Now for the good part: everyday is New Year's Eve, if you genuinely enjoy people and enjoy seeing people have a good time. If you can feel empathy, sympathy, and compassion towards people, you'll love it! If you follow the recipes in this book, your employers net profit will be up at the end of 6 months, and you can ask for a raise and expect to get one, or a promotion, and get one.
There are some rules of etiquette concerning your boss. Don't disturb your boss at home for any reason, unless he has told you explicitly what to disturb him there about. If you can't handle a situation, whatever may arise, you are in the wrong profession. Secondly, only say nice thing about your employer to your customers, because it will get back to him, and lastly, if you want a change of scenery, level with your boss, tell him you are sending out resumes or looking for another job, and do give him 2 weeks notice, because you may want to work for him again in a year or two, or may need some parttime work in the future. Bar owners, who have been in the business for any length of time, understand that bartenders are transient and change jobs often. He will understand your boredom of the moment, and may call you to go to work for him again at some future date when another opening arises. It's always nice to imply, whether you mean it or not, that you would like to work for him again sometime, If you have raised his net profits, he will love having you work for him again. Don't tell his customers that you are leaving, unless your boss brings it up in from of his customers. Don't tell his customers where you will be working next, until your last working day. Your following will find out where you are if they really like you, and it is in poor taste to try to steal your employers customers away from him in his own place of business. If you're worth your salt as a bartender, you'll make a good impression in a short amount of time in your new job, and have a following that will be begging to find out where you're working at your old job.
Every bartender has his own style. Some try never to give a customer too much knowledge of their personal lives, feeling that the more the public knows about them, the easier they are to emotionally be hurt. Some feel that their boss shouldn't have too much of a knowledge of their personal lives. Some bartenders are very open about their private lives, and there are as many right ways to keep the bartender-customer relationship as there are bartenders. What is comfortable for one bartender is not comfortable for another one. It is advisable to make customers think they know you, even if they only know you by what you tell them, which may or may not be you and your lifestyle at all. One way you can build your image is to take pictures of selected material to work to show your customers, and is a good ploy when starting a new job. You can take pictures of your home, kids, pets, spouse, or anything that will make the customers identify with you, and the public image you wish to convey.
Friday, November 20, 2009
Thursday, November 19, 2009
Solutions, Type-A Heart Attack Job
Okay, you're a bartender. You have a pretty good boss, but once in a while you have a customer that gives you a problem, take the matter up with your boss. Maybe he isn't aware of a problem, or he, himself, hasn't had any problems with the customer. The first thing you should do is to enlist your bosses help with any problem, no matter what it is, as long as it deals with his business. Don't consult your boss about your personal problems, and do leave them at home. Do as your boss suggests, if possible: if it isn't possible, explain to him why it isn't possible. Try to work out a satisfactory solution with your boss, then follow through with his advice the next time the problem arises. The second solution is to ignore the customer as much as possible, and that includes service to him, to try to dissuade him from coming in the business when you are working. Try to encourage him, in every way possible, to go somewhere else with his language or whatever. The third solution. if he is drinking mixed drinks, is to over-pour liquor in his drinks, so that 2 or 3 drinks will send him home or elsewhere in a coma. The object of these last 2 solutions is to either change his behavior or to discourage him from coming in, and if that fails, to get rid of him as quickly as possible. If your boss hasn't had a problem with a particular customer, he may think it's your fault, when in fact, you may be following your bosses orders to the letter, and if that is the case, there is one final solution: bring a tape recorder to work, and let your boss hear exactly what the situation is when he isn't there. Then he will be forced to come up with a workable solution.
The only other major pitfall is that it's a type-A, heart attack, stressful, job. Most people, man or woman, are just not cut out to do the job, and that includes many bartenders that have been bartending for many years. Just because you have the title of bartender doesn't make you a bartender. It takes a certain type of person to try to make every day New Year's Eve, and to enjoy the hustle of trying to make everyone have a good time whenever they go out on the town. It takes constant promoting by the bartender, not just for your employers net profits, your wages and your tips, but promoting a clientele, offering something that another place doesn't have, and having a personality that is somehow unique enough to generate a trade following of your own, so that you are an asset to whatever employer you happen to be working for at the time. If you plan to be a career bartender, you must have a following, and continually generate a new following as the crown changes. Bartending is a profession that is transient, that is, the turnover rate is tremendous, not only in trade following, but in bartenders. Perhaps the job itself makes bartenders become bored with a particular job, and wish to change jobs frequently, or perhaps the professional bartender chooses the profession, consciously or unconsciously, because it is a profession that allows him to change jobs frequently, and have a lot of variety. Whichever is the case, promote your customers to follow you as you change jobs, so that you will always be an asset to whatever employer your are currently working for. You only have to start from scratch once, and that is the first job of bartending you have, and from then on, you will have a following, whether large or small. You must keep promoting your clientele, so that you can eventually name where you want to work, and be reasonably confident that when an opening is available, you will get the job. If the aspect of frequently changing jobs, being unemployed and out of work because of new ownership, etc., isn't exciting to you, choose another profession.
The only other major pitfall is that it's a type-A, heart attack, stressful, job. Most people, man or woman, are just not cut out to do the job, and that includes many bartenders that have been bartending for many years. Just because you have the title of bartender doesn't make you a bartender. It takes a certain type of person to try to make every day New Year's Eve, and to enjoy the hustle of trying to make everyone have a good time whenever they go out on the town. It takes constant promoting by the bartender, not just for your employers net profits, your wages and your tips, but promoting a clientele, offering something that another place doesn't have, and having a personality that is somehow unique enough to generate a trade following of your own, so that you are an asset to whatever employer you happen to be working for at the time. If you plan to be a career bartender, you must have a following, and continually generate a new following as the crown changes. Bartending is a profession that is transient, that is, the turnover rate is tremendous, not only in trade following, but in bartenders. Perhaps the job itself makes bartenders become bored with a particular job, and wish to change jobs frequently, or perhaps the professional bartender chooses the profession, consciously or unconsciously, because it is a profession that allows him to change jobs frequently, and have a lot of variety. Whichever is the case, promote your customers to follow you as you change jobs, so that you will always be an asset to whatever employer your are currently working for. You only have to start from scratch once, and that is the first job of bartending you have, and from then on, you will have a following, whether large or small. You must keep promoting your clientele, so that you can eventually name where you want to work, and be reasonably confident that when an opening is available, you will get the job. If the aspect of frequently changing jobs, being unemployed and out of work because of new ownership, etc., isn't exciting to you, choose another profession.
Wednesday, November 18, 2009
Advances, Affairs, Abuse, Police
Also, if you are a woman, you don't have to go to bed with an employer to keep your job. If you think you will have this problem, there are organizations, legal agencies, and books that are on the market with advice on how to deal with the problem, before and after a proposition has been made. If you want to advance in the business, it's best to avoid it, if possible. It's entirely up to you, and more than one employee has been the advancer, and the poor employer is left in a quandary as how to deal with the situation. Although this is a primarily a problem for women, many men have been on the receiving end of unwanted advances, and there aren't many organizations that he can go to for help.
Another thing to avoid is blatant affairs with your customers, whether men or women. If you are discreet, and I mean discreet, it shouldn't be a problem, but remember, your customers may not be as discreet as you are, and then you have a potential problem that could blow up in your face at any time. You may not only lose a customer, but a job as well.
Another thing that no bartender has to take, whether man or woman, is abusive language from a customer. If your boss says you have to take the abuse or quit, you have legal recourse. Consult an attorney and sue. Don't accept any verbal abuse or threats that your employer wouldn't take. Let your employer be your guideline, if he allows a customer to cuss him out, then you know that he expects the same from you, but if he doesn't allow practices of that type directed at him, then you have every right to demand that you be treated the same as he would be treated. You are not helpless just because you are the employee, consult an attorney, the Civil Liberties Union, the police department, find some organization that deals with similar types of problems, and do what they suggest; if you don't get satisfaction the first time you try, try someone else, until you find someone to help you. Keep trying, don't give up! For almost every major problem, there is some type of legal action that can be taken. Don't be hoodwinked by the general public or your employer, you have more rights than you realize. Stand up for your rights, and you will have more rights than yo realize!
Another problem is the police department. Sometimes when you need their assistance, the officers that respond to your call, do not understand that not only is the business itself liable, but that you are personally liable also. If a customer, that you feel is dangerous to your other customers or yourself, isn't forced to leave the premises, someone can be hurt. It could be you, and you could be maimed or disfigured, or it could happen to a customer. If it happens to a customer, and you didn't do everything possible to avoid the situation, you can be held personally liable for damages in a court of law. If the ever happens, take the matter to the officer's superior, until you receive satisfaction.
Another thing to avoid is blatant affairs with your customers, whether men or women. If you are discreet, and I mean discreet, it shouldn't be a problem, but remember, your customers may not be as discreet as you are, and then you have a potential problem that could blow up in your face at any time. You may not only lose a customer, but a job as well.
Another thing that no bartender has to take, whether man or woman, is abusive language from a customer. If your boss says you have to take the abuse or quit, you have legal recourse. Consult an attorney and sue. Don't accept any verbal abuse or threats that your employer wouldn't take. Let your employer be your guideline, if he allows a customer to cuss him out, then you know that he expects the same from you, but if he doesn't allow practices of that type directed at him, then you have every right to demand that you be treated the same as he would be treated. You are not helpless just because you are the employee, consult an attorney, the Civil Liberties Union, the police department, find some organization that deals with similar types of problems, and do what they suggest; if you don't get satisfaction the first time you try, try someone else, until you find someone to help you. Keep trying, don't give up! For almost every major problem, there is some type of legal action that can be taken. Don't be hoodwinked by the general public or your employer, you have more rights than you realize. Stand up for your rights, and you will have more rights than yo realize!
Another problem is the police department. Sometimes when you need their assistance, the officers that respond to your call, do not understand that not only is the business itself liable, but that you are personally liable also. If a customer, that you feel is dangerous to your other customers or yourself, isn't forced to leave the premises, someone can be hurt. It could be you, and you could be maimed or disfigured, or it could happen to a customer. If it happens to a customer, and you didn't do everything possible to avoid the situation, you can be held personally liable for damages in a court of law. If the ever happens, take the matter to the officer's superior, until you receive satisfaction.
Sunday, November 15, 2009
Wages, Heavy Lifting
Chapter 2
If you have read Chapter 1, you are already beginning to understand your boss, and his livelihood. If you haven't read Chapter 1, make it required reading, before you go any further.
Everything mentioned in Chapter 1 is not too much to ask from an employee, and if you follow Chapter 2, it is not outrageous to ask for a raise if you have improved your employer's new profits. Bartender's wages have not accelerated since 1979; while the cost of living has increased over 250%. If you have raised your employer's net profits by 5%, he can afford to give you a 2% raise. Your tips have also decreased in the last 2-3 years, to the point that they are virtually non-existent in some areas, and much less in all areas of the country.
There are certain things that your employer may request, that you have a legitimate right to refuse to do. If you are a woman, it is only sensible that you refuse to lift heavy beer cases, kegs and liquor cases. If you break you elbow or dislocate your shoulder while you are trying to do the work, you aren't able to work with any type of efficiency in an arm cast, nor do you look good trying to work. You won't look good in a back brace because your back can't take the stress, and chiropractors, traction, and back surgery are expensive alternatives. You won't look good in a hospital room, nor will you be able to work while in the hospital. Needless to say, many employers, even though they are required by law to carry workman's compensation insurance, cannot afford the expense of the insurance,. Even if your employer does carry workman's compensation insurance, it could take years to get a settlement, and what do you live on in the mean time? If you are awarded a settlement, just because you are entitled to it, doesn't mean you will receive anything. What if you employer goes bankrupt? A woman's muscle mass is much less than a man's, and you are not physically capable of doing some things. If your employer wants a person, who can left heavy articles, then he should hire a stocker. If your employer reaps a 5% increase in net profits, then he can afford to pay 1% to a stocker. Tell your employer that you can't physically do the heavy work and lifting, that there are physical handicaps when an employer hires a woman, and that you need your health to work, not to be crippled by osteoarthritis in your elb ows and shoulders when you are 35 years old, and be unable to get a job, nor do you want to risk the possibility of having to have your spine fused, because your vertebra weren't protected by the heavy muscle mass that a man has. Remind him of how men, even with their musculature, have back problems, tell him to talk to his own doctor about it, and his insurance agent, because neither one of those professionals will urge him to expect heavy lefting from a woman, and show him this if he isn't familiar with it already. A bartender is hired to bartend, and to increase net profits by bartending, only.
If you have read Chapter 1, you are already beginning to understand your boss, and his livelihood. If you haven't read Chapter 1, make it required reading, before you go any further.
Everything mentioned in Chapter 1 is not too much to ask from an employee, and if you follow Chapter 2, it is not outrageous to ask for a raise if you have improved your employer's new profits. Bartender's wages have not accelerated since 1979; while the cost of living has increased over 250%. If you have raised your employer's net profits by 5%, he can afford to give you a 2% raise. Your tips have also decreased in the last 2-3 years, to the point that they are virtually non-existent in some areas, and much less in all areas of the country.
There are certain things that your employer may request, that you have a legitimate right to refuse to do. If you are a woman, it is only sensible that you refuse to lift heavy beer cases, kegs and liquor cases. If you break you elbow or dislocate your shoulder while you are trying to do the work, you aren't able to work with any type of efficiency in an arm cast, nor do you look good trying to work. You won't look good in a back brace because your back can't take the stress, and chiropractors, traction, and back surgery are expensive alternatives. You won't look good in a hospital room, nor will you be able to work while in the hospital. Needless to say, many employers, even though they are required by law to carry workman's compensation insurance, cannot afford the expense of the insurance,. Even if your employer does carry workman's compensation insurance, it could take years to get a settlement, and what do you live on in the mean time? If you are awarded a settlement, just because you are entitled to it, doesn't mean you will receive anything. What if you employer goes bankrupt? A woman's muscle mass is much less than a man's, and you are not physically capable of doing some things. If your employer wants a person, who can left heavy articles, then he should hire a stocker. If your employer reaps a 5% increase in net profits, then he can afford to pay 1% to a stocker. Tell your employer that you can't physically do the heavy work and lifting, that there are physical handicaps when an employer hires a woman, and that you need your health to work, not to be crippled by osteoarthritis in your elb ows and shoulders when you are 35 years old, and be unable to get a job, nor do you want to risk the possibility of having to have your spine fused, because your vertebra weren't protected by the heavy muscle mass that a man has. Remind him of how men, even with their musculature, have back problems, tell him to talk to his own doctor about it, and his insurance agent, because neither one of those professionals will urge him to expect heavy lefting from a woman, and show him this if he isn't familiar with it already. A bartender is hired to bartend, and to increase net profits by bartending, only.
Tuesday, November 10, 2009
DUI or DWI, Stocking Booze
The new drunk driving laws in many areas are a hindrance, but need not affect business if you take care of your customers. For lunch customers, serve a simple sandwich, chili and crackers, etc.: for a cocktail trade, serve hor derves and/or canapes, etc.: serve bowls of popcorn, peanuts in the shell, etc., throughout the day and/or evening. In some countries, a heaping tablespoon of Natural peanut butter is served to the customer before he leaves. These services may or may not be charged for, but it is better the have a return customer, even if you have to pay for it out of your 'Net Profit', and make it up by charging more for the services. Sandwiches, soups, and hor derves are simple to make ahead of time, refrigerated or frozen, then heated in a microwave oven. Popcorn may be popped in the microwave oven and heated later in the same oven. Peanuts in the shell may be heated in the microwave also. Canapes only need refrigeration and can be made ahead of time. Also, try to encourage your customers to use the taxi instead of driving. If all else fails, try to take your customers home, or encourage them to sleep in their cars if necessary. Your bartenders and employees can be a tremendous help with this problem. In many establishments, this is an impossible task, but if it is possible, make every effort to keep your customers from receiving DUI or DWI tickets.
Although some bars will find it impossible to stock everything in this book, some bars will have a much larger variety of liquors and liqueurs. The basic principals of business are the same irregardless. The basic employer-employee relationship is the same. A chapter is designed to enlighten the average bar owner, and will list in the order of importance: equipment, glasses, straws, ice, soda, juice, garnish, ingredients, wine, beer, liqueur and liquor. The smaller bars will only stock the first few of each list, and the larger bars will stock many more than will be listed here.
Although some bars will find it impossible to stock everything in this book, some bars will have a much larger variety of liquors and liqueurs. The basic principals of business are the same irregardless. The basic employer-employee relationship is the same. A chapter is designed to enlighten the average bar owner, and will list in the order of importance: equipment, glasses, straws, ice, soda, juice, garnish, ingredients, wine, beer, liqueur and liquor. The smaller bars will only stock the first few of each list, and the larger bars will stock many more than will be listed here.
Monday, November 9, 2009
Drinks, Circumventing Distributors, Gimmicks
All the recipes are designed for small ice cubes, the right size glass, and garnishes, that extra touch. Sometime, you will have an employee who won't follow instructions and garnishes can be the one redeeming feature of even a bad drink. The right garnish can make the customer come back because of the extra effort put forth.
Sometimes it is cheaper to buy from a liquor store than a distributor, When this happens, you have to make a moral decision: whether to continue to buy the item from the distributor at a higher cost to you, or whether to buy the equivalent brand from a store and hide it in your maze of bookwork you are required to send to the government. Of course, the first option is the easiest. If you choose the latter, it is somewhat more complicated. For every quart or liter bottle, there are approximately 32 ounces in the bottle, although not all of it is usable because of spillage, mistakes, etc. If you have an automatic measuring machine, it diminishes the percentage of spillage, but you still have room for error with mistakes, machine malfunction, etc. Of 32 ounces, approximately 29 are usable. If you are pouring 3/4 ounce per highball drink, the maximum you could actually pour is approximately 34 drinks because some drinks require 7/8 ounce and some require over 1 ounce. This depends on your business, but as a general rule, 34 could be the maximum you could pour from a quart bottle. Naturally in a cocktail lounge, 25 might be closer to the actual figure, and in a beer and shot place, 33 drinks might be closer. Only the owner would know by his cash register tape entries, his Daily Reports, and his Profit and Loss statements. Anyone with the right background could accurately compute for the owner or manager what number would be closest. The cost of the quart or liter must be deducted from the salable price of the usable ounces. The figure you derive at is the figure that must be deleted from your cash register tape, your Daily Reports, and your Profit and Loss statements. This figure may be recorded under Other Income in your Profit and Loss statement. The are other ways to make Other Income, such as raffles, games, etc.
There are many gimmicks that can be used to promote business. One of the most successful is the Shake-A-Day. For $.25 each patron is allowed to shake 5 dice once a day. Five natural numbers, nothing wild, is a winner of everything in the pot that had been collected through the Shake-A-Day contributions. Four natural numbers win a 6-pack of beer, and the cost of the beer is taken from the pot and added to the cash register under 'Sales'. Three natural numbers win a chance to re-shake the dice for the money or 6-pack. Raffles are popular, as is any game of chance to win something for nothing. Anything that makes an occasional customer a regular customer is worth considering, whether his regularity is based on a daily basis or a monthly basis. If the business is where a lunch trade could be established, a lunch trade might be wroth considering. If a business is where a cocktail trade could be established, a double-bubble hour, where 2 drinks are served for every drink ordered, it might be worth considering. LasVegas tickets, with the prices of drinks ranging frof $.10 to full price, give a return of about 60% of full price. As with every new idea, give it 6 months to determine whether it is successful or not.
Sometimes it is cheaper to buy from a liquor store than a distributor, When this happens, you have to make a moral decision: whether to continue to buy the item from the distributor at a higher cost to you, or whether to buy the equivalent brand from a store and hide it in your maze of bookwork you are required to send to the government. Of course, the first option is the easiest. If you choose the latter, it is somewhat more complicated. For every quart or liter bottle, there are approximately 32 ounces in the bottle, although not all of it is usable because of spillage, mistakes, etc. If you have an automatic measuring machine, it diminishes the percentage of spillage, but you still have room for error with mistakes, machine malfunction, etc. Of 32 ounces, approximately 29 are usable. If you are pouring 3/4 ounce per highball drink, the maximum you could actually pour is approximately 34 drinks because some drinks require 7/8 ounce and some require over 1 ounce. This depends on your business, but as a general rule, 34 could be the maximum you could pour from a quart bottle. Naturally in a cocktail lounge, 25 might be closer to the actual figure, and in a beer and shot place, 33 drinks might be closer. Only the owner would know by his cash register tape entries, his Daily Reports, and his Profit and Loss statements. Anyone with the right background could accurately compute for the owner or manager what number would be closest. The cost of the quart or liter must be deducted from the salable price of the usable ounces. The figure you derive at is the figure that must be deleted from your cash register tape, your Daily Reports, and your Profit and Loss statements. This figure may be recorded under Other Income in your Profit and Loss statement. The are other ways to make Other Income, such as raffles, games, etc.
There are many gimmicks that can be used to promote business. One of the most successful is the Shake-A-Day. For $.25 each patron is allowed to shake 5 dice once a day. Five natural numbers, nothing wild, is a winner of everything in the pot that had been collected through the Shake-A-Day contributions. Four natural numbers win a 6-pack of beer, and the cost of the beer is taken from the pot and added to the cash register under 'Sales'. Three natural numbers win a chance to re-shake the dice for the money or 6-pack. Raffles are popular, as is any game of chance to win something for nothing. Anything that makes an occasional customer a regular customer is worth considering, whether his regularity is based on a daily basis or a monthly basis. If the business is where a lunch trade could be established, a lunch trade might be wroth considering. If a business is where a cocktail trade could be established, a double-bubble hour, where 2 drinks are served for every drink ordered, it might be worth considering. LasVegas tickets, with the prices of drinks ranging frof $.10 to full price, give a return of about 60% of full price. As with every new idea, give it 6 months to determine whether it is successful or not.
Employees, Fixed Costs
Good productive employees are, in the long run, your cheapest expense. They will increase your 'Sales' and 'Net Profits', but will only increase your 'Wage' figure slightly and gradually. Your other expenses will remain constant and rather fixed, or perhaps decline slightly.
When you hire someone, don't expect immediate results, your 'Sales' figure may dip slightly for several months, then level off, and finally equal or surpass your past 'Sales' figure. Everyone has a different personality, and your clientele changes dramatically or slightly with every new employee. Do not interfere with your employees when they are working. If there are customers that loved your previous employee, they are automatically, outwardly hostile to your new employee. Only your employee knows what is tolerable or intolerable to them. When you are not serving a customer, do not interfere with the person who is. The person who is serving the customer is LAW. No one wants an unfeeling robot, nor a wimp working for them. If that's what you demand, you will have employees who don't care about you or your business, and in the long run, you will destroy yourself and your business.
You may walk in one day and every customer is unfamiliar to you. Don't be distressed, your new employee has a different personality from your last one, and cultivates, consciously or unconsciously, a clientele that is more agreeable for them. If, at the end of 6 months, your profits aren't comparable or above your profits before, try again.
When your fixed costs escalate, you have to change your business format or raise prices. Otherwise, you will be losing money. I am referring particularly to items like Pest Control, Trash Collection, Postage, Licenses, Repairs, Utilities, Laundry, Supplies, Insurance, Taxes, Cost of Goods, and perhaps Rent. These cost you must pass on to your clientele in some way. One easy is to reduce services, by pouring less liquor, buying cheaper beer, buying cheaper products. Another way is to work more yourself, cut employee hours, but which can be counterproductive.
Increasing Advertising costs to make more potential customers aware of your business is a safe bet. By serving more people, you can afford to buy in volume and sell at a lower cost. Your employees can help by compiling a list of what your old and new customers ask for. If a customer can get something at your place that they can't get for another 5 miles, due to the price of gas, you have a new customer. Do not expect immediate results, everything and everyone need 6 months for you to be able to evaluate them properly, and your 'Sales' figure will do that for you. If it increases, whether or not you like an employee personally, you have succeeded. Personalities have no place in business. Your profit figure may dip slightly for several months, then level off, then equal or surpass your previous profit figure.
When you hire someone, don't expect immediate results, your 'Sales' figure may dip slightly for several months, then level off, and finally equal or surpass your past 'Sales' figure. Everyone has a different personality, and your clientele changes dramatically or slightly with every new employee. Do not interfere with your employees when they are working. If there are customers that loved your previous employee, they are automatically, outwardly hostile to your new employee. Only your employee knows what is tolerable or intolerable to them. When you are not serving a customer, do not interfere with the person who is. The person who is serving the customer is LAW. No one wants an unfeeling robot, nor a wimp working for them. If that's what you demand, you will have employees who don't care about you or your business, and in the long run, you will destroy yourself and your business.
You may walk in one day and every customer is unfamiliar to you. Don't be distressed, your new employee has a different personality from your last one, and cultivates, consciously or unconsciously, a clientele that is more agreeable for them. If, at the end of 6 months, your profits aren't comparable or above your profits before, try again.
When your fixed costs escalate, you have to change your business format or raise prices. Otherwise, you will be losing money. I am referring particularly to items like Pest Control, Trash Collection, Postage, Licenses, Repairs, Utilities, Laundry, Supplies, Insurance, Taxes, Cost of Goods, and perhaps Rent. These cost you must pass on to your clientele in some way. One easy is to reduce services, by pouring less liquor, buying cheaper beer, buying cheaper products. Another way is to work more yourself, cut employee hours, but which can be counterproductive.
Increasing Advertising costs to make more potential customers aware of your business is a safe bet. By serving more people, you can afford to buy in volume and sell at a lower cost. Your employees can help by compiling a list of what your old and new customers ask for. If a customer can get something at your place that they can't get for another 5 miles, due to the price of gas, you have a new customer. Do not expect immediate results, everything and everyone need 6 months for you to be able to evaluate them properly, and your 'Sales' figure will do that for you. If it increases, whether or not you like an employee personally, you have succeeded. Personalities have no place in business. Your profit figure may dip slightly for several months, then level off, then equal or surpass your previous profit figure.
Costs, Wages, Employees, Money
Being able to estimate costs eliminates waste and theft. If the percentage of 'Costs of Goods' escalates, something is wrong. The average is 20%-30%. If it averages over 30%, most likely it's your fault. Maybe your prices are not in line with your services. Your employees can be extremely honest, but if you are not charging enough to pay the bills, you're at fault. Too many employers blame their employees, when the employees have nothing to do with it. Maybe your employees are over-pouring, using bar materials for their personal use, not following your business format,or perhaps, stealing in some way, but most likely, it's something you are or aren't doing.
If any figure in your profit and Loss Statement changes dramatically, somthing is wrong. 'Costs of Goods' is the most important number, and 'Sales' is next.
A word on wages: if you don't pay a person a living wage for the area you live in, expect theft. If you pay $3.35 an hour, where the general populous averages $10.00 an hour, expect theft. Most of the time, it's just food, soda, etc., but if a person can't live on what you pay them, what can they do, but steal. No one is to blame, but you, the employer. If you can't afford to hire help, do it yourself. If you don't pay a living wage, expect to work more and more yourself, because you won't be able to trust anyone. Everyone you hire will have to steal from you to make a living wage. KEEP IN MIND: most good bar owners are not good employees, and most good employees are not good bar owners.
A word on employees: innovative employees are hard to find and should be encouraged. If a suggestion is proffered by an employee, don't dismiss it, consider it! The employee knows the clientele when he works, you don't. If they are convinced their idea will increase business and 'Sales', try it. Give every new idea 6 months to be profitable, a FULL 6 months. Very few things work in a month or two; give it a fair chance to work. If you have a new employee, who thinks something will work for them, when it hasn't for some other employee, try it, this might be the employee to pull it off. If it is successful, by all means give the employee a raise in salary. Be fair, after all, you'll be making money of their ideas, initiative and incentive.
Money is only a motivator until a person has enough, then it's power, and a title is power. When you have someone who is promotable, delegate some responsibility. If you promote from within, your employees are loyal to you, and they understand that what is good for you, is good for them, You will have more free time for other pursuits. Gradually, delegate as much responsibility as is profitable to delegate. When the employee has mastered one phase of the operation of your business, delegate another responsibility until either all phases of the business have been mastered and he or she can run the business by themselves at a profit for you, or until they become bored and uncreative with the whole business.
If any figure in your profit and Loss Statement changes dramatically, somthing is wrong. 'Costs of Goods' is the most important number, and 'Sales' is next.
A word on wages: if you don't pay a person a living wage for the area you live in, expect theft. If you pay $3.35 an hour, where the general populous averages $10.00 an hour, expect theft. Most of the time, it's just food, soda, etc., but if a person can't live on what you pay them, what can they do, but steal. No one is to blame, but you, the employer. If you can't afford to hire help, do it yourself. If you don't pay a living wage, expect to work more and more yourself, because you won't be able to trust anyone. Everyone you hire will have to steal from you to make a living wage. KEEP IN MIND: most good bar owners are not good employees, and most good employees are not good bar owners.
A word on employees: innovative employees are hard to find and should be encouraged. If a suggestion is proffered by an employee, don't dismiss it, consider it! The employee knows the clientele when he works, you don't. If they are convinced their idea will increase business and 'Sales', try it. Give every new idea 6 months to be profitable, a FULL 6 months. Very few things work in a month or two; give it a fair chance to work. If you have a new employee, who thinks something will work for them, when it hasn't for some other employee, try it, this might be the employee to pull it off. If it is successful, by all means give the employee a raise in salary. Be fair, after all, you'll be making money of their ideas, initiative and incentive.
Money is only a motivator until a person has enough, then it's power, and a title is power. When you have someone who is promotable, delegate some responsibility. If you promote from within, your employees are loyal to you, and they understand that what is good for you, is good for them, You will have more free time for other pursuits. Gradually, delegate as much responsibility as is profitable to delegate. When the employee has mastered one phase of the operation of your business, delegate another responsibility until either all phases of the business have been mastered and he or she can run the business by themselves at a profit for you, or until they become bored and uncreative with the whole business.
Profit & Loss Statement
.$_____.___ Sales
-$_____.___ Cost of Goods
-$_____.___ Wages
-$_____.___ Accounting fees (wages paid to Accountant)
-$_____.___ rent on realty lot
-$_____.___ Rent on Ice Machine
-$_____.___ Lease (with option)
-$_____.___ Property Taxes
-$_____.___ Real Estate Taxes
-$_____.___ City Taxes
-$_____.___ State Taxes
-$_____.___ Insurance (including Interest)
-$_____.___ Utilities (Including Telephone)
-$_____.___ Licenses
-$_____.___ Entertainment
-$_____.___ Advertising
-$_____.___ Postage
-$_____.___ Janitor
-$_____.___ Trash
-$_____.___ Pest Control
-$_____.___ Miscellaneous
-$_____.___ Charity
_____________________________________________________
.$_____.___ Profit
+$_____.___ Other Income (Juke Box, Cigarette Machine, Telephone, Game Machine, etc.)
_____________________________________________________________________________________
$_____.___ NET PROFIT
You will need to be able to determine the 'Costs of Goods' percentage; divide your 'Costs of Goods' number by your 'Sales' number.
You can determine your percentages for all of the categories listed, if you wish. To find out what percentage your 'Wages' are of your total 'Sales', divide your 'Wages' number by your 'Sales' number.
-$_____.___ Cost of Goods
-$_____.___ Wages
-$_____.___ Accounting fees (wages paid to Accountant)
-$_____.___ rent on realty lot
-$_____.___ Rent on Ice Machine
-$_____.___ Lease (with option)
-$_____.___ Property Taxes
-$_____.___ Real Estate Taxes
-$_____.___ City Taxes
-$_____.___ State Taxes
-$_____.___ Insurance (including Interest)
-$_____.___ Utilities (Including Telephone)
-$_____.___ Licenses
-$_____.___ Entertainment
-$_____.___ Advertising
-$_____.___ Postage
-$_____.___ Janitor
-$_____.___ Trash
-$_____.___ Pest Control
-$_____.___ Miscellaneous
-$_____.___ Charity
_____________________________________________________
.$_____.___ Profit
+$_____.___ Other Income (Juke Box, Cigarette Machine, Telephone, Game Machine, etc.)
_____________________________________________________________________________________
$_____.___ NET PROFIT
You will need to be able to determine the 'Costs of Goods' percentage; divide your 'Costs of Goods' number by your 'Sales' number.
You can determine your percentages for all of the categories listed, if you wish. To find out what percentage your 'Wages' are of your total 'Sales', divide your 'Wages' number by your 'Sales' number.
DAILY REPORT, Part 3
.$ _____.___ CLOSING BANK
-$ _____.___ OPENING BANK
_______________________
.$_____.___ TOTAL TAKEN IN
-$_____.___ Paid-In (from who, for what, how much)
-$_____.___ Paid-In (from who, for what, how much)
-$_____.___ Paid-In (from who, for what, how much)
-$_____.___ Paid-In (from who, for what, how much)
_______________________________________
$_____.___ CASH TOTAL FOR DAY/SHIFT
$_____.___ CASH REGISTER TAPE READING
$_____.___ +, - or 0 Difference between CASH TOTAL for DAY/SHIFT and CASH REGISTER TAPE READING
NOTE: By Paid-In, I mean anything added to the cash register. If you loaned someone $5.00 yesterday, it would be recorded in Paid-Out of Part 2 of yesterday's Daily Record; but today, it would be recorded under Paid-In, and should not be confused with the money you made today. If it wasn't recorded under Paid-Out yesterday, you would have had a $5.00 shortage; if it isn't recorded under Paid-In today, you will have a $5.00 overage.
-$ _____.___ OPENING BANK
_______________________
.$_____.___ TOTAL TAKEN IN
-$_____.___ Paid-In (from who, for what, how much)
-$_____.___ Paid-In (from who, for what, how much)
-$_____.___ Paid-In (from who, for what, how much)
-$_____.___ Paid-In (from who, for what, how much)
_______________________________________
$_____.___ CASH TOTAL FOR DAY/SHIFT
$_____.___ CASH REGISTER TAPE READING
$_____.___ +, - or 0 Difference between CASH TOTAL for DAY/SHIFT and CASH REGISTER TAPE READING
NOTE: By Paid-In, I mean anything added to the cash register. If you loaned someone $5.00 yesterday, it would be recorded in Paid-Out of Part 2 of yesterday's Daily Record; but today, it would be recorded under Paid-In, and should not be confused with the money you made today. If it wasn't recorded under Paid-Out yesterday, you would have had a $5.00 shortage; if it isn't recorded under Paid-In today, you will have a $5.00 overage.
DAILY RECORD, Part 2
$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ $.50 rolled change
+$_____.___ $.25 rolled change
+$_____.___ $.10 rolled change
+$_____.___ $.05 rolled change
+$_____.___ $.01 rolled change
+$_____.___ $100.00 bills
+$_____.___ $50.00 bills
+$_____.___ $20.00 bills
+$_____.___ $10.00 bills
+$_____.___ $5.00 bills
+$_____.___ $1.00 bills
+$_____.___ $.50 loose change
+$_____.___ $.25 loose change
+$_____.___ $.10 loose change
+$_____.___ $.05 loose change
+$_____.___ $.01 loose change
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Juke Box Paid-Outs
___________________________________________________
=$_____.___ Money in CLOSING BANK
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ $.50 rolled change
+$_____.___ $.25 rolled change
+$_____.___ $.10 rolled change
+$_____.___ $.05 rolled change
+$_____.___ $.01 rolled change
+$_____.___ $100.00 bills
+$_____.___ $50.00 bills
+$_____.___ $20.00 bills
+$_____.___ $10.00 bills
+$_____.___ $5.00 bills
+$_____.___ $1.00 bills
+$_____.___ $.50 loose change
+$_____.___ $.25 loose change
+$_____.___ $.10 loose change
+$_____.___ $.05 loose change
+$_____.___ $.01 loose change
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Paid-Outs (to whom, for what, how much)
+$_____.___ Juke Box Paid-Outs
___________________________________________________
=$_____.___ Money in CLOSING BANK
DAILY RECORD, Part 1
CHAPTER 1
Every bar owner should have a constant finger on the NUMBERS, so that he will know immediately if something is amiss. Daily Records, Weekly Records and Profit and Loss Statements are extremely important to the bar owner. To be able to keep Profit and Loss Statements, you must keep Daily Records. I am giving a SAMPLE Daily Record, Parts 1,2 and 3. They can be done daily or broken down into shifTs. They may be done by your employees.
$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ $.50 rolled change
+$_____.___ $.25 rolled change
+$_____.___ $.10 rolled change
+$_____.___ $.05 rolled change
+$_____.___ $.01 rolled change
+$_____.___ $100.00 bills
+$_____.___ $50.00 bills
+$_____.___ $25.00 bills
+$_____.___ $10.00 bills
+$_____.___ $5.00 bills
+$_____.___ $1.00 bills
+$_____.___ $.50 loose change
+$_____.___ $.25 loose change
+$_____.___ $.10 loose change
+$_____.___ $.05 loose change
+$_____.___ $.01 loose change
_________________________________
=$_____.___ Money in OPENING BANK
Every bar owner should have a constant finger on the NUMBERS, so that he will know immediately if something is amiss. Daily Records, Weekly Records and Profit and Loss Statements are extremely important to the bar owner. To be able to keep Profit and Loss Statements, you must keep Daily Records. I am giving a SAMPLE Daily Record, Parts 1,2 and 3. They can be done daily or broken down into shifTs. They may be done by your employees.
$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ checks
+$_____.___ $.50 rolled change
+$_____.___ $.25 rolled change
+$_____.___ $.10 rolled change
+$_____.___ $.05 rolled change
+$_____.___ $.01 rolled change
+$_____.___ $100.00 bills
+$_____.___ $50.00 bills
+$_____.___ $25.00 bills
+$_____.___ $10.00 bills
+$_____.___ $5.00 bills
+$_____.___ $1.00 bills
+$_____.___ $.50 loose change
+$_____.___ $.25 loose change
+$_____.___ $.10 loose change
+$_____.___ $.05 loose change
+$_____.___ $.01 loose change
_________________________________
=$_____.___ Money in OPENING BANK
Sunday, November 8, 2009
Acknowledgements
My person thanks to 'Bud' Richmond, Michael Gianessi and Gary Hale, who each taught me something I would not have learned from anyone else: Bud Richmond.....Professionalism, Michael Gianessi.....Experience and Gary Hale.....Compassion.
A Bartender's Guide
This may not be reproduced in any way, in whole or in part, without the written permission of the blogger, excepting quotations made for the purposes of a review. No responsibility is assumed by the blogger for any consequences resulting from the procurement, sale, use or consumption of any of the drinks, or their ingredients, contained in this book
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