Ember burns brightly

Six Continents has spent £80m taking its pub brand Ember Inns from zero to 120 outlets in just over two years. Mark Stretton reports.

The bright exterior lights and the blazing Ember beacon jump out as you approach the Holyhead. Inside, the pub feels comfortable and welcoming, warm and friendly, yet it is not obvious why. It could be the warm glow from the open fires, the comfy leather sofas and armchairs, or the clean, contemporary decor.

It might be that the attraction of Six Continents' (6C) suburban pub offering Ember Inns is not what is on offer inside, but what is not.

"We're not discounting, there is no entertainment - no darts, no pool, no television - we don't even have a jukebox," said Ember's managing director Simon Longbottom.

It might not sound very impressive for the re-invention of "the local pub", especially one that doesn't admit kids.

"Our offer is about amenity and service levels. Quiz nights are about as exciting as it gets in here," he added.

Whatever it is that makes the cogs turn and brings the customers in, parent company Six Continents clearly believes it has a winner in Ember Inns. The company has invested more than £80m in the concept in just two years.

It is the fastest growing brand of any 6C concept. The first opened in August 1999, and now, just two and a half years on, the numbers have hit 120 nationwide. The Holyhead is just one of many Embers in the West Midlands.

Every site used was formerly an existing 6C outlet, probably in need of a face-lift and a lick of paint. "When we convert a pub to an Ember, we normally see sales double, to an average weekly take of about £15,000," said Simon.

The company is now starting to look outside the existing estate for potential sites. "We are very mindful of where we go - location is key," he said. "We will open up about 10 more, which will take us to 130 Embers, and then see what we've got and how we can improve it."

When a company such as 6C, or any of the big players, thinks it has a potentially block-busting brand, the standard procedure is to open up a few outlets, in different trading areas, and to see how they go. So why did the company splash £80m, in a race to open 130 outlets?

"For years innovation and investment has mainly been focused on city and town centre brands," said Simon. "We saw an opportunity to revive and update the broad appeal of the local pub.

"The aim was to create the ideal pub for the suburban consumer, including the grey market, light users and females. Above all there was an opportunity to build the best local pub in the area."

Marketing man Ian Webb takes up the story: "When I joined the company I was amazed at how much research it undertook. Six Continents gathers an unbelievable amount of information.

"We were all very confident the Ember Inns offer would work because the company had done its homework," he said.

"There is a huge market for people who just want to go to the pub, sit down and talk - that's what pubs were originally for. It's about companionship, friendship and hospitality.

After millions upon millions of pounds of investment, the industry at large is starting to appreciate the quality of the concept. "It's not unusual to see directors from our rivals in Ember Inns," said Simon. "That's about as good as compliments can get."

So what is the secret winning formula? "It's aspirational," said Simon, "It's about creating an environment that is as good if not better than being at home.

"You need to entice people away from the beer in the fridge, the food in the cupboard and the footie on the television - it's about the standard of the service and the quality of the venue," he said.

"I know everyone says it, but it's a fact that there is increased competition for the leisure pound," he added. "We're not just competing against the home but also leisure centres, cinemas, and Sky TV."

With each Ember Inn costing about £500,000, little expense is spared. Once you start scratching at the surface its easy to see where the money goes, from smoke filtration systems to open log fires to the array of ornaments that adorn shelves and ledges.

The sites are large, often in prominent suburban positions, perhaps on a street corner or at a busy junction. Simon said the theory goes back to the Victorian standard of the public house being the biggest property at the end of a residential street - the most desirable home among a sea of chimney pots. Ember customers are referred to as "guests" and the pub should be looked upon as a "home from home".

The Ember attraction is not just what you can see, but also what you can't - or rather it's the attention to detail you might fail to notice, that actually makes the difference.

With few exceptions, the bar is never more than three metres away from the front door, as Ember research shows that a customer feels exposed if the distance is any further.

Ember Inns are broken down into different sections or zones. Each area could look a bit like a front room or a dining room. These zones are created to provide defensive space - areas where a wall or window is never far away and customers feel safe.

Tables are at different heights to break up sight lines. The seating is unsophisticated, with a mismatch of chairs surrounding each table. "We do it on purpose - it's relaxed and informal," said Simon. "When we did the first few Embers, it was a nightmare because the cleaners kept re-ranging the chairs and putting like with like."

Much of the furniture is "aspirational" and would not look out of place at home. There is a structure to the brand but not a uniform - the contents vary from pub to pub.

Design is a key element of the Ember brand and the company recently won the design management category at the International Design Effectiveness Awards.

With the hefty £500,000 conversion costs, The Ember outlets need to deliver significant returns. With £4.5m profit on sales of £18m in the first year and £23m on £80m in the second, indications are good.

The prolific roll-out of the brand is a logistical triumph in itself - at one point the company had 12 building teams working concurrently, around the country. Simon said the estate would grow to 130 over the next few months before a period of review. "We need to assess what we've got," he said. "Some of the early Embers need to be updated so that the brand offer is consistent across the UK.

"We don't know how far it could go - the end game numbers for Ember Inns could reach 400. It can operate in high numbers in any one town."

Early indications suggest that 6C has an outstanding success story on its hands. But reading the Ember "handbook" can initially be a disheartening experience - it is no different from many, containing the usual rhetoric about winning formulas, the ingredients for success, and the need for a "wow" factor: "Go the extra mile for the guests, a warm welcome, attentiveness, excellent service standards, and strict cleanliness," all get a mention at least once for every one of its 120 outlets.

However, the proof of the pudding is in the eating. The experts say the key to making a brand work is establishing a point of difference - and here it is - Ember Inns is delivering everything the manual says it should, and more.

Pictured l-r: Ian Webb, Bob Jones and Simon Longbottom of Six Continents' brand Ember Inns​