The scene was set for artists to work in north London on a Monday evening recently, with blank canvas squares, plastic paint palettes and pots of brushes laid out on tables.
However, this venue was no school classroom, art studio or church hall. On this occasion, pictures of flamingos were being made in a pub, with prosecco, wine and beer on hand to get creative juices flowing.
The ‘paint and fizz’ evening at Enfield’s Crown & Horseshoes, a Greene King site, saw customers pay £30 to attend a class led by an artist and receive materials, two drinks and snacks.
On the night I attended, there were 11 women taking part with lots of conversations and laughter. The pub pays the supplier for the event (this varies per Greene King venue) with other recent activities including ‘balloon twisting fun’ and a children’s explorers class with magnifying glasses to identify bugs in the beer garden.
The events, aimed at encouraging visits during the week, are proving successful and have generated more awareness of the pub in the community, a spokesman says.
Greene King brand and marketing director Andrew Gallagher comments: “Our research shows 76% of customers are more likely to visit a pub for an event, and occasions like these (such as a quiz night, live music or ‘paint and fizz’) encourage them to stay longer, with 85% more likely to return after attending.”
Gallagher’s employer is far from alone in embracing unconventional offerings at pubs (which can be provided by external companies or done in-house). A new survey by The Morning Advertiser has found most listed pub companies have increased activities since early 2024, with extra fun on the way next year. More on that later.
But efforts to boost sales and customer numbers come at a time when there is a cocktail of challenges that can make investing difficult, particularly for smaller operators.
Overheads have been impacted by factors such as the rise in employer national insurance contributions and business rates biting. Now firms are waiting to hear if the upcoming Autumn Budget on 26 November can aid growth plans or dampen spirits.
Here, we explore why both customers and bosses are thirsty for more activities, look at some of the events pubs have experimented with to benefit trade, and chief executives discuss what Chancellor Rachel Reeves can do to help business.
Taste to offer more
A survey by The Morning Advertiser found five (Fuller’s, Marston’s, Mitchells & Butlers, Shepherd Neame and Young’s) out of six listed pub companies have increased the amount of social activities offered across their estate since the start of 2024. JD Wetherspoon said it had not.
The five respondents that have upped entertainment and games, collectively have close to 3,800 pubs and these groups said they plan to introduce more activities in 2026.
Saxon Moseley, head of leisure and hospitality at accountancy firm RSM UK, says adding further competitive socialising or entertainment can help produce a “diversified revenue stream for operators and underscores the creativity of UK pub owners”.
He also points to venues wanting to appeal to more younger adults.
“Gen Z are spearheading a broader trend towards healthier drinking choices and seeking out new experiences, so pubs are diversifying their offerings to attract a new generation through the doors,” says Moseley.
Brewing up a busy social calendar
There are several examples of new activities introduced since the start of last year.
Fuller’s, where murder-mystery, bingo and wreath making all feature on the 2025 calendar, has observed consumers are seeking immersive events and experiences, plus learning new skills.
“We’ve utilised our spaces to offer this – and to use the space when it may not usually be used otherwise,” says a company spokesman.
Meanwhile, Shepherd Neame is trialling some experiential activity around interactive darts and pub games. An example of what is on offer from Young’s includes at the Bear, in Oxshott, Surrey, where wine glass painting took place in the summer. The venue, located just north of Leatherhead, had pumpkin carving and flower arranging during Halloween.
For the festive period, Mitchells & Butlers has offered wreath making, and has breakfast with Santa-style events across most of its brands.
At Marston’s, the diary during the past year has included craft clubs and, at more than 250 of its family-focused pubs, it had a limited-edition Paddington Bear-inspired menu featuring marmalade dishes and activities for kids around the Paddington in Peru film release.
Marston’s commercial marketing director Mags Dixon says: “Given the success of our event-led marketing strategy to-date, we’re building on our current momentum with even bigger and bolder plans for 2026, including new partnerships, themed campaigns and community-first events.”
Support is needed
Being adaptable is vital for many companies but it won’t be enough for all of them to survive.
In a summer poll, more than a third (35%) of British Institute of Innkeeping (BII) members surveyed said if the Government doesn’t reduce the tax burden on the sector at the Autumn Budget, they could be forced to close their businesses.
The issue on business rates is among the many headaches bosses have had this year. Rates bills rose after the cutting of a hospitality and retail discount from 75% to 40% in April. There are plans in place for hospitality operators to have lower multipliers on properties with a ratable value under £500,000, coming into effect in April 2026.
Plans to reform the rates system will be outlined at the Autumn Budget and the Government’s recent interim report on the property tax pointed to changes being looked at to encourage investment and growth.
A Government spokesman says: “Pubs are vital to local communities, that’s why we’re cutting the cost of licensing, lowering their business rates and helping more pubs offer pavement drinks and al fresco dining, on top of cutting alcohol duty on draught pints and capping corporation tax.”
It seems support for operators can’t come soon enough.
Young’s chief executive Simon Dodd says: “We need some meaningful change to breathe life into pubs and local communities.”
Jonathan Neame, who leads Shepherd Neame, adds: “We don’t want any surprises, we need certainty and stability so that businesses and consumer confidence can recover.”
All eyes will be on Reeves next month to see if there will be any meaningful measures revealed that might improve employer confidence and encourage customers to support pubs and bars and perhaps pick up a paint brush at their local…