HR for independant free houses?

Pubcos/managed pubs are taking the initiative in the pub sector and recognising the importance of meeting and exceeding customer expectations through service. They have developed HR poliies and procedures to gain the commitment of employees to customer services. My perception is that the independant freehouses have been left behind. Recruited and selection tends to be poor, induction training seems to be to short or non existant, training, development and career progression are not taken ino consideration, there are few performance related incentives, no form of monitoring or appraisal etc. With customer loyalty, reputation and word of mouth "advertising" being so important for a pub's profitability should free house pubs be making more of an effort?I'm a Portsmouth University BA Business student and I am planning to look into this area. I would greatly appreciate the insight of those associated with the pub trade, especially regarding the following issues: - The reality of the situation (how good are managed pubs in comparison to free houses), how important is customer service?, do free houses have the resources or competences to treat employees better?, can competive advantage be gained and effectively sustained without due care towards employees and customers? (i.e importance of location, advertising/marketing, quality of food and drink etc), if one-off visits by tourists during peak season are the pubs main source of revenue do the owners really need to worry about customer loyalty?, if a free house owner is expanding their business by acquiring more pubs and therefore increasing their workforce do HR issues become more important? Peter Holland