Carl May's business plan for the Forester Arms

Owner: ​Aaron Lynn

Date of visit:​

Wednesday 14th March 2007

Objectives of visit:​

To get a first hand impression of the business, to discuss the operational issues that the owner has and to design a business development package for him to reach his objectives.

Owner's objectives:​

To define the correct product offer, to grow turnover 3 fold and to attract more professional / business customers. To turn the 70% wet into 70% food.

First external findings:​

The pub sits visibly on the Ironbridge / Bridgnorth road and is a traditional Shropshire style pub being white with black beams. The car park is of good size and is bordered on one side by a large beer garden. There is also a well planned patio area with seating to the rear of the pub. There is an external function room, painted black and in need of some attention.

The message that I received on pulling up was confusing; an array of A boards advertising events from mothers day to Ladies night's and St Patrick's day. The windows were full of promotional posters and flags and did not create an opinion that this was a pub that took food service seriously.

The confusion was also added to by the fact that entrance could not be made through the obvious back door but with a walk around to the street door.

The team:​

The staffing levels are virtually nil and there are no kitchen staff. Food is prepared by Aaron or his father and help out-front happens from part time staff. Aaron and his father have a good understanding of the trade but are currently stuck in that familiar position of no staff to develop the business and the business not being strong enough to afford to employ any.

I believe in order to accumulate they must speculate and the means must be found to employ a chef. It is going to be impossible to drive the food operation forward and to maintain high standards of hygiene running the kitchen on a "jump in when needed basis".

The internal décor:​

The interior was showing signs of age and the choice of colours leaves the interior feeling cold and impersonal. The beams are painted a chocolate brown colour and the rest of the walls are colourless and I would strongly recommend that an injection of colour is carried out immediately.

Then entrance hallway from the street is far from inviting and is poorly lit and signed. The glass doors need to be replaced and again a warm welcoming colour painted on the walls.

As you enter the lounge area it feels that it is not quite finished. There are not enough tables and the spare chairs sit against the walls like a waiting room. I would suggest moving the settee from in front of the fire place to the under the window on the left and removing all of the posters. Further suggestions are in my proposed plan of attack.

The restaurant area itself is of good size and good natural daylight but feels cold and needs to be made more welcoming. The design, prior to Aaron arriving, was poorly thought out and a great deal of space is wasted. There are pictures from "Stoneway Gallery" around the room for sale, I would suggest that they offer bigger and bolder pictures to inject some colour and warmth into the room.

The toilets are of good size and well appointed but a new internal door into the gents with new handles and repaired light fittings would help; also the extractor vents are in need of a good clean out.

There are some nice settees and the main and top bar areas have a nice cosy feel being either side of the large open fireplace.

The overall cleanliness could be a little sharper and the excess of signs and posters need to be removed. I will plan to meet up again with Aaron upon his acceptance of these ideas and help him with the interior design.

The food offer:​

The presentation of the menu is a little dated and does not help with the objective of attracting professional business people. All menus need a unique selling point (USP) to make their customers frequent their business, unfortunately there is very little different in this menu compared to many other pubs. The current food offer is available from 12 till 2.00 and 18.00 till 21.00 and 12 till 16.00 on Sundays

As mentioned earlier, it is the basis of the future success of the business, especially with the looming smoking ban, that a chef is found and consistency can be achieved.

I would like to work closely with Brakes on this project to develop the right size menu with the correct local content. It is also important to achieve the right visual presentation of the menu then we can all work together on the presentation of the food itself

The main dinning area should not be referred to as the restaurant as this gives a preconception of separate styles and standard of menu to the rest of the pub.

Competition:​

The competition in Brosely is mainly wet led and as Aaron has a strong desire to push the dry side of the business they pose little threat. The main markets I see for the pub are from Ironbridge and Bridgnorth. The tourist season generates a huge number of visitors to the area and they subsequently use the main road that the pub sits on.

There are many good eating houses in both towns but we must use this competition to our advantage and attract them in by means of new standards and usps. It would be advantageous to get copies of menus of the considered food competition units; unfortunately there was not time within my visit. This would help with the design and pricing of the menu.

Operational issues:​

Aaron has a great sense of motivation and belief and is willing to work hard to make the unit a success. He has had many ideas in the past and it would be fair to say that he has tried a great many of them.

The key operational issues they have are that the pub gives off many mixed messages. In a desperate attempt to attract more customers special events have been introduced. The only trouble with this is that without a core business plan and set of objectives, these promotions will stop bringing people in when the promotion finshes.

A great deal will be gained from the other Champions as the bar itself gets a makeover and a more inviting product range is introduced. I have yet to see how the standard of service is but I am sure between myself and Aaron we can iron out any issues.

Marketing:​

As with any marketing plan, it is so important that we are 100% sure that we have achieved the standards at the unit before we shout about it in the papers.

Aaron has good contacts in the Shropshire Star and this will prove invaluable when we are ready to go to print.

The main areas to hit would be tourist based publications covering Ironbridge and Bridgnorth. Tourist information offices and coach parties could be a great boost to business. A fresh look at the A boards and the stopping of any future non food based events should be encouraged. With the introduction of my proposed plan of attack, a leaflet drop to the local households inviting them to come and see the new look Forester Arms would be a good move.

My proposed plan of attack:​

The big question is how do we get turnover up so we can afford to employ a chef? I am sure that with the introduction of a portable carvery unit Sunday lunches could do just that.

Although the capital outlay is high it would increase footfall into the pub drastically. It would need to be driven by quality products and value for money. I am also sure the Sunday dinner market could be evolved with discounted carvery prices. The carvery unit itself could also help with the hot buffet ideas that Aaron has and help convey a better quality of presentation.

This would need to be well advertised in the local press and is a great way of feeding mid week coach parties of tourists quickly and cheaply.

As I previously mentioned a close look at the colour scheme needs to be considered and the introduction of some subtle colours.

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