Furthermore, there was no discussion of the target audience for which the renovations would take place. As was made obvious in the case study, the club itself is losing out on a powerful and important demographic of membership. As a means of attracting this demographic, the shareholders should be intimately aware of what types of improvements to the Hunt Room, if any, would engage this otherwise disenfranchised group of potential clients.
A very important piece of information that should be sought prior to determining whether to remodel, shutter, or leave the Hunt Room as is relates to the feelings of the current clientele. Although the room itself is not necessarily generating a large share of profits for the club, it does fill an important niche and retain a level of happy and satisfied customers; therefore, attempting to poll these individuals as to the level of change they would like to see and incorporating these inputs in with layers of what would attract newer/younger patrons could be an effective win/win situation. Furthermore, performing such a level of market research is both easy to do and costs virtually nothing.
With regards to how often a room should be reconcepted, this entirely depends on the clientele that avail themselves of the room, the level of brand image that is associated with the room, and the degree to which customers are not only loyal to the firm/organization/club, the food, or the management, but also the actual immutability of the room itself. For these reasons, providing a hard and fast rule with reference to a definite time period in which a given room should be reconcepted would be foolish to the litany of different business plans that exist which to a varying degree rely on the appeal of the unchanging nature of the setting itself as a prime selling point. Secondly, with regards to what makes restaurant concepts grow out of practice, it is the belief of this author that the style in