Bar + Game Model Expands: NQ64 Moves to a 9,000 Ft² New Location in Soho

Bar models that combine beverage sales with social games continue to grow in London's night economy. The retro arcade concept NQ64 is bringing its existing venue in Soho to a new 9,000 ft² larger location, marking its largest bar to date.

The new venue will be located on Manette Street in Soho, in the area where the former Borderline nightclub and G-A-Y Late venues were situated. The facility, which will span the ground and basement levels, is planned to be the company's new flagship location.

The noteworthy aspect of this investment from a StaffMag perspective is the expansion of the concept rather than just the square footage.

NQ64's current model combines cocktails, beer, and other beverages with retro arcade machines and gaming consoles. For the first time, augmented reality-supported darts and billiards will also be added to the new Soho venue.

This change indicates that the arcade bar is not only growing; it is moving towards a broader social entertainment model that can increase the time customers spend in the venue and their spending points.

New 9,000 ft² flagship location

NQ64 was founded by Andy Haygarth and Matt Robson. According to AG&G's project statement, the company positions the new Soho venue as the flagship of its 12-location structure.

The new facility is planned to be approximately 9,000 ft², which corresponds to about 836 square meters of usable space.

The existing Soho venue operates on Berwick Street. NQ64's official website states that this location features 31 arcade machines, two pinball machines, and eight retro consoles. On the beverage side, game-themed cocktails are offered alongside beer, wine, spirits, soft drinks, and non-alcoholic cocktails.

With the new facility, increasing the variety of games is therefore significant.

AR darts and billiards can bring different gaming behaviors into the same venue, going beyond the model where the customer only purchases arcade tokens.

Why is competitive socialising on the agenda for bars?

This model is generally evaluated under the heading of "competitive socialising".

The basic idea is simple: the reason customers come to the bar is not just to consume drinks. Darts, bowling, mini-golf, shuffleboard, arcade, or another gaming experience becomes the centerpiece of the visit.

The drink then becomes one of the revenue streams surrounding this experience.

While the basic equation in a classic bar operation is established between table or standing consumption areas and beverage sales, in social gaming concepts, the same square footage can take on different revenue functions.

The customer buys a drink, pays for the game, can stay longer, and when coming in groups, can move on to a second or third round of drinks.

However, it should not be assumed that this is automatically a more profitable model. There are also costs such as the investment cost of gaming equipment, maintenance, technical failures, staffing needs, and the reduction of the square footage available for beverage sales due to the gaming area.

Therefore, the critical measurement is not just bar turnover, but total revenue per square meter.

Games change the duration of customer stay in the venue

One of the fundamental differences that the social gaming model brings to bar management is the customer journey.

In a classic bar, the customer sits at a table or consumes their drink at the bar counter. In the arcade bar model, however, service occurs in motion.

The guest can move to the gaming area after getting their drink, return to the bar, or disperse into different games within the group.

This situation affects service design.

Cup selection, spill risk, proximity of drinks to gaming equipment, collection of empty cups, and circulation between the bar and gaming area during peak hours should be included in the operational plan of the business.

Especially in high-volume night operations, poorly designed circulation can turn the gaming experience from fun into a service bottleneck.

Cocktail menu is also part of the concept

In the NQ64 model, the gaming theme is not limited to machines.

The existing Soho menu features cocktails inspired by gaming culture. Additionally, non-alcoholic cocktails are also part of the same menu system.

This approach is significant in experience-focused bars.

If a business engages the customer in the concept solely through decor or games while offering completely standard products on the beverage side, it may not have utilized part of the revenue potential of the experience.

However, balance is also needed in the themed menu.

The name and presentation of the drink can be fun; however, the recipe needs to be quick to prepare, repeatable under high service pressure, and have controlled costs.

Especially in a large-scale location, as bar capacity increases, the complexity of the recipe can negatively affect service speed.

The old Soho location will not remain vacant

One of the interesting aspects of the new investment is the future of the existing Berwick Street venue.

According to AG&G, NQ64 co-founder Andy Haygarth states that the existing Soho venue will be moved to a larger location, and the company is working on a different side project in the Berwick Street area. This new concept is planned to open in September.

This strategy indicates that the company is preparing to transform the existing real estate into a new concept rather than moving its presence in Soho to a single large venue.

However, the details of the side project have not yet been disclosed. Therefore, it would not be correct to speculate on the concept or business model.

A larger bar means different staffing planning

The growth of a 9,000 ft² gaming and bar area can create different needs on the human resources side compared to a classic bar.

In addition to bartenders and service staff, employees who monitor gaming equipment, technical support, security, and teams managing large group reservations become increasingly important.

NQ64's existing Soho venue operates until late hours. The official location information shows working hours from 15:00 to 03:00 from Monday to Friday, and 12:00 to 03:00 on Saturdays.

The late-hour operation already makes shift planning critical, while a larger area and more activity points complicate staff distribution.

A malfunctioning gaming machine is not just a technical issue; it simultaneously affects customer experience and a revenue-generating activity point.

Therefore, the maintenance plan for gaming equipment also becomes part of the operation, just like the espresso machine, ice machine, or dishwashing system of the bar.

What does it mean for bars in Turkey?

When evaluating bar and entertainment concepts in Turkey, it would not be correct to directly copy the London model. Alcohol regulations, night operations, real estate costs, and consumer behavior are different.

However, the NQ64 example carries a more general business message.

The area in which the bar competes may no longer be just other bars. Cinemas, gaming halls, concerts, bowling, event venues, and other social experiences are also trying to take a share of the same customer's evening budget.

Therefore, some businesses are trying to create a stronger reason to go out instead of competing in the "better cocktail" race.

The equivalent that can be applied in Turkey does not necessarily have to be a large arcade hall. Small-scale gaming areas, quiz nights, board games, interactive tastings, or scheduled social activities can work on a similar principle.

The important thing is that the activity supports rather than hinders the beverage operation.

Stafflink's perspective

NQ64's growth shows that product and experience are increasingly intertwined in bar management.

However, the word "experience" alone is not a business model.

In our view, three figures should be particularly monitored in such businesses: customer stay duration, total spending per person, and revenue per square meter.

If gaming keeps the customer inside for three hours instead of two but does not generate additional beverage or activity revenue, the economic justification of the space used should be questioned. Conversely, if gaming encourages the customer to move on to a second round of drinks, make a group reservation, and return for another visit, the activity area can turn into a real revenue engine.

The addition of AR darts and billiards to arcade games in NQ64's new Soho investment is noteworthy in this regard. The business is not only opening more square footage; it is also increasing the number of activities where customers can spend money and time in the venue.

The point that will likely determine the future of bars in the experience economy will probably be exactly this: not a larger venue, but what each square meter enables the customer to do and what it brings to the business.