that intimidates, particularly during quiet times. Try changing the music to something more contemporary too – not everyone dines well to Vivaldi. Test volume levels too. Talk to the local college design department. They may have some great ideas for free!

The welcome – who welcomes guests? It may be better to employ a host with no trade experience, but an out-going and friendly manner. One of the best appointments I ever made was a former trumpet player with real personality! Not all owners make the best hosts either. Are changes needed here?

The customer – do you attract mainly couples, particular young romantics or middle aged ‘said it alls’ who are much quieter than groups. Larger groups tend to be noisier and less easily intimidated by the prevailing atmosphere. Are groups welcomed and marketed to? Are there enough customers to make the restaurant buzz – or do diners feel ‘on show’?

Why do people dine with you? To celebrate (sounds unlikely) or to enjoy a quiet meal away from the busy family pubs and unruly areas of town? Depending on your market, you may have it right, particularly of you have large numbers of repeat customers.

But are reduced fee rates during quieter periods the only option?

Offering a low fee and selling on a cheaper price is a tempting option if only because it is a ‘one-size-fits-all’ solution. Other options are more time consuming, though will ultimately lead to a club becoming more distinctive in the market place as it is recognised as a solution provider rather than a ‘general centre’.

Where to start? The essence of finding any market opportunity is to ask the simple question – ‘What do people want and how can I/we give it to them?’

So it is with finding alternative ways to fill a health and fitness club at quieter times. Look for groups of people with similar identifiable needs. People who can be catered for at your club and who can be easily found.

One obvious market during day time periods are stay at home parents, looking for a way to keep fit who would appreciate a venue offering a crèche, or at least a supervised play area. At the other end of the scale over-55 memberships can generate significant levels of activity – though be careful with the pricing policy as many older people like to maintain their lifestyles even when retired and ‘get up to get on’ thereby arriving during peak morning periods. And don’t just think of the over 55’s as a single market. It isn’t and can include many different types of people with a wide variety of needs.

Thinking more laterally, what about memberships or tailored programmes arranged for those recovering from operations or other health problems?

Other ideas include short term courses for Winter holiday planners or occasional, recreational divers; pre-Spring programmes for gardeners; purpose designed programmes for golfers and other seasonal sports enthusiasts; special training plans for people in certain physical jobs such as emergency service employees – the list is endless.

All that is needed is a fertile imagination and a good life style database supplier. Find out how to use your membership data to find new members here.

Direct mail remains one of the most effective forms of promotional activity. However a mailing list can be as broad as a telephone directory or as targeted as a precision list, depending on your instructions. Direct mail remains one of the most effective forms of promotional activity. However a mailing list can be as broad as a telephone directory or as targeted as a precision list, depending on your instructions.

Lists are available for both consumers and companies. Dealing with consumer lists first, you can get lists based on compiled data – where someone has put a list together based on stated criteria such as gender, age, membership of a club etc.– or a user list, which has the benefit that people on the list have undertaken the stated activity.

A compiled list, such as the directory, is likely to be less effective than a user list drawn from a lifestyle survey or a list of known consumers. Whatever the list source though, don’t take it at face value. Specify other criteria such as gender, geographical location and demographic profile of entries to improve your selections.

Find out if the list supplier has life-style data available and ask if they can ‘run’ your list against other factors such as special interests, age, car ownership etc. Lists refined in this way will cost more per entry. However your wastage will be less and your response should be higher – which are key factors.

When buying a list of people who have done something, such as buying a short break, check when they last bought. More recent and frequent purchasers tend to be the best to sell to.

When mailing companies, you can select by such factors as Standard Industry Classification Code (SICC), number of employees, annual turnover etc. Analysis of your current users by the same factors will enable you to identify what to ask for. In the past we have found very different types of companies use bedrooms and can be drawn to Christmas Party Nights etc.

Careful list selection works.

Lists are available for both consumers and companies. Dealing with consumer lists first, you can get lists based on compiled data – where someone has put a list together based on stated criteria such as gender, age, membership of a club etc.– or a user list, which has the benefit that people on the list have undertaken the stated activity.

A compiled list, such as the directory, is likely to be less effective than a user list drawn from a lifestyle survey or a list of known consumers. Whatever the list source though, don’t take it at face value. Specify other criteria such as gender, geographical location and demographic profile of entries to improve your selections.

Find out if the list supplier has life-style data available and ask if they can ‘run’ your list against other factors such as special interests, age, car ownership etc. Lists refined in this way will cost more per entry. However your wastage will be less and your response should be higher – which are key factors.

When buying a list of people who have done something, such as buying a short break, check when they last bought. More recent and frequent purchasers tend to be the best to sell to.

When mailing companies, you can select by such factors as Standard Industry Classification Code (SICC), number of employees, annual turnover etc. Analysis of your current users by the same factors will enable you to identify what to ask for. In the past we have found very different types of companies use bedrooms and can be drawn to Christmas Party Nights etc.

Careful list selection works.

Chris’s response:

A certain Prime Minister used to say ‘The market will decide’ and that appears to be what has happened here. Clearly there is something about your establishment that appeals to drinkers rather than diners.

I note your concern about making a sudden change due to overheads but I don’t see how a gradual change can be made. Either it is a drinkers pub, a pub serving food or a restaurant. The market needs a clear image of the business and clearly it is not one of a restaurant at present.

It sounds as though your personal desire is for a restaurant and you first need to determine whether there is a market to support your desire. Examine your local area – who lives there, who works there, who passes by? What attractions are there in the area – entertainment and leisure facilities for example or even supermarkets that may draw people to the area. If possible establish the demographic profile of local residents and match that with likely food preferences. In areas with limited population you may need a wider ranging menu.

Whilst engaged in the above remember that the higher the quality you offer, the further people are likely to drive. Few travel far for an average burger for example.

Now for the difficult bit – determine what resources are needed to re-launch your restaurant. It sounds as though these may need to cover a refurbishment or at least redecoration, new signage and some re-styling to create a fresh image. Fresh marketing will also be required. Prepare a budget for the above, be realistic on estimating sales and see if the whole thing stacks up.

If not, the solution is to develop the business further as a pub, with or without food sales. If this idea does not appeal, build revenue and look for an early exit.