A blunt message landed for small brands this week: serving food or pouring drinks no longer carries a venue on its own. “It’s not enough to be a hospitality business anymore,” small-business owner Shelley Pippin says. “You need to be an event business.” Her line captures a shift that many cafés, pubs, restaurants, and independent venues already feel. Customers seek experiences, not only services. Local spots now build calendars of tastings, workshops, chef residencies, music nights, and community meet-ups to win attention, loyalty, and higher spend. The event-led model brings new revenue and richer data, but it also raises costs, compliance needs, and workload. Owners who master programming, promotion, and partnerships gain an edge. Those who treat events as a one-off gimmick risk burn-out and thin returns.
The comment appeared on HubSpot’s Marketing Blog on Friday, 14 November 2025. The piece ran online and set off discussion across small-business circles about how to adapt in a crowded market.
Events as the engine for footfall and loyalty
In busy high streets and tight digital feeds, events cut through noise. A well-planned tasting or class gives customers a reason to choose one venue over another on a given night. A series of events turns casual visitors into regulars. That repeat habit supports margins in a sector that faces rising input costs and stiff competition. In this environment, Pippin’s point resonates because it focuses on action: build a programme that people plan around.
Events also deepen ties. People who meet at a workshop or a book launch often return as a group, and they bring friends. This community effect compounds. It also travels online. Guests post photos and clips that extend reach without ad spend. Brands then capture interest with email sign-ups at the door and follow-up offers. In a week of algorithm shifts, direct lists and calendars matter. They give owners control over how and when to talk to customers.
What an event-led model looks like on the ground
A venue that chooses an event-led path acts like a small studio. Teams plan seasons, not just menus. They test formats: early-evening classes for families, late sets for music fans, quiet midweek clubs for hobby groups. They rotate partners—local brewers, authors, makers, and trainers—to refresh content and tap shared audiences. They sell tickets for some nights and keep others free to widen reach. They bundle offers, such as “ticket plus tasting flight” or “class plus supper”.
This model can increase average spend per head. It can add new revenue lines through ticketing, merchandise, and sponsorship from aligned brands. It can also smooth demand by filling off-peak slots. The best operators design events that fit their space and story. A bakery hosts sourdough masterclasses; a bookshop runs author Q&As; a microbrewery offers limited-batch launches. The fit builds authenticity and reduces waste because the event uses existing skills and stock.
Tools that make events work: from ticketing to data
Digital tools give small teams leverage. Lightweight ticketing platforms handle RSVPs, waitlists, and refunds. Email and SMS platforms drive reminders and upsells. A CRM links attendance with purchase history so teams can spot loyal guests and reward them. Simple dashboards show what formats and times perform best. Owners then double down on winners and drop what drains staff.
Live-streaming and on-demand video extend reach for talks, demos, or classes. A hybrid format lets a venue sell a limited room and then a wider online audience. It also creates content for later use on social channels, websites, or newsletters. UK businesses that collect data need to comply with UK GDPR. Clear consent, secure storage, and easy opt-outs matter. Good practice protects customers and builds trust that supports long-term growth.
Costs, compliance, and capacity: the hard parts
Events add work. Owners need to budget for talent fees, staff hours, marketing, staging, and equipment. They need to plan for slower sales periods and avoid overloading teams. A simple template helps: set a target for break-even ticket sales, plug in fixed and variable costs, and price tickets or bundles accordingly. Small teams that track these numbers make faster, safer decisions.
Compliance also needs attention. In England and Wales, many smaller one-off events run under Temporary Event Notices (TENs) within the Licensing Act 2003 framework. Owners need to check local rules, noise limits, hours, and capacity with their council. They also need public liability insurance and clear risk assessments. Basic steps—safe layouts, trained stewards, clear signage, and accessible routes—support a safe night and a calm debrief. These tasks take time, so teams often assign a named coordinator to own the process.
Partnerships that stretch budgets and audiences
Smart partnerships lift quality and reduce cost. A venue can co-host with a local producer, a cultural group, or a charity. Each partner brings a network, content, and sometimes kit. They share promotion across newsletters and social channels. They also align incentives: full rooms help both sides. Local media and community boards still matter. Clear listings with good images and a tight description can turn browsers into buyers.
Tourism offices, business improvement districts, and trade associations often run calendars and campaigns. A venue that plugs into those networks gains visibility. Cross-venue festivals and trails give small brands a bigger stage. They also let owners test new formats in lower-risk ways because promotion and footfall spread across many sites.
Measuring success: from seats filled to lifetime value
Event-led strategies need clear metrics. Attendance matters, but it does not tell the whole story. Teams can track revenue per guest, repeat attendance within 90 days, email sign-ups, social shares, and post-event bookings. They can review costs per event and margin per hour of staff time. These measures show which formats create profit and loyalty.
Data also guides next steps. If a midweek class drives strong repeat visits, the venue can build a series. If ticket sales spike after a certain kind of post, the team can rethink its content mix. Owners who run short surveys at the end of events gather useful feedback. A simple QR code and three questions—what worked, what to change, what to host next—often yield ideas that pay off.
Hybrid reach without losing local roots
Not every event fits a camera, but many talks, demos, and tastings do. A hybrid approach can turn a small room into a broader stage. It can create new products, such as paid replays or digital guides. At the same time, venues protect their core local feel. They design the room first and the stream second. They keep interaction warm and human. They invite online viewers to claim in-store perks later, such as a free sample or a discount on a follow-up booking.
Local focus still drives word of mouth. Neighbours value places that host and connect. When owners design events that reflect local culture and needs, they build resilience. That local bond underpins sales even when wider demand dips.
Shelley Pippin’s call to action reflects a broader shift in how small brands grow. Events help independent venues stand out, build community, and gather data that improves decisions. They also demand fresh skills, careful budgets, and clear compliance. Owners who plan seasonal programmes, invest in simple tech, and track the right numbers can turn a calendar into a profit engine. The next wave will likely blend intimate, in-person formats with smart digital add-ons and strong local partnerships. As more venues act like event businesses, customers will expect richer experiences as standard. Those who deliver consistent, well-run nights will earn loyalty and higher spend. Those who treat events as an afterthought may watch attention, and revenue, move down the street.
