Med approach
The Norfolk Arms opened in London's Kings Cross last
summer to ecstatic reviews and strong business. Manager Sandra Cork tells Humayun Hussain how they did it
Why our food business is a success
When we started refurbishing the pub in May of last year, we had set ourselves a deadline to open in July. When we did open, we found that the kitchen was still some way off from being ready. So we only operated the bar for about a month. This also gave us time to plan the food side more effectively.
Michael (Kittos, owner) was always keen to ensure that the food we served would be made using seasonal produce. Also, he didn't only want modern British cooking using just
British ingredients, which so many gastropubs do nowadays, but a menu which showcased more eclectic influences, particularly from the Mediterranean.
Our best promotions
We like to give the public something just that little bit different. To that extent we have
mainly concentrated on dishes which have Iberian influences, so Spanish ingredients and
flavours really come into play.
We have also tried to ensure that this doesn't just apply to the menu, but is also part of the overall visual appeal of the pub. So what we have done is hang meats from the ceiling over the bar area, which can be anything from
Serrano ham to sausage meat such as salsichon, along with onions and red chillies. It gives the place a trademark look and shows that we are not just a run of the mill pub.
The other promotional aspect we have
concentrated on is having two wine blackboards, which promote wines beyond the wine menu. One list contains wines from both Spain and Italy while the other has organic wines, like organic Rioja. The blackboards have proved very popular and we have already changed them several times since we opened.
How we recruit and motivate staff
We didn't want to go down the usual channels of recruitment agencies. Instead we chose to go down the route of advertisements and word of mouth. There is nothing wrong with using agencies, but it can be quite expensive even if it saves on time.
In the end, we made the right decision
because we have managed to get very good staff and, in addition, trained them to their full potential. Motivation is something that we consider crucial and it's a shame that so many employers forget this aspect.
We run a monthly bonus scheme where the staff member selling the most items will be
rewarded with a bonus. It keeps everyone happy and it's a good method of promoting staff loyalty and them having ours.
Our best-selling dishes
The charcuterie (£7.50) has sold very well and includes Serrano ham, chorizo and salsichon sausage. It's proved surprisingly popular. The salted Pollock with piquillo pepper and olive (£5.50) has also sold well, as has the rabbit liver with raisins, port wine and spinach (£4) from the starters menu.
Of the mains, the skate wing with caper, anchovy and parsley butter and potato (£10) always sells out. Other best-selling dishes are the free-range chicken leg with mantilla sherry and prunes (£9), and the roast salt marsh leg of lamb with puy lentils and salsa verde.
Of the desserts (all priced £4.50), the caramel flan sells very fast as do the two cakes - the sticky lemon polenta cake and the hazelnut charlotte cake with poached pear.
Our menu
It changes daily and from service to service, though not drastically. It just depends on what the suppliers can get to us. For instance, if we sell out of the skate wing at lunch, then we'll replace it with another fish dish, though often we won't know with what because it isn't till the seafood delivery comes that we decide.
Quality ingredients are a prime factor in what we include. The lamb is salt marsh, for instance, and the beef is Aberdeen Angus, while the sausages are Duke of Berkshire pork sausages. So good sourcing is essential, which also applies to the meats and other goods that come direct from Spain.
When it comes to gross profits, it depends on the type of dish and the ingredients, so margins can vary, but if we can achieve 63% to 65% then that helps. Smaller sharing items and the puddings provide the bigger margins.
Best investment in last 12 months
It's difficult to say as we haven't been open very long, but our chef, who is French, is certainly a very valuable asset. He has brought a strong pedigree with him, which has given us a very good profile.
He has worked with the Conran group, at the Salt Yard, where he trained his taste for Iberian flavours as well as at such Gordon Ramsay outlets as the Boxwood Café. He has forged a very imaginative outlook and doesn't shy away from experimenting.
Marketing and PR
We have done absolutely no public relations or marketing on the pub. It's all initially been word of mouth, though Time Out magazine gave us a glowing review and the Evening Standard followed.
After that it just snowballed quickly and it's all been very positive. You can't ask for better publicity than that, particularly if you are a new pub and in an area not associated with any reputable pubs or restaurants.
Hopefully we'll get further recognition. It's been great for business because we have gained customers who aren't just locals, but come from further afield for our food.
Plans for the future
So far we have concentrated on Spanish and modern British cooking and though we'll
continue with the latter, we may also divert from the Spanish to Italian. As long as the
focus remains Mediterranean.
Our top tips
Ensure that what you are offering is of good quality and you don't cut too many corners, because ultimately it catches up with you. Also, be a bit more imaginative with your menu and food offer.
