Bar counsel

Despite publicity about "scams", publicans shouldn't be afraid to ask for help in tackling the challenges of running their business. But how do you pick the right support? Have you ever sat down - if you can find the time - and taken stock of the many different obligations that go with running a pub?

It has always been the case in our industry that, throughout the working week, you find yourself wearing hats than you never thought would or should fit.

I am a firm believer that this is one of the strong points of our profession. No two days are ever the same, and job satisfaction is key. But let's really sit down and look at what is expected.

Forget for a moment, if you can, the long days, the staff who never show up, the escalating bills, the suppliers that don't supply; and consider the new wave of expectations that are flooding your way - new fire regulations, the smoking ban, employment laws, new licensing hours, even running your own website. These responsibilities are not only important, but in some cases a legal requirement.

With all the pressure of legislation and the growing mountain of work, there is one key factor that can be overlooked - the great expectations of our customers. The marketplace is now full of potential customers who these days are much more aware of their expectations.

I can think of no other industry that expects one person to take on all these responsibilities and still put in a 14-hour day.

Good advice pays for itself ​

Sourcing outside advice and assistance on a particular topic can reap dividends, and should not incur any costs that cannot be offset by the increased revenue an improved business should generate.

We are all aware that there are people out there trying to con you out of hard-earned profits, and finding someone you can not only work with but, more importantly, trust, can seem daunting. During my first meeting with new clients, both parties get a chance to test the water, and to start to build a professional yet personal rapport that helps develop trust and understanding.

Profitability and staff retention are always high on the list of concerns. With help, these areas can show the biggest turnarounds. For example, after only three months of development work, one client showed an increase in food gross profit of 16 per cent, which in terms of their turnover equated to a return of 12 times their investment.

Likewise with a programme of staff induction, training and management, another pub showed such an increase in morale - and consequently in customer satisfaction - that the money spent represented a small fraction of what they were spending on a regular basis to advertise and find staff.

Operations director without the cost​

The right business development scheme gives licensees the chance to have, at the end of a phone, constant advice and support - a bit like having your own operations director, but without the cost. In one particular case, this saved a client from making a costly mistake in connection with the health and safety of their kitchen.

Business development companies should be totally open to criticism and, I believe, should stay away from daily or hourly rates. This system of charging can lead to unforeseen costs and an abuse of trust. Each piece of work that you wish to take on should carry a fee and this should be mutually agreed and stuck to.

So, do not consider contacting a consultancy a sign of failure - see it more as a sign that you are aware of the immense pressures put on you by modern business and that you are addressing them and making them work for you. Remember - there's no harm in asking.

Former publican Carl May runs business development consultancy Catered4.​ www.catered4.co.uk​