Running a bar isn't for the faint of heart. Besides the daily needs of running a bar — for example, what condiments to keep behind the bar and what to put on the. Running a Bar For Dummies, 2nd Edition shows established and future bar owners how to establish and maintain a successful business. Using clear, concise. published works include such titles as Running a Restaurant For Dummies,. Jewelry Making & Beading For Dummies (both published by Wiley), and most.
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Running a Bar For Dummies (For Dummies Series) [Ray Foley, Heather Dismore] on diadurchgakiddto.gq *FREE* shipping on qualifying offers. Get insider details on. How to run a bar boiled down to 16 all important tips. Whether you're an experienced bar owner or manager or whether you're new to bar ownership, you need. Read on these online step by step guide to find out why opening a bar is the perfect start-up business for you and how to open it!.
This is a mistake, he says. Taffer explains that businesses should be run more like sports teams, where winning players are encouraged and weaker players find themselves facing pressure to improve.
If a batter strikes out all the time, his team will use various forms of coercion to make him try harder and do better," writes Taffer. Teach -- don't train -- your team. Trim down your "menu" to ease choice. Ever feel overwhelmed when you walk into a bar with a countless amount of drinks on the menu? The same concept applies to any business --don't overwhelm your customers with options.
Taffer advises businesses to simplify the selection, present variations of the same product rather than listing them separately i. Doing so also gives clients incentive to return for promotions, special events or simply to see what's new. Always keep your target demographic in mind. Entrepreneurs should always conduct research on their target audience before opening a business and continue those considerations as their business grows.
Innovate realistically to serve your audience.
Every business wants to be the next Apple or Google, but don't try while losing all your clients. Don't get pressured by others in the startup world to deviate too far from the comfort zone that make you successful in the first place.
The day in the life of an owner is not terribly glamorous and usually involves some plunging of toilets or other minor or major repairs. The best time is when you get to pause for a moment to look around and enjoy what you created. To somebody who is trying to open their own business without a bunch of capital, I would recommend finding a space they can easily convert that doesn't need a great deal of work.
Keep the business plan simple, have faith in it, and be prepared to do an incredible amount of work for very little in return financially speaking at the outset. Tom Wilson. If I could go back and do it over, I would slow down and make absolutely sure of all of the operating agreement details—not skipping any steps just to get the thing started.
Everyone has those moments when it feels like it will never happen.
Skipping legal steps doesn't make it happen much faster, and bad things can happen if you do. Because the space was a basement, it was screaming to be a speakeasy type of place. We decided to ignore that scream and do something crazy with it.
We started out with a Tiki concept but the more we looked into Tiki the more limiting it seemed. Guests expect to drink Zombies and eat Pu-Pu Platters and that's it. But a beach bar? A beach bar can do anything it wants as long as someone has done it on a beach—fish tacos, cold beer, fried clams.
We even have a dish inspired by the beaches of the Black Sea in Russia. Sure, we have amazing frozen drinks and some of them come in coconuts with umbrellas, but we also use braised short rib instead of ground beef in our burgers. Our current investors had [it] available and liked what we did with Mas farmhouse. We had worked for them a long time ago. They actually approached us.
Go to your block association and community board meetings! In addition to the endless legal work for the SLA, you can meet with huge and unseen pressures from the community unless you actually go out there and meet them.
Be honest about what you want to do. There will be cranky people at the meetings, but don't forget that there are ALWAYS cranky people at the meetings no matter what the discussion. When they shout that you will be destroying the neighborhood, it will make you look much more reasonable to the other people there.
Remind them that you are opening a business that will employ people and be good for the community. A billion dollars? I guess the point is there is no formula, but start with as much as you can. Nearly everyone starts with too little and the critical mistakes are: It doesn't have to be enough to operate your business with no revenue for three months, but I see so many people open and then go under almost instantly because they have no backup cash.
A restaurant in my neighborhood recently opened for friends-and-family and a week of previews, and then closed before they even opened! It's actually pretty fun—wake up, meditate, have coffee. If I have private event contracts to write or emails to answer, I generally do it then.
I like to check in with my business partner and manager after that over the phone and go over any issues that have arisen in service, staffing, etcetera, so that we may cover them before service that night. Head up to the space in the late afternoon to check that everything was closed properly the night before.
Any maintenance stuff that I don't want to pay someone to do gets done at this point. Gene and I always have some little project going on, from building condiment trays to hanging bamboo somewhere.
Customers love that all of our stuff is made by us—made by surfers. The staff arrives and we go over any problems and make sure to show them where they are doing a great job as well. If we have interviews for employment or press we usually do them in house after the bar is set up, but before customers arrive. Service is pretty busy and crazy. Though we have an excellent manager on the floor there is really no one who can look around the entire room and keep the rhythm of the night going or stop problems before they happen like my business partner and myself can do.
We built the place ourselves and watched it get busier and busier through many incarnations of staff and management so we can really SEE the room, if that make sense.
The economics of a Friday and Saturday night absolutely do not break a bar. It's the Sundays, Mondays, and Tuesdays that do. From the guests point of view, if it's a weekend spot in their mind they will go sometimes, but they will also find another weekend spot and desert you. We have busy weekends, but I like for them to be not too busy. Making sure people can talk and kiss and get a drink without waiting 5 minutes for one beer is the goal. People will get sick of you fast if that happens.
That's the nature of the New York weekend crowd.
Give me solid weekdays over super-busy weekends any day! The best part is kind of cheesy, but it's a true personal thing. I like welcoming people into my place. When everything is set up and ready to go and you have taken care of all the details, it's like opening the door to your guests at a dinner party where everything is ready and you don't have to rush around.
You can just enjoy their company. I like that feeling. I always have. I guess the worst part is firing people. Especially when they really want to work for you.
That kills me. I make the managers do it now.
Have a calculator on the table when you are talking about numbers, otherwise it's just talk. I see so many people starting out that make up sales projections in a best-case scenario and the same goes with their costs. Are you still in business? Still in business? Keep doing it until you find out exactly what you have to do in the absolute worst case to keep your business alive.
Add a theoretical flood that closes you down for three days and you have no loss-of-business insurance. Add a beer cost increase and see what happens.
A payroll increase, see what happens. Add any "what-ifs" you can think of by ones, twos, and threes. When you start to get a feeling for it you will be able to look at a situation and it will just give you a bad feeling inside. Kind of like "Yeah, we are technically in business, but if we had to close for one day we would be dead! This is not going to work. Employees Only: Dushan Zaric.
The most important thing to know before you open a bar is how to get out. If things do work out or if they don't, have a strategy that ensures that you have a way out. Even if you are successful, have a place and somebody to go to once you leave the business.
Have all the legal documents and agreements sorted out. Not from a negative standpoint, but be prepared. Just in case, if things don't go as planned, know what you will do. That is good advice for anyone starting any kind of business—know your way in and know your way out.
There were three of us bartenders living together in the '90s that were all working at Pravda [in Soho], and we decided that we should throw some dinners on Sunday nights when we weren't working.
At that time we were all single and were meeting a lot of women bartending. We were cooking food and making drinks, and people were feeling really comfortable in our home. From there it evolved. We first thought we would open a members-only social club, but the smoking law made that too difficult. But it was a gradual thing. We looked and looked. It's not just about finding the space that you like. If you are lucky enough to find a space that you love and it works out, that's great.
You have to make a lot of compromises. You choose a place but you have to think of whether it will work—will the building department approve, will it have enough exits, etc.
The choice should be contingent upon getting permits and things like your liquor license. You also have to become a jack of all trades where you become an architect and design the space for service and good execution. Then you have to choose materials for building. You have to wear a lot of hats. It just depends on where you are; in California, there is a lottery and only two licenses are given out a year. Most times you have to download one from someone who already has one.
I suggest hiring someone for the entire process who can hold your hand the whole way, who specializes in the process. That depends on where you are. In NYC, for anywhere from 1,—2, square feet, you need between a one million to a million and a half. That's a modest estimate including build out and opening the place. Sometimes you can download someone else's business and acquire all of their materials. That is a good way to save money without spending a lot on new construction.
You should raise the money and write a business plan, and if you don't have the money yourself you have to convince investors that it is a good deal for them and a smart idea. That is tricky because nationwide the statistics are terrible.
It depends on how much you have invested. Operational break even means bringing in the same as what leaves the restaurant, and that is a better place to be than below, but it is not a preferred scenario.
Every Irish bar is in business because they know a secret, "Whatever comes in should be greater than what leaves the bar. Beyond that you want to make more than that so you can pay money back and yourself a salary. In the morning you get a report from the night before if you weren't there yourself. You have to put in those systems for the closing manager where they tell you what the closing numbers were, were there any problems, how was the service, who worked, etcetera.
You read that and you follow up. If someone has glanced at their menu for an extended period of time, a simple "Can I suggest one of our specials? These order and receipt systems ensure smooth communication between the waitress, bartender, and kitchen to help keep track of customer tabs on even the busiest of nights.
It also allows bar managers and owners to see the breakdown of sales by employee. Take Liability Seriously Alcohol service is a risky business. When managing a bar, you should train staff to handle alcohol-related safety issues, not just for the safety of customers who have consumed too much alcohol, but to protect your bar from fines, imprisonment, loss of liquor license, increased insurance costs, and even losing your business.
If your establishment serves alcohol to a minor or visibly intoxicated patron, not only will you face criminal fines, but you can be sued in civil court for damages that person causes after leaving your bar.
Many new and smaller establishments skip liquor liability coverage to cut down on premiums or are simply unaware of coverage, so know the specifications of your insurance. Look to trusted, established alcohol training resources to effectively teach your staff.
The National Restaurant Association offers ServSafe Alcohol training to prepare bartenders, servers, hosts, bussers, valets, bouncers, and all front-of-house staff in the event of safety and liability issues. State Liquor Control Boards also offer initiatives that teach bar staff how to recognize signs of intoxication and detect fake IDs. The bar industry is very competitive, and it can be difficult to run a bar successfully due to the razor-thin profit margins.
But, by taking a more active role in your business, ensuring that your bar is stocked with everything it needs, and training your employees for success, you can help your bar become profitable and succeed.