Pub Mentors: Making Greet strides

When I first visited the pub, they felt they had become bogged down with the daily grind of running their pub and, despite their best-laid plans, had lost track of what they set out to achieve two years before. Now, the story could not be more different.

Duncan and Natalie have been very positive and proactive and, with a little guidance, and a lot of hard work and determination, they have taken control of their pub, realising the importance of developing and working on their business, rather than just working in it.

Key change​

As part of the mentoring process, I encouraged Duncan to take a step back from the day-to-day running of the pub, in order to get an overall view of how the business is run.

This has enabled him to review all the products they are offering, including all the buying and selling prices, to be certain that their profit is maximised.

Duncan now completes weekly financial trading reports, ensuring he and Natalie always have an up-to-date picture of the business.

These objective and professional procedures have given him the time and information required to focus on a thorough review of the pub’s rent, and together we have established that a substantially lower rent can be agreed with the pubco, and have been able to clearly demonstrate the evidence.

Upskilling staff​

The time Duncan needed to put this extra effort into the business side of his pub was achieved as a result of introducing daily set-up sheets and check-lists.

These systems allow staff to do their jobs independently and without as much supervision, and when combined with training on the importance of looking after and upselling to customers, Duncan and Natalie found they were finally able to devote the appropriate time to marketing and business development.

Feeling confident that the pub will run smoothly, even in their absence, has relieved some of the pressure and, on top of that, even given them more family time together.

Customer feedback​

As a further measure to ensure the level of service their customers receive remains consistent, I suggested that Duncan and Natalie introduce a mystery-style customer feedback form, which the staff put on every table at the start of each shift.

This allows customers to let them know what they are doing well, as well as giving constructive suggestions on what might be improved.

The information gives Duncan and Natalie the chance to assess standards, even when absent from the business, but will also fuel a continual stream of new ideas, to allow them to constantly re-evaluate and improve things.

Big achievements​

Having taken on board my advice about the importance of targeted and measurable marketing strategies, Duncan has gone on to
achieve some great results over the past few months.

Not only was he able to secure a free, five-page feature about the pub in a local glossy magazine, but he made time to go out into the community and market the pub’s Christmas party menu, resulting in a fantastic, record-breaking trading period over December.

I also encouraged Duncan to introduce a ‘winter warmer’ food offer in January, promoting this during the Christmas period to entice customers to return, ensuring they capture important mid-week trade, even in what is a quiet month.

This has proved to be a great success, with more than 100 customers taking advantage of the offer in the first week of January alone, and plenty more bookings coming in for the rest of the month.

Loyalty club​

Another key marketing scheme that Duncan has taken on board is that of a loyalty club for regular customers.

By offering discounts and special events, as well as reward points for money spent, he has been able to collect and put together a powerful database to help drive loyalty and future sales, as well as keeping customers informed about what’s going on at the Greets Inn.

To make sure their future events are well planned, marketed and attended, we have also put in place a marketing calendar for the year, which is designed to encourage Duncan and Natalie to think ahead and organise some fantastic, profit-driving events.

Community focus​

As a result of having made a concerted effort to immerse themselves in the community, through a stall at their local Christmas fair, and active marketing, Duncan and Natalie now have excellent connections with many local businesses and suppliers, and are able to use the local sourcing of ingredients as a unique selling point of their pub’s menu.

They have found their monthly village supper nights to be quite a success, and plan to continue these into 2012, hoping to cement their position as a hub of the community.

Pub makeover​

I am pleased to say that the pub itself has had new life breathed into it, with a cost-effective, one-day make-over bringing fantastic results, and showing just how much you really can do in a day.

With the development of a new 10-seat trading area, and a fresh coat of paint, the Greets Inn is now generating new and additional income, and thanks to the more appealing environment, is turning passing trade into returning customers.

One of my main areas of focus in this makeover was the bar, as I felt Duncan and Natalie’s profits could be improved greatly by making sure their products were well-presented.

Clear, tastefully-decorated promotional boards visible to their customers, make it easier for them to see what is on offer, tempting them to spend a bit more per visit.

This has proved successful, as did the introduction of female-friendly ‘pink spritzers’. Interestingly, a recent survey showed that 80% of women don’t decide what to drink until they’re at the bar, so why not grab their attention with your most profit-maximising option?

Final advice​

As I leave Duncan and Natalie with some final bits of advice, I have no doubt their success will continue. There are plans to renew all outdoor signage and renovate the road-side décor of the pub, so it is clear they have realised the importance of image perception and are keen to ensure the pub looks its best.

They have a well-trained and customer-focused workforce, as well as having systems in place that allow them to commit time to their business and their family.

The future​

I have advised Duncan and Natalie to complete their financial management record promptly every week, devote the appropriate time to marketing and business development, have the systems and procedures in place to allow staff to do their jobs independently, and regularly do the number crunching.

It has been a pleasure to work with such a committed and enthusiastic couple, and what really sets Duncan and Natalie apart is that, once helped in the right direction, they make things happen for themselves.

That level of initiative and passion is essential in this trade, and if Duncan and Natalie continue to drive the principles and systems we have introduced, the future looks good.

Growth ​

At the outset of the mentoring programme Duncan and Natalie wanted to see sales grow by 20%.

Following the programme and changes we have implemented we have seen sales increase as follows:

• November 2011​: up 16% on November 2010

• December 2011​: up 39% on December 2010

• January 2012​ saw this growth pattern continue.