How You Operate The Pub
Mark S. Elliott has spent 25 years working in various management roles within the tenanted and leased divisions of the UK's largest breweries and pub companies. His extensive knowledge and day-to-day involvement with pubs and publicans make him well qualified to know what is required to run a successful pub. He shares his knowledge and many 'insider tips' with you in this book. Mark is based in Cockermouth, Cumbria.
HOW YOU OPERATE THE PUB
Any assessment of a pub’s profitability must take into account how you intend to operate the pub. Your vision for the pub may be very different from how it is being run at the moment. You may see opportunities that are currently not being exploited that would have a positive effect on turnover. You may intend to run the pub with different levels of staff, and control costs more tightly than its current occupants do. Your forecasts must also be realistic. It is very easy to overestimate your turnover and underestimate costs. This is easy to do in the excitement of trying to find your pub. A more level-headed approach is to prepare a range of profit forecasts: ‘optimistic’, ‘average’ and ‘pessimistic’. This helps you look at a range of possible scenarios and assess the consequences of each.
