Why business consulting is often the turning point when a business is struggling

A case study from SN Advisory’s work

Many business owners sense early on that something isn’t right. The location is good, the product is there, the effort is real, and yet the customers stay away. Revenue stagnates or barely covers running costs. This is exactly the point at which business consulting becomes relevant.

Using a real SN Advisory project, this article shows why outside advice is often not a luxury but a necessity. The story is about a business in a prime city-centre location that, despite good equipment, modern interiors and substantial investment, barely existed in economic terms, and how a strategic realignment not only revived the business but made it successful in the long term.

The starting point: a perfect location without customers

The business was originally conceived as a café and bar. It sold cold and hot drinks, played music in the evenings and occasionally hosted small events. The location itself was ideal: right in the centre of town, easy to reach and visible to passing trade. The business also had an ice cream counter for selling ice cream in season. The demand was there, and the potential was obvious.

And yet the place stayed empty.

On some days, two or three guests came in, often acquaintances of the owners. Hardly any revenue was generated. While other bars nearby were consistently busy, this one went largely unnoticed despite its modern interior and good technical equipment.

Why good equipment alone doesn’t bring in customers

When SN Advisory was brought in, the focus was not immediately on a new idea but on a fundamental analysis. The central question was: why don’t people come here, even though they easily could?

It quickly became clear that several factors were at play. There was no properly structured till system, which slowed down payment unnecessarily. Guests waited a long time, and processes felt improvised. On top of that, there were no unique selling points. Drinks that are available everywhere give no reason to seek out a particular place.

The music concept wasn’t clearly defined either. There was no recognisable style, no recurring events and no emotional connection to the venue. The business existed, but it told no story.

The first step in business consulting: creating clarity

Business consulting rarely starts with grand visions. In this case, it started with structure. Together, we analysed the current situation: processes, offering, external image and customer perception.

A key goal was to remove obstacles before introducing new ideas. The till system was modernised, processes were simplified and waiting times reduced. This laid the foundation for a professional operation that inspires trust, a prerequisite that is often underestimated.

Why differentiation is crucial

The next step raised the question of profile. Why should anyone visit this particular bar? You can get beer, soft drinks or standard cocktails anywhere. Without differentiation, a business remains interchangeable.

Together with the owner, SN Advisory developed a concept built around experiences. Events were deliberately introduced, including games nights on public holidays, themed evenings with matching décor and fixed programme highlights that recurred regularly. Table reservations with small, predefined menu options were also introduced to make planning more reliable.

This created structure for guests and owner alike.

Collaborations as an underestimated growth driver

One particularly effective step was teaming up with a direct neighbour: a very busy pizzeria that specialised exclusively in takeaway and had no seating of its own.

SN Advisory initiated a partnership in which guests could order their pizza there but eat it in the bar area. As an incentive, customers received a small discount on selected pizzas and could order drinks, watch matches or attend events at the same time.

Connecting the two businesses created added value for both sides. The bar gained guests, and the pizzeria extended the way its offering could be used, without needing any additional space.

Visibility through events and media

At the same time, the venue was developed further in terms of technology and atmosphere. TVs, lighting concepts and event equipment made it possible to enjoy sports broadcasts, boxing matches and other major events together. Fans could meet, order and stay.

Through targeted marketing, professional social media management and an optimised Google profile, the business became increasingly visible. Eventually, it appeared among the top results in the region when people searched for bars. Visibility led to visits, visits created atmosphere, and atmosphere drove growth.

The strategic turning point: the decision to become a shisha bar

Once the business had stabilised and was attracting regular guests again, a new strategic opportunity emerged. There was no shisha bar anywhere in the region. Anyone who wanted to smoke shisha had to travel a long way.

The analysis revealed clear market potential. Over 50,000 people lived in the town and surrounding area without any such offering. The decision was made to expand the concept in a targeted way and transform the business into a shisha bar.

Professional execution instead of a quick fix

Together with an experienced partner with in-depth expertise in traditional shishas, high-quality equipment was purchased. The focus was on quality, not mass-market products. Arabic shishas, careful preparation, fruit combinations in the water and a deliberately staged smoking experience clearly set the business apart from improvised offerings.

As there was initially no permit for the indoor area, the outdoor space was used creatively. Areas with privacy, music and atmospheric lighting were created both in front of and behind the building. In summer especially, this area became a major draw.

Later, a powerful ventilation system was installed indoors, so that the shisha experience was possible inside as well.

From empty café to established shisha bar

Over time, the venue made a clear name for itself in the town. The bar became a meeting place, event venue and shisha lounge all in one. Guests came on purpose, stayed longer and returned regularly. The business was no longer interchangeable but unique in the region.

In its first full year as a shisha bar, the business achieved annual revenue of over €90,000, a figure that had previously been nowhere near within reach.

The client deliberately chose not to be named. The story may be told, but their identity remains protected. That, too, is part of professional consulting: discretion.

Why business consulting made the difference here

This project clearly shows that business consulting is not about delivering theoretical concepts. It is about uncovering potential, structuring decisions and supporting implementation.

Without an outside perspective, the situation would probably have continued to be underestimated. With clear analysis, creative solutions and consistent execution, a stagnating business was turned into a growing company.