BUSINESS PLAN
The Craven Heifer
Main St, Stainforth, Settle, N.Yorks BD24 9PD
By
Patrick Turton
(Prospective Tenant)
28th January 2011
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CONTENTS
1. INTRODUCTION
1. Patrick Turton
2. The Craven Heifer, Main St, Stainforth, Settle BD24 9PD
2. MARKETING PLAN
1. Local Market
2 Competitor Analysis
3. Customer Profiles
4. SWOT Analysis
5. 4Ps
6. USPs
3. HUMAN RESOUCES PLAN
1. Staffing
2. Staffing Strategies
3. Planned Staffing
4. Rotas and Hours
5. Remuneration
6. Recruitment
7. Training
8. Staff benefits
4. OPERATIONS PLAN
1. Opening Hours
2. Food
3. Accommodation
4. Bar
5. All Business
5. FINANCE PLAN
1.
2.
3.
4.
Cash Flow
Profit and Loss
Funding
Cost Centers
6. STRATEGY
1. Short term
2. Medium Term
3. Long Term
4. Possible Initiatives
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7. APPENDICES
APPENDIX 1. - Food idea
APPENDIX 2. - Bar ideas
APPENDIX 3. - Accommodation ideas
APPENDIX 3. - Target market Websites
APPENDIX 4. - Holidays and Special Events 2011 and 2012
APPENDIX 5. - Stainforth and the Local Area on the Web
APPENDIX 6. - Craven Heifer on the Web
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1. INTRODUCTION
1. Patrick Turton
2. The Craven Heifer, Main St, Stainforth, Settle BD24 9PD
1. Patrick Turton
Experience in the Licensed Trade
In 1996 I bought the lease to Maltings Squash Club, Doncaster. For the first 2 years I
ran it as a partnership with my brother. We renamed it Maltings Leisure and Fitness. We
then formed Turton Leisure Ltd. We transformed the business from an ailing squash club
into a club with over 800 members and a strong function trade. The bar did in excess of
200 barrels a year.
The clubs facilities included a members bar area (60), restaurant (30), function room
(90). The function room could be split in two with half becoming a pool/darts room. Other
facilities included a large modern fitness suite, 2 Squash courts, Sauna, Sun beds, Male
and Female changing/toilets.
I was responsible for all areas of the business and worked in every role when necessary.
We catered for weddings, funerals, birthday parties for all ages, engagements etc. We
provided sit down meals for up to 80 people, buffets, entertainment etc for our members
we provided bar meals, snacks, quizzes, regular entertainment, Sky TV etc. We hosted
a number of pool teams, darts teams, squash teams, golf societies etc. We were used
for regular meetings by the Buffalos, rowing club, allotment society, neighborhood
groups etc
We were famous for our New Years Eve parties – sold out every year, football
tournaments and curry nights. We were respected for our cleanliness and friendliness.
Whilst developing the bar and function trade I also introduced and developed a new
members only fitness facility. We also developed a team of loyal and dedicated staff who
helped keep the facility running smoothly from 7.00am to midnight+, every single day for
approaching eleven years. We had contracts with Scottish Courage, Bass/Interbrew,
Tetleys, and local suppliers. At various times they provided us with finance, all of which
was repaid. We produced consistent yearly net profits, trebled turnover and never failed
to pay a bill on time.
After 6 years we bought a second club, the Thorpe Marsh Power Stations former social
facilities. This included a 9 hole golf course, fishing ponds, bowling greens and a club
house licensed for 500. The plan was to merge it with the Maltings and combine
memberships. Gym and golf, Squash and fishing etc. We pre-sold over 400
memberships, had 4 summer weddings booked, refurbished the bar, bought a tractor
and all the fixture and fittings and had the opening night planned. The lease had been
agreed and drafted and we had received the keys. The director of the company who
owned the land and had agreed the lease then decided to resign. The managing director
stepped in and changed the lease at the last minute. I had no option but to call the deal
off.
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My brother never recovered from it and abruptly resigned the following year. I paid him
for his share of the business and became the Licensee. For the last 4 years I ran the
Maltings alone. I bought the freehold of the club, increased profits and sold the club in
2007 for a reasonable six figure sum. I also sold other properties I owned leaving me
mortgage and debt free with cash in the bank.
We bought the lease in July 1996 for £12,000, investing £8,000 each. At the start of the
first days trading we had just £780.00 in our business account, my brother had no
money and a mortgage, I had £1500, a wife who had stopped working , a 6 month old
daughter, a mortgage on a 1 bedroom cottage in Bradford and a battered Nissan Micra.
I had been made redundant 3 months earlier and lost my company car. The club was in
a real sorry state. It had been taken over by the local mafia. Most of the customers on
day one have since served a sentence for serious crimes. The task was to get rid of the
bad apples and stay alive in the process! One by one we managed to remove them
which strangely meant most of the others respected us and left us alone. It also allowed
all the good people in the area to visit us knowing that they would be in a safe place to
socialise. This allowed us to get on with building the club. Six weeks credit with Bass
allowed us to create a healthy cash flow. We then received a £20,000 write off loan from
Bass, agreed before we started trading. This allowed us to refurbish the toilets and
changing areas, remove the old body building gym and create a modern space, repaint
the building, install CCTV and generally improve the infrastructure. Just before
Christmas 1996 £80,000 of gym equipment arrived. This was financed through Admiral
Leasing. We had just 2 staff, were doing Christmas lunches, parties, organising the
Christmas period, pre-selling memberships, introducing a membership scheme as well
as creating a new gym. I also moved my wife and daughter into rented accommodation
in Doncaster whilst renting out the house in Bradford 2 days before Christmas. But we
survived!
Over the next decade we managed and developed the club. I had two more children
James and Oliver who are now 13 and 11. Sophie my daughter is now 15. I am divorced
from their mother but have been with my partner Jane for over 8 years. She is a head
teacher of a Deaf School and helped me in all aspects of running the Maltings. She is
looking forward to helping me with my next venture.
Since leaving the Maltings I trained to become a teacher. I gained a PGCE in Business
Education with QTS. I have worked as a Supply Teacher since, looking for a suitable
opportunity in the Yorkshire Dales where we want to spend our future. We recently
bought a cottage near Settle, less than 2 miles from the Craven Heifer.
Since helping manage the Penelope Hotel in Llandudno in 1984 I have always wanted to
run my own business, preferably with letting rooms and gain a degree having been
unable to start my degree in Hotel and Catering Management in 1980. In 1991 I gained
a B.A. (Hons) Recreation Management, I have run my own business and the Craven
Heifer gives me the opportunity to develop a business with letting accommodation. It will
also allow me to do it in an area I love and with customers I can share my passions of
hill walking, fell running and real ale with.
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2. The Craven Heifer, Main St, Stainforth, Settle BD24 9PD
The Craven Heifer
http://www.cravenheiferhotel.co.uk/
The Craven Heifer is located in the rural village of Stainforth in the Yorkshire Dales
National Park, just off the B6479. Stainforth is approximately 3 miles from the market
town of Settle and 4 miles from Horton in Ribblesdale, the start of the famous Yorkshire
3 Peaks Challenge.
The pub is positioned on Main St, a reasonably central location of the village. It has its
own car park for about 6 cars over the road from the pub and ample roadside parking
nearby. There is a large pay and display car park about 200 meters away. It is located
next to a gushing beck which feeds the nearby river Ribble. The pub outside area
overlooks the beck.
The village of Stainforth is comprised mainly of private well maintained housing. The
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population is older, more educated and more affluent than the national average.
The Craven Heifer in 2001 was visited by Prince Charles when launching the Pub is the
Hub. At this time the pub housed a post office which later moved out then closed. In the
last decade the pub has had a number of managers and tenants. For the past 3 years it
has been managed by a couple employed by the previous tenants who own a computer
shop in Settle.
The tenancy was relinquished in December 2010 and the pub is currently being run by
temporary managers on behalf of Thwaites.
I have had a caravan based at Langcliffe, about 2 miles from the pub for the past 2
years. I have walked to the pub on a number of occasions, usually to find it closed. I
stopped making the effort to go there sometime ago because it seemed to be
consistently badly managed. On New Years Eve 2010 I decided to take my family on a
circular walk, with a drink at the pub if it was open. It was closed! However the temporary
manager Owen opened it up for us and we decided to go back in the evening. My boys
had a great time with the locals playing darts and I enjoyed a few pints of Original.
It was quite obvious that all was not well. For New Years Eve it was quiet. After
organizing 11 very busy New Years Eve parties in succession, for me personally quiet
was not an issue. For the Craven Heifer as a business and those that did venture there it
was probably a disappointment. This is not a reflection on Owen but where the pub has
found itself after a number of years of mismanagement.
On the whole however, the locals were friendly and well behaved. It seems though that
the pub and the locals are not at one. I believe that the pub in recent months has had
issues with stock. The toilets in particularly were in poor order and cleanliness in general
seem to have been an issue. The standards within the pub in general have been slipping
for sometime, whereas the village seems to have grown in affluence. It is probably
because of this that the two are growing apart. The pub needs to reconnect as it is the
obvious place to host the significant events in the lives of the people of Stainforth.
Stainforth
Within the village and surrounding areas there are a number of second homes and
holiday lets. Potentially a good village pub should benefit from them. Good rooms within
that pub should also be able to compete with them as most visitors to the area come for
the countryside not just the accommodation itself.
The biggest potential markets for the pub are the local campsites. Knight Stainforth
campsite, located in Little Stainforth, about a 10 minute stroll away from the pub is one
of the best sites around. From Easter to November the campsite is always busy. About 2
miles away is Langciffe Caravan Park. I had my caravan there and although it is badly
run it still provides the pub with many opportunities.
Stainforth and the pub are approximately 4 miles from the start of the Yorkshire Dales 3
Peaks. I first completed the 25 miles challenge of Peny-ghent, Whernside and
Inglebrough over 30 years ago. It was that experience that has continually brought me
back to the area. I have since completed it on numerous occasions. Over that period it
has established itself as a major fundraising event for most of the major charities. Most
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weekends Horton in Ribblesdale, the start of the challenge, attracts hundreds,
sometimes thousands of people. Many travel from all parts of the country and require
accommodation for the weekend. There are not many decent facilities in Horton itself
which gives opportunities to those close by. The Craven Heifer is ideally positioned.
Stainforth is also on the Ribble Way and The Dales Highway which presents
opportunities for and overnight stop.
Demographic data
BD24
BD
National
Population
5,185
520,219
52,024,138
Median Age
44
35.75
39.05
% Retirees
29.24%
19.57%
21.96%
% Unemployed
1.52%
4.24%
3.22%
% Educated to Degree level
22.74%
15.47%
19.77%
Full Time Students
259
19,239
1,766,469
%Full Time Students
5.00%
3.70%
3.40%
Stainforth is also on the
National Cycle Network.
There are a number of
cycling events that take in
the roads around Stainforth
and therefore there are
opportunities for both
accommodation and food
and drink. For mountain
bikers there are many off
road tracks.
The natural features that
surround Stainforth
continually draw people to
Total Migrants
699
61,716
6,336,121
the area. About a 1 mile
walk up from the pub is
% Total Migrants
13.48%
11.86%
12.18%
Catrigg Force, a large
Average distance (km)
stunning waterfall. Down
travelled to fixed place of work
17.74
10.30
14.63
from the pub and next to
Knight Stainforth Campsite is Stainforth Force. This is part of the River Ribble and is a
powerful stepped waterfall which draws people for its beauty as well as an area to relax
and sunbathe. In the autumn many people come to see the trout leaping up the waterfall.
About a mile from the pub there is a walk over farmers fields to the Limestone Kilns. This
is the hidden gem of the area. Probably the best example of a past era you will find
anywhere.
All of these features are on pleasant well publicised circular walks from Settle. Stainforth
and the Craven Heifer are exactly the half way mark. Perfect for lunch times and early
afternoon refreshments. Settle itself is only about a 5 minute drive from Stainforth.
Perfect for those who want some civalisation close by but want to stay in the
countryside.
Stainforth and the Craven Heifer are perfect for all those who enjoy the countryside. As
well as walkers, cyclists and campers there are also those who enjoy pot holing, caving,
climbing, fell running, horse riding, fishing and those who simply enjoy driving in the
countryside. Many of these will belong to local clubs who may need a venue for
meetings, functions and events. I for example run with Settle Harriers who occasionally
meet at the Craven Heifer as well as many other pubs in the area.
The Craven Heifer potentially has many different income streams and markets. It has
most of the facilities in place at present. Before it can exploit them however, the pub
itself needs to focus on the basics of cleanliness, friendliness and good consistent
service.
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2. MARKETING PLAN
1. Local Market
2 Competitor Analysis
3. Customer Profiles
4. SWOT Analysis
5. 4Ps – Product, Place, Price and Promotion
6. USPs – Unique Selling Points
1. Local Market
Investment
The beauty of the Stainforth and Settle area is that it has escaped the large pub, retail
and hotel groups. Most of the businesses are independently owned, leased or tenanted
which gives the visitors to the area a chance to escape city living. I believe that
essentially it will stay that way as it does not have the road links that the Lake District
has or the proximity to large conurbations that Skipton has. Many of the other National
Parks have both major road links close by or are surrounded by large cities e.g. the
Peak District and Sheffield
I believe that visitor numbers will rise as more people increasingly search for remoteness
and an escape from commercialisation, as well as stay in this country for their holidays
and weekend breaks. Recent figures from Blacks the outdoor specialists reported the
biggest increase in sales than any other retailer. The Yorkshire Dales is well positioned
to benefit and the Craven Heifer has the potential to take its own slice of the market.
To achieve this however the quality of the product and the service has to be in line with
what most people have come to expect. It is this that the Craven Heifer needs to focus
on.
The potential of the area has already been recognised by other providers. The Craven
Arms, which used to be the Old Station pub located on the A65, has received significant
investment over the past 2 years. Although aimed at motorists on the A65 it has also
recently added 7 en suite bedrooms.
In Settle itself the Golden Lion, supplied by Thwaites but now run by Shire Hotels is
undergoing a major refurbishment to all parts of the business.
Less than a mile from the Craven Heifer an old mill is being converted into a large hotel
complex. Although this could be seen as a threat to the Craven Heifer it also shows that
someone is confident enough in the area to make a major investment. The Craven
Heifer I believe can run on the back of their advertising whilst offering a completely
different product.
Market Place
The area is predominantly rural and is made up of hamlets, villages and small market
towns. The nearest major shopping area is Skipton about15 miles down the A65 from
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Settle. The nearest cities are Bradford and Leeds, about 35-40 miles away and Burnley
about 25-30 miles away. Kendal and Preston can be reached within the hour,
Manchester a little longer.
The pub in the past was always the center of rural life. Like other leisure facilities its
main competitor is now the home. Cheap supermarket drinks, technology and major
investment in both the internal and external areas of the home by many people has
meant that local community pubs who have failed to invest and understand the needs of
their customers have struggled to compete. The ones that have survived and prospered
have a number of things in common. They have diversified their income streams, they
know their markets and they provide for those markets. The best ones exceed
expectations on a regular basis. The Craven Heifer to prosper has to do all of these
things.
There are a number of pubs in Settle and the surrounding villages, some tapping into the
tourist market, some like the Craven Heifer who could but are not fulfilling their potential.
The Crown Hotel in Horton in Ribblesdale is now tapping into the 3 Peaks market and is
capitalizing on its location. The Harts Head at Giggleswick is probably the best local
example of a pub that successfully caters for both the tourist and local markets. There
are a number of holiday cottages, bunk barns, bed and breakfasts and small hotels.
For most people who come to the area and live in the area the countryside and activities
pursued in it are where most of their leisure time is spent. Settle has a number of
restaurants; Indian, Italian, English; a number of cafes and takeaways and a selection of
independent shops. There is a large Booths supermarket. For entertainment there is the
Victoria Hall and a theatre at Giggleswick School. There is a swimming pool, rugby club,
bowls club, cricket club and football club most of whom have their own bar. Settle social
club provides low cost drinks and Sky TV. There is a large new bike shop in Settle as
well as cycle hire near the railway station. The Settle to Carlisle Railway line and its
steam trains bring people to the area and runs close to the pub.
2. Competitor Analysis
1. The Golden Lion, Settle. Used to be tenanted by Thwaites but now owned by
Shire Hotels. In the middle of Settle providing Thwaites products, food and
rooms. Also a locals bar with pool table and plasma tv. Currently under going a
major refurbishment. In the past it has attracted a young local clientele who on a
Friday evening were noisy and usually drunk. This was in complete contrast to
the tourists, diners and resident guests in the next room. If this continues in the
future many of their guests can be attracted to the Craven Heifer. Many are
doing the 3 Peaks or are in the area to enjoy the countryside.
2. The Harts Head, Giggleswick. Good pub, good food, accommodation, great
toilets, good service, good landlady. The first task at the Craven Heifer is to
replicate all of these things – except I need to be a great Landlord! It does a great
job at managing both visitors and locals. The downside is its location and lack of
countryside pub appeal. Both things the Craven Heifer has in its favour.
3. Helwith Bridge. Probably the nearest pub to the Craven Heifer and nearer to the
start of the 3 Peaks. Great location at the side of the river and a small camping
area at the side of a large car park is the start and finish of the 3 Peaks cycle
race and annual biathlon. No accommodation, has an old style bar and not
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4.
5.
6.
7.
8.
always welcoming to visitors. Does food which is reasonable. The Craven Heifer
can take some of its food and bar trade and tap into the 3 Peaks Cycle race.
There is also a large fishing area across from it which attracts people to the area.
Crown Hotel, Horton in Ribblesdale. At the start and finish of the 3 Peaks. 10
bedrooms not all en-suite. New tenants who have refurbished the bar and
provide a simple but effective menu for the many hungry walkers who frequent it.
Always busy through the summer and a good beer garden. Possible to attract the
3 Peak walkers they cannot accommodate. Again the Craven Heifer would do
well to replicate some aspects of it.
Golden Lion, Horton in Ribblesdale. Perfect location for the start and finish of
the 3 Peaks and next to Holme Head campsite. Has had a chequered past and a
pub I have not visited for a while. The last time I did it was being run by some
new age travelers. In recent years it has added a bunk barn and offers en-suite
accommodation. It is frequented by a lot of young people from the nearby
campsite. The campsite has very poor facilities and attracts many who are new
to camping. Families and those wishing to have better facilities usually stay at
Knight Stainforth. Unless it has improved there is potential to attract the more
discerning 3 Peaks walker from staying there.
Game Cock, Austwick. About 5 miles form the Craven Heifer and the same
distance from Horton in Ribblesdale. Could be classed as a food destination pub.
Thwaites products. Has 4 letting bedrooms, none of which are en-suite. Nice
village in a reasonable location to enjoy the 3 Peaks area. It would be difficult to
compete with there food offering unless a qualified chef was employed. I do not
think the Craven Heifer could justify this at present. We went here for our Sunday
lunch over a number of weeks and enjoyed it. Then the standards dropped and
there were only foreign staff and we stopped going. The infrastructure of the pub
is good but surprising the rooms are not en-suite considering the food offering.
Potential to attract their guests.
Station Inn, Ribblehead Fantastic location. Unspoilt views of Whernside –
especially from the loo! I have stopped here a few times in the 4 poster room
looking out to Whernside. Not fantastic rooms but en-suite. The pub has had a
number of owners in the last few years. The last time I visited a big plasma with
sky tv, turned up very loud for Rugby League killed what once was the best
atmosphere in any pub I have been in. Further to the start of the 3 Peaks from
Stainforth and very isolated so might not suit everyone.
Craven Arms, Giggleswick The newest pub in the area and currently the
newest en-suite accommodation. Setting the standards for modern new rooms.
The location at the side of the A65 is however an advantage in terms of passing
trade but a downside for those wishing to stay in the countryside. The Craven
Heifer has to offer well presented rooms to draw customers away.
Other Competitors: Other pubs to be aware of are the Old Hill near Ingleton,
the pubs in Ingleton, the New Inn at Clapham, the Buck Inn and Listers Arms at
Malham and the Royal Oak in Settle. There are many local bunk barns, guest
houses and local B and Bs that offer good accommodation. Most do not have a
bar or provide food. Links close to their websites are needed so if they do not
stay at the Craven Heifer there is the potential for a visit to eat or drink.
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3. Customer Profiles
Existing
The Craven Heifer has lost its identity and its potential customers are confused as to
what the pub is. The locals have a pub that is in the community but not part of the
community and therefore do not have a reason to use it except as a meeting place.
Walkers never know what time it is open and what is on offer. People wanting
accommodation think it is a hotel, when in fact it is a pub with rooms. People using the
campsites, if they find it on a Friday or Saturday evening have been impressed because
they find the only facility in walking distance, serving food in a traditional pub.
It is therefore difficult to define typical customers, except weekend visitors from the local
campsite because the offering has been inconsistent.
Target Market
Weekends (Fri – Sun)
Am Residents - potentially breakfasts, morning coffees etc aimed at the campsite, locals
and Walkers. Morning papers and relaxation.
Lunchtimes/ Mid Afternoon: Those doing circular walks from Settle. The campsite and
passing tourists in cars. Provide snacks, light meals/basic food menu, ice creams, teas,
coffees
Early evening: Walkers and those finishing the 3 Peaks. Campsites. Local B & B and
self catering visitors, Day trippers on their way home or arriving. Locals, Residents.
Families. Full menu from 6 – 9pm. Create a lively family friendly atmosphere.
Evening/Late: Locals, Residents, Campsites, surrounding area residents. Good friendly
atmosphere, background music, possibly low key entertainment at certain times. Mainly
good old fashioned chatting, drinking and relaxing free from technology. Kids welcome in
the Vault only.
Mid week
Lunchtimes/Mid Afternoons: Open for drinks only with a selection of pre-prepared
sandwiches and snacks. Walkers who are enroute or car tourists.
Early evening: Basic food menu for residents and walkers.
Evening/Late: Quiz nights, board games, jazz/folk nights, poetry and talks, club
meetings, darts and doms, whist drives, chess and draughts, bar skittles, shove
halfpenny. Aimed at bringing in the local community and to be enjoyed by any residents.
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4. SWOT Analysis
STRENGTHS
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
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The location of Stainforth.
Mixed income streams and offerings
Google Ranking
Experienced operator
No debt
Knowledge of the area
Extensive data base of potential visitors
WEAKNESSES




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Recent past history
Catering
No experienced staff
No track record or bookings for accommodation and catering
No regular visitors – clubs, societies
Hidden from the main road/signage
Domain name
Size of bedrooms
OPPORTUNITIES

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Creating a new reputation and perception of the facility
Bunk barn accommodation
Cycle Hire
Group bookings – Small team training, schools, running clubs, walking clubs
3 Peaks
The internet
Growing family
THREATS

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New hotel being built nearby
Campsite developing a clubhouse
Government policies – fuel, licensing, tax, unemployment
Foot and mouth disease
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5. 4 Ps – Product, Price, Place and Promotion
Product
The Craven Heifer is a traditional pub with rooms. There are 9 letting rooms. One ensuite double, one en-suite twin one en-suite family room, One en-suite single room and a
double, twin, bunk room and single room which share the main bathroom. There is a
recently developed bunk barn with its own entrance and facilities to the rear of the pub.
This can sleep up to six.
The main bar has kept its old features and open fire. The bar also serves the Vault to the
front of the pub. This has a dartboard, television, open fire and fruit machine. Across
from the vault is the dining area. This seats about 24 and has a wood burning fire. This
goes through to an office and catering kitchen. Outside is a smoking area and seating for
about 30 people overlooking the beck. To the side of this are storage facilities and the
bunk barn. The letting bedrooms and private area are to the first floor. Ladies and Gents
toilets are to the rear of the main bar.
The pub offers food, drink and accommodation with small function facilities and limited
entertainment.
Price
The unopposed location of the pub means that if the product is improved to an
acceptable level then the price will become less sensitive. Thwaites do not sell the
cheapest products and the food and accommodation need to follow this philosophy.
Place
The Craven Heifer is in the perfect location to attract most of its target markets. Day
trippers by car may miss the pub as it is off the main road to Horton. There are two roads
into Stainforth both having the brown Craven Heifer Hotel signage. The hotel part of the
name could be misleading to those who do not know the area. However for walkers and
those who enjoy a traditional pub in a great location then Stainforth is a great place for it.
For those walking the 3 Peaks it is easily accessible and away from those in Horton
attracted by a cheap campsite. There is also a reasonable local population for a village
pub.
Promotion
All good businesses thrive on good word of mouth. The recent past of the Craven Heifer
will have done nothing to enhance this form of advertising. Get the pub right however
and it will help turn it round. It will need help from other forms of promotion.
With the help of the internet in general, websites, search engines, database, facebook,
emails etc many forms of traditional, often expensive forms of advertising are now
redundant.
From my time at the Maltings I gathered thousands of names and addresses who are all
potential residents.
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Developing a good website with a high google ranking and linking that to target market
websites is a simple, cost effective promotional strategy.
The domain name is crucial. I do not think that www.cravenheiferhotel.co.uk portrays the
product offering correctly. It should be a pub with rooms offering good and plentiful food
in Stainforth, the Yorkshire Dales.
Available domain names costing just £5.85 for 2 years include:
www.cravenheiferstainforth.co.uk www.cravenheiferpub.co.uk
www.cravenheifer3peaks.co.uk www.3peaksrooms.co.uk www.stainforthpub.co.uk
www.stainforthyorkdales.co.uk www.cravenheiferpubwithrooms.co.uk
Pay per click and ad words can also prove to be a cost effective way of marketing the
pub.
Mail shots to local houses and businesses with an offer to visit always work well. This
can also be targeted at the local campsites.
Developing links with local businesses, clubs, schools, colleges, and societies is a quick
way of reaching more people.
Signage from the road needs to be improved.
A photo copied map of Circular walks from Settle passing through Stainforth with an
advertisement and offer for the Craven Heifer on the back could be left in shops, cafes, b
& bs etc in Settle.
Potential Promotional Offers
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





Group discounts on standard rooms (minimum of 4 people)
Accommodation – Midweek prices include a free evening meal
Midweek Accommodation – stepped discounts for group bookings
Kids eat free Monday to Wednesday – U12s, 12-18s half price on main menu.
2 for the price of 1 on certain meals Monday to Wednesday
Stop 4 or 5 nights Sunday to Thursday and get 1 night free.
Loyalty Card – 1 pint free for every 12 pints consumed of the same ale.
6. USPs – Unique Selling Points








Fantastic location to enjoy a wide range of countryside activities
Close to the start of the Yorkshire Dales 3 Peaks
Facilities to cater and look after a wide range of visitors to the area.
Close to a well run and busy campsite
In the middle of a number of circular walks
On the Ribble Way, the Dales High Way and National Cycle Network.
In the middle of the countryside yet close to all the facilities of a market town.
A number of complimenting income streams.
- 15 -
3. HUMAN RESOURCES PLAN
1. Staffing
2. Staffing Strategies
3. Planned Staffing
4. Rotas and Hours
5. Remuneration
6. Recruitment
7. Training
8. Staff benefits
1. Staffing
Current Staffing
Because of the recent history at the Craven Heifer, the business currently has no staff.
This means there are no issues regarding TUPE.
It does however mean that there will be no experienced staff at the outset. This could
turn out to be an advantage as it will enable me to mould a fresh team together and build
it at a pace to suit the business.
Staffing on takeover
I am currently identifying friends, family and past contacts that at the outset will be able
and willing to help me get up and running. This will give me time to get a real feel for the
business and identify potential staff who I think can be of benefit to it whilst fitting into my
future plans.
Prior to taking over I will advertise for 4 part time cooks/bar persons who are willing to
work weekends. This will allow me to offer good service at the weekends from the
outset, knowing that I will need these staff no matter what the level of future business is.
2. Staffing Strategies
1. Develop a team of part-time staff, many doing 16 hours each week, who are
trained to carry out all of the core tasks. This team works with me to ensure all our
objectives are achieved.
This is the structure I used for the last 4 years at the Maltings and our objectives were
met. It needs managing closely as staff are not given titles or power over any other
member of staff. There is myself at the core and the team work with me and with each
other. Team players must be recruited. Flexibility of roles ensures that staff do not get
bored and they appreciate all the roles. It also means the business is not reliant on key
people. Keeping the team together and developing it is crucial. This could be a challenge
in a seasonal business.
- 16 -
2. As strategy 1 but concentrate all the budgeted wages cost into the 35 week
summer period to help free up more of my time to concentrate solely on
developing the business. The extra income earned could then fund the winter
staffing.
This strategy means that what ever volume of business throughout the summer, the pub
should have more than enough staff to cope with it. It will also free much more of my
time up. I have however tried to free up my time throughout the week so that I can use
some of it for developing the business. I believe in the first year I need to be more hands
on getting the product right and seeking opportunities from word of mouth and
developing the pubs internet presence. This can all be done within the pub itself and in
between the operational tasks that are required. When I get to the stage that I am too
busy dealing with customers then I know I can afford extra staff to share the work load. It
will also mean continuity throughout the winter period if the summer targets are met.
3. Take on 3 full time members of staff who share the 118 summer hours and
duties between them. Give them use of the private accommodation and provide
them with meals.
This means you get 3 staff who are dedicated to the business and who are permanently
on hand. This means that someone will be available at all times to deal with any issues
or level of business. Someone will be on the premises overnight every night
The downsides are that you reduce your flexibility in staffing the business to meet
demand. There will be tax and NI to pay. It will be more difficult to dismiss them and
manage them. Relationship factors make managing them more difficult – personal and
business can overlap.
4. Take on a partner.
The workload and decision making can be shared and two skill sets rather than one will
be available
I have been down this path and when it works it works really well. Unfortunately if the
relationship breaks down then the business can suffer immeasurably or the relationship
with that person likewise. You also would need to share any profits even though the
workload or skill set might not have been equal. You also cut down on the flexibility of
the staffing which becomes an issue if one partner or both wants to take a holiday.
5. Employ a manager
You can share the workload and keep a professional distance. You can draw up a
detailed job description and contract. They can bring new ideas and new skills. You
would have someone who could stay over night for residents.
They do however need to be paid and motivated and employing the right person is
essential. They would however need to help generate you more profits to pay for their
higher wages/salary and be able to carry out all the necessary duties.
This position is not required in the initial stages. If the business can be built beyond the
initial targets then employing a manager might be a way of building it and sustaining it
beyond that.
6. Take on some Apprentices
For less than a £100 a week an apprentice will give over 30 hours in return. One
- 17 -
specialising in hospitality and catering could be motivated to give a good return.
They are usually aged 16-18 so will be unable to do the bar if required. They have to do
at least 1 day studying at college and support of their studies is necessary. They will
have little work experience so may need to be trained and supported.
3. Planned Staffing
Staffing required




I have outlined above a number of possible strategies regarding staffing.
The projected staffing is based on Strategy 1.
From the projected budget for staffing of £32499.00 I planned the number of
hours this equated to both for summer and winter. I identified times in the
business when I would need help to meet the operational objectives and give
myself time either to relax or develop the business.
From the planned staffing hours I identified the type of staff required to achieve
the projected income and within the budget for staff. The planned staffing came
out at £235 over budget.
In the attached projections there are 2 spread sheets. One for summer staffing and one
for winter staffing.
Each sheet has 3 sections:
1. The number of staff hours and at what time of day they will be required. This then
calculates the cost of these hours. The hourly rate used is £6.00 per hour. The
overall budget used is £32,499.00 though the actual cost is approx £235.00 over
this. Summer is calculated as 35 weeks and winter 17 weeks. I have forecast that
90% of overall turnover will be achieved in summer and 10% in winter
2. From these calculations I then identified what type of staff would be required and
what hours they would work. This produced a rota for the staff and total hours
worked. This in turn enabled me to identify what type of staff I require:
3. The first section does likewise for the hours that I will be required to be working in
the business. This enabled me to draw up a rota for my hours.
The above staffing will be complimented by my partner Jane who is willing to do what is
required at weekends and school holidays. Likewise my 3 children can all play
increasing roles at these times. I also have other friends and family to call on in
emergencies.
Although I have given each role a title, in practice I will ensure that each staff member is
capable and willing to do any of these roles. This allows total flexibility to cover for busier
times, absences or staff leaving. It also means that no one staff member can hold the
business to ransom.
All the staff will be locals. This means they will be on hand for unexpected events and
they will also be a good resource for promoting the business locally.
Because the business is seasonal, carrying staff through the quiet period can be a
financial issue. However losing good staff and having to develop a new team each year
could have a far greater financial impact. In my plan I have retained all the staff through
- 18 -
the winter but on slightly reduced hours. Some of the bar hours have been given to
cleaning staff and vice versa. This will allow the pub to function efficiently throughout the
winter period give the pub an opportunity to increase the forecasted turnover (see cash
flow spreadsheet)
This form of staffing enables me to draw on local staff to meet the needs of the business
and will give me the base to build the business. The challenge is to find these staff and
knit them into the business.
Casual Staff
Identify a pool of local people who have specific skills that can be called upon –e.g.
someone to prepare buffets, homemade cakes, prepping up specials; maintenance,
waiting staff, kitchen staff etc
4. Rotas and Hours
No. of Staff Hours
 The 3 bar staff and 3 cooks will each have a minimum of 16hours through the
summer and paid under tax and NI threshold. It will however mean they will be
entitled to working tax credits.
 Throughout the winter, in an attempt to keep them on board and offer a
reasonable level of service I have reduced their hours without getting rid of them.
This will however affect their entitlement to working tax credits. The challenge is
to build the business through the summer so we can retain these staff on 16
hours through the winter.
 The 2 cleaners will each be on a minimum of 8/9 hours per week with extra
payments if more than 2 rooms per night are let
 Throughout the summer period I will employ a weekend breakfast person.
 We will definitely require 1 waiting staff on Sunday afternoons and I will be
looking for a pool of casual staff who can step in at busy periods.
 The total number of staff hours each week throughout the summer is 118
reducing to 86 throughout the winter.
 The summer weekly wage bill is projected to be £689.00 and the winter weekly
wage bill £507.00.
Summer
Winter
3 Cooks
16hours each
12 hours each
3 Bar
13-16hours each
10-14 hours each
2 Cleaners 8-10 hours each
8-9 hours each
1 Breakfast 6 hours
0
1 Waiting
3 hours
3 hours
Patrick Turton Hours
 I have identified times when I will be required to work in the business alongside
staff; times when no staff are required and where specific tasks are required to
be done myself. I have also freed up time throughout the day so I can develop
the business and get a run in.
 Throughout the summer this equates to 69 hours and winter 72 hours.
 My incentive to exceed targets is to reduce my direct involvement in the running
of the business so I can concentrate more of my time enjoying activities with
- 19 -

customers and driving in, or sustaining levels of business above those targeted.
Some of these hours I can delegate to my partner Jane and my 3 children.
Staff Rota
 The rotas on the staffing spreadsheet projections for both summer and winter
should be enough to achieve the projected incomes.
 The unknown presently are Friday and Saturday evenings. I have one in the
kitchen, 1 on the bar and myself waiting on and helping on both the bar and in
the kitchen if required. If we get an influx of customers from the campsites and
residents as well as locals we might need more staffing. Jane my partner should
be on hand to help as should my children on certain weekends. For this reason I
need to have a pool of casual staff I can call on at short notice.
 We will also on Friday evening need to meet and greet arriving residents
 I have a cleaner in daily throughout the summer period for 2 hours each morning
and 4 hours on a Saturday and Sunday morning. On both of these weekend
mornings they will for the first hour be required to help with breakfasts. Within the
2 hours allocated for cleaning throughout the week it is expected that 2 letting
rooms can be cleaned. If more than 2 rooms are let they will be paid £3.00 per
room extra. In the 3 hours allocated at the weekends up to5 letting bedrooms are
expected to be cleaned.
 Throughout the winter the mid-week cleaning and some of the bar hours will be
combined so bar staff will do some cleaning hours and cleaners some bar hours.
 Each member of staff will be trained to carry out all the roles required.
Patrick Turton Rota
 Each weekday mornings I will cook breakfasts if required. If more than 3 rooms
are booked I will call in extra help.
 On Wednesday evening/Thursday morning I will clean the lines.
 Monday to Wednesday I will make sure all areas are stocked, maintained and
ready for the weekend. I will also concentrate on marketing activities.
 On Thursday evenings I will present a quiz night.
 When on the bar at quiet times I can carry out admin tasks.
 On Wednesday evening I want to try and run with Settle Harriers – or preferably
get them to base themselves from Stainforth. Alternatively I could start a running
club from the Craven Heifer
 I will lock up and stay overnight every night until I identify someone suitable to
cover the odd night.
 I will for the first year be close at hand at all times.
4. Remuneration
National Minimum Wage rates from Direct.gov
Current NMW rates
There are different levels of NMW, depending on your age and whether you are an
apprentice. The current rates are:

£5.93 - the main rate for workers aged 21 and over

£4.92 - the 18-20 rate
- 20 -

£3.64 - the 16-17 rate for workers above school leaving age but under 18

£2.50 - the apprentice rate, for apprentices under 19 or 19 or over and in the
first year of their apprenticeship
The age at which you become entitled to the main rate was reduced from 22 to 21 on 1
October 2010. The apprentice rate was introduced on the same date.
If you are of compulsory school age you are not entitled to the NMW. Some of your other
employment rights are also different.
Compulsory school age
Children are of compulsory school age up to the last Friday in June in the academic year
of their 16th birthday. After this they have reached the MSLA and they can apply for their
National Insurance Number and work full time.
The youngest age your child can work part-time is 13 years old, with the exception of
children involved in:

television

theatre

modelling

similar activities
Restrictions on child employment
Children may not work:

without an employment permit issued by the education department of the local
council, if this is required by local byelaws

in any industrial setting such as a factory or industrial site

during school hours

before 7.00 am or after 7.00 pm

for more than one hour before school (children can only work before school if
local byelaws allow it)

for more than four hours without taking a break of at least one hour

in any occupations prohibited by local byelaws or other legislation, such as pubs
and betting shops

in any work that may be harmful to their health, well-being or education

without having a two week break from any work during the school holidays in
each calendar year
Term time
During term time children may work a maximum of 12 hours per week. This includes:

a maximum of two hours on school days and Sundays

a maximum of five hours on Saturdays for 13 to 14 year olds, or eight hours for
15 to 16 year olds
School holidays
- 21 -
During school holidays 13 to 14 year olds may work a maximum of 25 hours per week.
This includes:

a maximum of five hours on weekdays and Saturdays

a maximum of two hours on Sunday
During school holidays 15 to 16 year olds may work a maximum of 35 hours per week.
This includes:

a maximum of eight hours on weekdays and Saturdays

a maximum of two hours on Sunday
Wage Budget

The above are the laws and guidelines for minimum pay. All my projected wage
calculations, except for waiting staff are based on paying everybody £6.00 per
hour.

There is therefore considerable scope in either reducing the wage spend or
increasing staffing whilst staying within budget. The challenge is finding the
right young people.

When the business is more established I will look to grow the roles of some key
staff so they can take more of the day to day duties off myself. This will then
mean paying tax and NI.
Contracts of Employment

A standard contract of employment will be drafted. This will then be tailored
towards the individual. All will initially be given a contract to the end of the
summer period. This contract will then be reviewed.
Incentives

I have not introduced an incentive scheme at this stage except more hours and
money for cleaning extra letting rooms. If there is a challenge finding the right
staff I may have to. If I want to retain certain staff I might have to. When I get a
feel for the business I may offer incentives to motivate if I feel this would be of
benefit.
6. Training



I am hoping to recruit staff that have some experience in the hospitality industry
and have a basic food hygiene certificate. If not they must be willing to obtain one
quickly. I need to obtain one so I can ensure everyone are meeting the current
standards.
I will look closely at taking on an apprentice but they must be the right person as I
will not have time to monitor their every move.
I will need a pool of staff 18+ to work the bar. I will be looking for 2 staff I can
confidently leave in charge if required. These will be given extra training if
required.
- 22 -

I will look at bringing in some help to develop the catering.
7. Staff benefits





Instead of financial incentives I will ensure that staff are well looked after, work in
a safe and friendly place and are paid on time and in full.
Over and above this, if they are required to work more than 4 hours then they will
be entitled to a free meal or drink from the bar.
When they have completed 8 shifts satisfactorily they will be given a clothing
allowance to buy shirts or blouses – or be provided with them.
Staff get togethers a couple of times a year with a contribution from the business.
Discounts for family and friends.
Staff Clothing


All staff must wear smart clothes – trousers, skirts, blouses or collared shirts/tshirts. Any combinations must consist of black and white.
When an established team has been developed I will look at projecting a more
specific image
- 23 -
4. OPERATIONS PLAN
1. Opening Hours
2. Food
3. Accommodation
4. Bar
5. All Business
1. Opening Hours
Summer
Breakfast
Bar
Food
Monday
8.15am -9.30am
12pm -11pm
6.00-9.00pm
Tuesday
8.15am -9.30am
12pm -11pm
6.00-9.00pm
Wednesday
8.15am-9.30am
12pm-11pm
6.00-9.00pm
Thursday
8.15am-9.30am
12pm-midnight
6.00-9.00pm
Friday
8.15am-9.30am
12pm-midnight
Saturday
7.15am -9.30am
12pm-midnight
Sunday
7.15am-9.30am
12pm-11pm
12 - 5.00pm
6 - 9.00pm
12- 5.00pm
6 – 9.00pm
12.30-5.00pm
Breakfast
Bar
Monday
8.30am -9.30am
12pm -11pm
------------
Tuesday
8.30am -9.30am
12pm -11pm
-------------
Wednesday
8.30am-9.30am
12pm-11pm
-------------
Thursday
8.30am-9.30am
12pm-midnight
6.00-9.00pm
Friday
8.30am-9.30am
12pm-midnight
Saturday
8.15am -9.30am
12pm-midnigt
Sunday
8.15am-9.30am
12pm-11pm
12 - 5.00pm
6 - 9.00pm
12- 5.00pm
6 – 9.00pm
12.30-5.00pm
Winter

Food
The bar will be open everyday from 12pm to finish both winter and summer. This
means that walkers will become confident that the bar will be open no matter
what time they arrive
- 24 -


Opening Saturday and Sunday mornings may be option. The premises are
allowed to open from 8.30am and serve alcohol from 10.00am.
The evenings can be extended to 12.30am Sunday to Thursday and 2.00am
Friday and Saturday and 2.30am on Bank Holidays.
2. Food
Food Availability






Food will be served every evening throughout the summer except Sunday from
6.00 – 9.00pm.
Monday to Wednesday will be the basic bar menu.
Thursday will be the basic menu plus a selection of curries to cater for the Quiz
and Curry night.
Friday and Saturday evenings will be the bar menu plus a selection of Specials...
Sunday lunch and the bar menu will be served from 12.30pm – 5.00pm on
Sunday afternoons.
A snack menu will be available from 12.00pm-5.00pm on Friday and Saturday
afternoons.
Food Ordering and Service Options:
Option1





Keep the current set up – Separate dining room with table cloths. Either full table
service or food ordering and drink purchasing from the bar depending on time of
the week or day.
No investment required and a safe option
To make it work efficiently you need at least one person in the kitchen, one on
the bar and a waiting staff. This can only be justified at potential busy periods.
Difficult to provide a food offering Monday to Thursday and when the kitchen is
closed.
Restricted to offering food from the menu with no possibility of impulse
purchases.
Option 2






Where the office is between the kitchen and the dining area develop a food
serving counter. This will have a food display counter and cooler where preprepared food and snacks can be displayed. That area will have coffee
machines, fridge for soft drinks etc leaving the bar area as just that.
An eat in or takeaway service operated at all times with hot food available at
specific times. This would ensure that some type of food is available at all times.
On a Friday and Saturday evening a full bar menu to be offered and likewise
Sunday lunchtime.
At certain times the French doors to the side leading in to the dining room could
be used as a takeaway entrance.
This will allow u18s to serve and take money and orders leaving the bar area just
for drinkers.
If drinks are required they can be served to the table by the bar person
- 25 -

Behind the serving counter confectionery, cakes, snacks and soft drinks can be
displayed where children can order for themselves.
 The vault would be for dogs and their owners only.
 A TV put into the dining area. Useful as an alternative space for larger sporting
events and screen for meetings and presentations.
 Tablecloths off and a much more informal eating place provided.
 Copy some of the aspects from the café in Feizor.
Advantages/Disadvantages
 It will require some investment and would not suit those who want to come to the
pub just for a pub meal not a café style offering.
 That said, at certain times the bar area could be used for adults only wanting a
bar meal.
 Opens the food and drink offering to all ages both serving and customers.
 Could draw locals and those self catering to visit the pub for a takeaway. This
could provide a secondary spend opportunity. Alternatively they might come in
and spend more if that option was not available.
 Some type of food would be available all day and at the quieter times one bar
staff could operate both areas as a selection of snacks and sandwiches can be
pre-prepared or made for them if a Subway type setup was adopted.
 The counter would be close to the kitchen and could be permanently left set up.
 It removes all food and non bar purchases at busy times away from the bar
leaving it free just for drinkers
 It is however hidden from the bar area which logistically could be an issue.
Option 3

A similar option to number 2 but set up in the vault or from behind the bar serving
the Vault.
Advantages/Disadvantages
 It would take over most of the room meaning that room as well as the dining
room is taken over for the food offering. This means no where for dog owners,
those wishing to play darts or wanting to watch TV to go.
 Logistically those wanting snacks etc and children can be served by the same
person operating the bar which would be fine at quieter periods.
 Requires a bar person to serve.
 It cuts down on drinking only space.
 It is quite a distance from the kitchen to keep stocking up.
 Probably not enough space and may have to be setup and taken down before
and after busy food periods.
Option 4

Similar to options 2 and 3 but set up in the bar area.
Advantages/Disadvantages
 Logistically in terms of staffing and promoting food to customers this would be
the best place.
 There is however limited space in the bar to do this and it would affect the
- 26 -


ambience of the bar area.
It would also mean that children would need to enter the bar area.
Potential conflict between diners and drinkers.
Option 5

No food option and become a wet led, entertainment led local.
Advantages/Disadvantages
 No food staff or food required so pub is easier to run and you can concentrate
solely on driving the wet sales.
 If providing accommodation and breakfasts then a kitchen needing to meet all the
necessary standards will be required.
 The location of the pub and the lack of any other nearby facilities suggest there is
strong potential demand for a food offering.
 The local community is not big enough or of the right demographics to sustain a
wet led pub.
Option 6

Sub-let the food business.
Advantages/Disadvantages
 No food to purchase or staff to employ. No investment required into the food
operation.
 Free time up to concentrate on wet sales and accommodation.
 Will lose a potentially vital profit center.
 Will lose control of the food offering and the standards of service provided.
 Potential conflict of interests and ideas.
Kitchen Equipment

An inventory of equipment is required before signing agreement and identification
of what is required to produce a functioning kitchen.
3. Accommodation
Room Bookings




Busy periods: Anyone enquiring about room availability over the phone for a
specific period will be given available rooms and tariffs.
A manual diary for bookings will be kept behind the bar along with a provisional
bookings sheet.
If they wish to book those dates then the provisional booking sheet must be filled
in. Simple details of the customer.
The customer then needs to fill in the booking sheet on the website or we will
email them a copy. When we receive this and payment for 50% of the bill they
will be transferred from the provisional bookings folder to the confirmed bookings
folder. This will be updated daily by me.
- 27 -


Those enquiring about rooms will be encouraged to send an email regarding their
booking. A booking form on the website will capture all the necessary details.
Quiet period: Confirm available dates by checking both provisional and
confirmed bookings diary. If available then fill in booking form over the phone and
take 50% of payment by credit card. Send an email to confirm booking and enter
as a confirmed booking.
Arriving Guests





From the booking form an estimated time of arrival will have been stated so we
can prepare for their arrival.
Make sure rooms are warm and clean before showing them to it.
If busy when they arrive, offer them a complimentary drink from the bar and show
them to their room when convenient.
Put their bags in what is currently the office area.
If they do not need showing to their room, give them the keys (from behind the
bar – out of sight) and give all the necessary information. All this information will
also be in the rooms along with a welcome pack and complimentary drinks.
Departing Guests




Vacate rooms by 10.00am and 11.00am depending on how busy.
If leaving before 9.00am they must settle the bill the previous evening.
Drinks and food must be paid for when purchased unless the rooms have been
paid for in full in advance. Credit card details will have been taken when booking.
Walk in guests must pay on arrival and pay as they purchase.
Allocating Rooms





The first priority is to get the 4 en-suite rooms and the bunk barn to a standard
where we can confidently charge the budgeted rates. These rooms will be for
individual advance bookings only at weekends
The other rooms will be offered only when these rooms are full, unless of course
someone wants a low cost room.
The room attached to the private living area will be available for letting as part of
a group booking. Bunk beds will be put in the room.
The non en-suite rooms will be for group bookings only.
Two of these rooms will be able to accommodate dogs.
Bunk Barn and Group Bookings





The non en-suite rooms – two twins, single and bunk room along with the bunk
barn can be booked by groups of up to 15. These rooms can then be offered at
discount rates depending on numbers.
The bunk barn can be booked exclusively or just an individual bed.
Packed lunches or breakfast if required can be offered.
A breakfast pack for the bunk barn only can be offered
The bunk barn can be booked on a room only or bed and breakfast basis only.
Rooms must be paid for in advance.
- 28 -

If the room is not exclusively booked then other visitors may share the room.
Accommodation Standard Inventory






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A comfy bed
Clean and well presented bedding
Wardrobe space
At least 4 drawers
Bedside table each
Lights at each side of bed (double)
Two white bath towels each and one hand towel each
Television
Kettle
Cup and Saucer each
Selection of hot drinks
Selection of small snacks
Soap and small shampoo each
Full length mirror
Information pack
Fire instructions
Breakfast card and instructions
Key and opening/closing times
Advice about drying area
Radio alarm clock
Coat hangers
Drinking Glasses and water jug
Floor mats
Cleaning equipment
Curtains
Spare bedding
Heating
Lamp shades
Hairdryer
Breakfast
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Breakfasts will be available from 7.15 to 9.30am at weekends and from 8.15 to
9.30am Weekdays. Earlier breakfasts can be arranged if booking in advance or a
pack up can be organized.
Weekday breakfasts will be done me and a breakfast staff will be employed at
weekends. If more than 4 rooms are booked then a waiting staff may be
employed.
Cereals etc will be provided on a self help basis.
Cooked breakfasts will be cooked to order. Orders if possible placed the night
before to ensure good service.
- 29 -
4. Bar
Music
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PPL license obtained
Music and PA system to all rooms installed with the ability to play only to the
areas you wish.
A play list devised so the right music at the right sound levels at the right times
are delivered by all staff.
Entertainment
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I will need to get a feel for what the locals in particular like and dislike and see if I
can plan a cost effective answer.
After a few weeks of settling in I am planning to introduce a Curry and Quiz
evening every Thursday. Curries served from 7.00pm to 9.00pm, Quiz to start at
9.30pm. I need to get music piped in to each room with an integrated
microphone. This will be aimed at locals but open to all.
If the Thursday night builds then a quiz night on Sunday evenings will be
introduced.
Monday to Wednesday I want to look at what can be introduced in terms of
traditional pub games and low key, traditional forms of entertainment and self
amusement. Development of teams and association with clubs and societies to
drive in some business.
Creating Atmosphere

Different atmospheres and approaches need to be implemented at different times
of the day and week. This can be done by music, by staff, by food offerings and
entertainment. I will need a few weeks getting a feel for the place and the people
before a decision is made to try and formalize some of the offering. The rest is
finding good staff to work with who can interact with all the different possible
markets.
Small Functions
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The dining area could be hired Monday to Thursday for private hire.
No charge if using our catering or accommodation
Buffet, lite bites or sit down meal for up to 30 people.
Bar Accessories
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25ml, 35ml and 125ml measures
Cocktail sticks
Glasses of all sizes and types. Needs analysing.
Lemons
Cherries
Matches
Bottle openers
- 30 -
Outside Area
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Seating for 24
Smoking shelter
Lighting
Heaters
Ash trays
Music
Signage
Plants
Outer Buildings
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Fridge and freezers, stock storage area. Fully secured.
Washing and drying area
Bunk barn
Cycle and bag secure area (currently workshop)
Front of pub
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Plants
Good presentation
All information is up to date
Advertise rooms
Tidy car park area
Lighting
5. All Business
Security
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I believe there has been at least one break in and I need to find out more before
any action is taken regards alarms and CCTV. I hope I would not need to go
down this path but if it is for the benefit of customers then I need to review it.
When customers are resident then a key system will need to be in place and
deadlines agreed.
Until I find a reliable person to stay overnight on the premises I will stay on the
premises every evening.
No excess money will be kept on the premises and I will operate at least 2 safes.
Tills will be cleared regularly.
Keys will be given to designated staff only.
Cleaning and Maintenance

General cleaning will be carried out by the employed cleaner. 2 hours per day
everyday through the summer has been budgeted for. The cleaner will also be
paid an extra £3.00 per letting departure and £1.50 for a tidy if staying more than
- 31 -
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1 night. They will be informed the previous day of the number of rooms needed
cleaning so they can plan their day.
Cleaning of the lines will be carried out on a Wednesday evening and Thursday
morning by me initially.
At the same time a maintenance check will be carried out. A local electrician,
plumber, builder and carpenter need to be identified for more major repairs.
A cleaning schedule and rota will be devised so each area of the business is
cleaned at the correct regularity and to the correct standards.
Bar staff will ensure that the bar is clean at all times and likewise kitchen
staff will ensure the kitchen follows the correct hygiene procedures.
I will do a daily tour of the rooms to ensure they meet the highest
standards. Feedback forms and verbal feedback from guests will help
monitor standards.
Cleaning Schedule

Daily, Weekly, Monthly and Annual schedules.
Financial Control
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I will be responsible for all areas of finance and cash control.
Staff will be responsible for ensuring the till balances and the change draw is
correct at the end of their shift. I will monitor any discrepancies.
Spreadsheets will be set up to record all income and expenditure.
Budgets will be set and monitored regularly.
Cash will be taken off site and banked regularly
Change will be collected mid week.
Staff will be paid on a Sunday in arrears – cash.
Credit/Debit card payments to be checked regularly
Accountant to do end of year accounts only
Laws – Health and Safety, Fire, Environmental Health, Licensing
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Risk assessments for health and safety, fire and the handling of food need to be
carried out regularly
An accident book needs to be available.
Fire extinguishers need to be checked and certified.
A fire alarm practice needs to be done monthly
Fire procedures in each room
Signage and emergency lighting checked
PAT testing up to date
A folder containing all this information is required
Licensing laws – premises license, personal license and list of responsible
persons displayed
Employers liability license displayed
Health and Safety information displayed
Fridge temperature sheets up to date
- 32 -
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Cleaning schedule
Price list displayed
Stock Control and Ordering
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Separate systems for wet and dry products
Children and Dogs
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Children allowed in the dining area and vault only
Dogs allowed in the vault only
Accommodation – children under 12 must sleep in the same room as an adult
and will be charged half the adult rate.
12 -18 year olds must be accompanied by an adult
If the adult has an en-suite room the child/children can have a standard room for
£7.50 per person per night less than the normal room rate.
Dogs will be allowed to stay free of charge in any of the standard rooms if
accompanied by an adult.
Complaints/Feedback
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Each room will have feedback cards
All complaints must be fully dealt with to the customers satisfaction
All complaints must be recorded
New systems implemented if required,
I will resolve all complaints and follow up and take the necessary action
Constant assessment of all areas to ensure that complaints do not materialize in
the first place.
Initial room check sheet. Complete and return to the bar for a complimentary
drink on arrival.
Prevent complaints hitting the internet
Shortages, Breakages, Complimentary Drinks, Staff Drinks

Folder behind the bar. All instances must be recorded.
- 33 -
5. FINANCE PLAN
1.
2.
3.
4.
Cash Flow
Profit and Loss
Funding
Cost Centers
1. Cash Flow
Cash Flow Forecast – Year 1
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The first years cash flow forecast will need readjusting to take into account
realistic time frames for both income and expenditure. For example accountancy
fees will not be payable until after the year end.
The business will be trading almost from a standing start which means that the
first 3 to 4 months income could be below target. If this is the case then variable
costs will need to be reviewed and a focus will be required on marketing activity.
If trading commences in March 2011 it will take 2 months to get everything in
place to operate the plan. The first 2-4 months will need reviewing constantly to
see where and how far from target, income streams are.
Income will probably be greater in the school holidays and peak summer months
of July and August and less in March and October.
A positive cash flow will be required at the end of October to service the negative
flow through the winter.
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Other Costs

At the out set these costs in particular need monitoring. Most are variable costs
and money spent from these budgets must be aimed at giving a short term
return.
Fixed Costs
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The fixed costs including drawings equal to the rent are £45,217.00.
Gross profit from projected drink sales only is £54,343.00
Projected gross profit for accommodation and food combined is £46,800.00
Summer and winter defined
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Summer runs from the beginning of March to the end of October. This is 35
weeks. In the cash flow projections worksheet, summer and winter are defined
and the number of weeks each month is shown.
Winter lasts for 17weeks.
Income projections are calculated on the basis that 90% of all projected income
will be taken in the 35 week summer period. The remaining 10% of income it is
projected will be taken in the 17 weeks winter period. – see cash flow
spreadsheet
- 34 -
2. Profit and Loss
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The projected figures are based on the business breaking even in the first year –
less depreciation.
The wages figure is £235.00 over the projected figure.
From year 2 onwards the aim is to produce increasing net profits year on year.
3. Funding
Set Up Costs
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It is calculated that the initial set up costs will be just short of £29,000.00. This
includes £3000.00 of working capital and £3000.00 of stock.
Investment
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I have identified about £7000.00 of investment required – most in the early
stages.
Most of this figure will be required to get all the rooms functional and to the
standard to achieve the required room rates.
This figure includes £1500.00 to buy the website though I believe that this figure
can be negotiated.
Sources of funding

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Initial investment will therefore be in the region of about £36,000.00
I will be able to fund this immediately with cash.
4. Cost Centers
Drinks
Sales
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Cask Ales – Bomber, Wainwright and Nutty Black
Keg beers – Thwaites Smooth, Thwaites Light and Guinness
Lagers – Kronenberg, Kaltenberg, Fosters
Ciders – Strongbow
Wines and Spirits –
Bottles –
BIB – Lemonade, Pepsi and Diet Pepsi
Soft Drinks Cordials –
Margins & Prices
 Cask Ales, Keg beers and Lagers were priced with a 45% margin. All have
realistic selling prices. There is room to increase the margins on the Nutty Black,
Thwaites Smooth and Light and still have realistic selling prices.
 The Lagers and Guinness have realistic selling prices and Strongbow at 47% GP
- 35 -
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has an acceptable selling price.
Wine GP is 60%, Spirits 65%, Bottles 60% and Soft Drinks 70%
I do not have the wines and spirits price list but hopefully I can fulfill my plan in
offering a wide and varied selection of both.
I worked out the 12 Litre BIB selling price on the assumption that each 12 litre
produces 72 litres and each glass would contain 330ml. This produces 216
drinks per BIB giving a selling price of between 60-70p at 70% margin. If this
calculation is correct there is considerable scope to increase margins.
See Drinks Spreadsheet.
Weekly Targets
 Assuming that 90% of all projected drinks sales are produced through the 35
Summer Months and 10% through the 17 weeks Winter period the average
weekly target for the summer is approx £3300.00 and for the Winter £750.00.
These figures are averages and do not take into account peak holiday periods or
the start and end of the summer period which will probably be slightly quieter and
December in the winter period which potentially should be higher.
Food
Income and Weekly Targets
 Food sales are projected with a GP of 60%
 Projected sales including VAT total £41,600.00
 Weekly targets have been calculated on the same basis as for the drinks above.
Summer average weekly targets are just over £1000.00 per week and Winter
£300.00
 80% of all food sales are projected to be taken on Friday, Saturday and Sunday.
Accommodation
Income and Weekly Targets
 Projected sales including VAT total £31,200.00
 I need to work out a GP%. I have built into the projections a breakfast cost of
£4.00 per person. I need to also build in the cost of toiletries, complimentary
drinks and laundry.
 Weekly targets are again calculated on the same basis as for food and drinks.
 Summer average weekly income targets are approx £1000.00. This equates to
34 nights booked
 Winter average weekly income targets are just over £200.00.This equates to 8
nights booked each week.
Staffing – summer and winter
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See Human Resource Plan
- 36 -
6. STRATEGY
1. Short term
2. Medium Term
3. Long Term
4. Possible Initiatives
1. Short-term
Before Agreement is signed
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Re-visit the rooms, kitchen and dining area and decide what, if any investment is
required to start trading according to the plan
Agreement regarding the website.
Kitchen equipment inventory and analysis of anything that may be required.
Bar inventory to be assessed
Before Starting To Trade
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All trading areas developed to a point where they can operate to a level to deliver
the projected income.
TULIP training course completed
Basic Hygiene certificate passed
Menus finalised and kitchen stock identified.
Familiarisation with cellar and cask ale training
Family/Friends in place to help until enough staff are in place
Start identifying potential staff, advertise key positions and possibly carry out
interviews.
Get promotional literature together – leaflet drops, posters in and around the pub
Sort out Website
Planning permission for the Bunk barn sorted
Build an internet presence – Facebook, Mail shot the Maltings, links to target
markets
Credit card machine facilities in place
Company formation
Bank accounts
Accounting systems in place
All admin forms in place
Decide on clothing for staff
Pre Stock Order – decide on make up of bar.
Music play-list
HMRC contacted for VAT and PAYE
PPL
LPG gas and gas for pumps ordered
Telephone and Wi Fi connected
Insurance
Fire Extinguishers
Cleaning Schedule
- 37 -
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Feedback Forms
Stock Sheets
Temperature Check Sheets for fridges
Health and Safety Manual/Accident book
PAT testing
First Day
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Stock checks etc
Advertise welcoming evening for all locals – date within first month of taking over
Advertising boards in place
Check utility readings
Stock Order
First Week
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Interview key staff if not already done so or carry on search for them
Leaflet drop all the locals inviting them to the welcoming evening and outlining
the plans for the pub
Make contact with the campsites to discuss any possible joint advertising etc
Start work on getting the 4 en-suite rooms and bunk barn functional
Utility companies, Business Rates to be contacted
First Month
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By the end of the first month have all the main areas operational and working to
fulfill the plan.
First Summer Trading
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The key is excellent service to generate positive word of mouth advertising.
Review the food offering
Develop bike storage area
Develop links with Settle Cycle Hire
Introduce Quiz and Curry evening
First Winters Trading (Year 1)
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A full locals program in place
Group booking initiatives in place and promoted
Concentrate on building internet presence.
Focus on building mid week trade.
All the core areas of the business are operating efficiently.
- 38 -
2. Medium Term
Years 2 to 5
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Implement identified initiatives that can add to the customer offering and identify
and implement initiatives that will add to profitability.
Work towards freeing more personal times to be spent with customers or leading
new initiatives
Create year on year increases in turnover and profitability
3. Long Term
5 Years +
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As someone said to me sometime ago – you cannot call yourself a businessman
until you get to year 5 and you do not have a business either.
More of the same with a look to the wider market to see if there are other
opportunities that can be undertaken without jeopardising the core business.
4. Possible Initiatives
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Bike Storage Area
Cycle Hire
Food Counter
Take away service
Shop
Small meeting and group training area
Guided Walks and Training weekends
3 Peaks Pick up and Drop off
Educational visits
Hairdresser
Holiday Cottage
Parcel pick up and drop off
Cycle Tours
Bag drop off – Ribble way, The Dales High Way
Internet café
Outside heating
Barbecues
TV in Dining area for group training and sporting occasions
Traditional Bar games – Shove Hapenny, Bar Skittles, Whist Drive
Golf societies
Craven Heifer/Stainforth Running Club
Music and PA system, Lighting, Karaoke machine
- 39 -
APPENDICES
APPENDIX 1. – Food ideas
Basic Menu – Monday to Saturday Evenings and Sunday Afternoon
http://www.crown-hotel.co.uk/menu.htm
http://www.hartsheadhotel.co.uk/dining.htm
http://www.gamecockinnaustwick.co.uk/page3.html
http://en-gb.facebook.com/pages/Elaines-Tearooms-Feizor/373097520912
Scampi and Chips
Gammon and Chips
Chicken and Chips
Salads – Prawn, Tuna, Ham, Cheese
Fish and Chips
Cumberland Sausage and Chips
Quiche and Chips
Pie and Chips
Burger and Chips
Margarita Pizza
Meat Feast Pizza
Salmon Fish Cakes and Chips
All Day Breakfast
Jacket potatoes instead of chips
£6.95
£7.95
£7.95
£7.25
£7.45
£7.95
£7.25
£7.25
£7.25
£7.25
£7.25
£6.95
£6.75
Kids
Fish Fingers
Mini Pizza
Chicken Nuggets
Burger
All £3.50
Lite Bites Menu – Friday and Saturday Afternoons
Chip Butties
Cheesy Chips
Bacon Butties
Egg Butties
Jacket Potatoes – Tuna, Cheese, Beans
Beans on Toast
Egg on Toast
Soup
Omelettes
Toasties
£2.25
£2.55
£2.75
£2.65
£4.75
£2.65
£2.55
£3.65
£4.75
£3.25
- 40 -
Specials – Available Friday and Saturday Evenings and Sunday Afternoon
Curries
Lasagne
Fish Pie
Lamb Dishes
Steaks
Pies
Chilli Con Carne
Priced £8 to £10+
Snack and Sandwich Menu – Available at all times
Ploughmen
Sandwiches – Ham, Tuna, Cheese, Salad
Scones
Homemade Cakes
Flap Jack
60 to 70% GP
Sundries
Chips
Onion Rings
Wedges
Plain Jacket
£2.25
£2.00
£2.45
£3.25
Sunday Lunch
Beef and Lamb and Vegetarian option
Yorkshire puddings, Veg, New Potatoes, Roast Potatoes
1course £8.25 2 Courses £10.50 3 Courses £13.25
Vegetarian Options
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Nut Roast
Quiche
Salads
Scampi
Fish
Quorn based meat dishes – mince, chicken, sausages
Egg based dishes
Vegetable Stew
Mushrooms and Rice
Fish Pie
- 41 -
Breakfast Menu
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
Full English – 2 Eggs (choice of), 2 Rashers of Bacon, 2 sausages, Beans or
Tomatoes, Fried Bread, Black pudding, mushrooms – either toast or bread and
butter.
http://www.bbc.co.uk/food/recipes/stressfreefullenglis_67721
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2 Boiled Eggs with soldiers
Scrambled egg on toast
Beans on toast
Continental – Bread roll, cheese, ham etc
Cereals, Grapefruit, Juices,
Eggs – Scrambled, Boiled, Fried, Poached
The Perfect Ploughman’s

http://www.food.com/recipe/traditional-english-pub-style-ploughmanslunch-250126

Starters
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Soup
Prawn Cocktail
Garlic Mushrooms
Melon
Sweets
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Cheesecakes
Apple Pie
Treacle Sponge
Ice cream
Sticky Toffee
Chocolate Fudge
- 42 -
APPENDIX 2. – Bar ideas – add to drinks spreadsheet
From Pumps

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Cask Ales – Bomber, Wainwright, Nutty Black
Alternatives:
Keg Beers – Thwaites Smooth, Thwaites Light, Guinness
Alternatives:
Keg Lagers – Kronenberg, Keltenberg, Fosters
Alternatives:
BIB


Pepsi, Diet Pepsi, Lemonade
Alternatives:
Optics


Standard: Vodka, Whiskey x 2, Brandy, Rum, Gin, Baileys
Alternatives:
Bottles of Spirits

Cointreau, Drambui, Blue Bols, Malt Whiskies,
Bottles

Soft Drinks

Cordials/Orange Juice

Orange, Lime, Blackcurrant
Mixers

Tonic, Slim line, Orange Juice, Tomato,
Wines

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Red:
White:
Rose
Sparkling
- 43 -
APPENDIX 3. – Accommodation ideas
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http://www.buckinnmalham.co.uk/accomodation.php
http://www.crown-hotel.co.uk/tariffs.htm
http://www.hartsheadhotel.co.uk/accommodation.htm
http://www.thelionsettle.com/?gclid=CJPal_fB1aYCFQsTfAodag9LXA
http://www.goldenlionhotel.co.uk/accommodation.cfm
http://www.craven-arms-giggleswick.co.uk/rooms.html
http://www.thethreepeakschallenge.co.uk/yorkshire-three-peakschallenge/accommodation.aspx
http://www.yorkshiredales-stay.co.uk/search/all-regions/all-towns/allaccommodation/Stainforth/Fishing-Friendly/
http://sherpavan.com/ - Craven Heifer advertisement
http://www.daleshighway.co.uk/accommodation.htm - Craven Heifer advert
http://www.clickbedandbreakfast.co.uk/bed-and-breakfasts-in-stainforth-2page1.asp
http://www.pandarooms.com/UK/North+Yorkshire/Settle-hotels.html
- 44 -
APPENDIX 4 - Target market Websites
www.mtbdales.com mountain bikers
www.bhf.org.uk
British Heart Foundation 3 Peaks Challenge 2011
http://www.flyfishingyorkshiredales.co.uk/find.htm Fishing at Helwith Bridge
http://www.settleharriers.org/ Local running club
http://www.maximumadventure.com/the-uk/yorkshire-3-peaks-challenge.html
Organise 3 Peaks events
http://open-three-peaks-challenge-2009.weebly.com/ 3 Peaks organisers
http://threepeakschallenge.weebly.com/yorkshire-three-peaks.html 3 Peaks
Organisers
http://www.thethreepeakschallenge.co.uk/yorkshire-three-peakschallenge/yorkshire-three-peaks-challenge-2011.aspx 3 Peaks Organisers
http://www.mariecurie.org.uk/en-gb/events/uk-mountain-challenges/yorkshirethree-peaks-mountain-challenge-2011--8614/?gclid=CMy12MrK1aYCFUENfAodkFvoMw
Marie Curie 3 Peaks Challenge 2011
http://www.heartresearch.org.uk/three_peaks.htm 3 Peaks Charity 2011
http://www.3peakswalks.co.uk/charity/calendar.shtml 3 Peaks
http://www.forum.walkingbritain.co.uk/cgi-bin/yabb2/YaBB.pl?num=1291117953/1
3 Peaks
http://raise4leukaemia.org.uk/challenges-for-charity/uk/3-peaks-challengeyorkshire 3 Peaks - Charity
https://secure.macmillan.org.uk/events/event_registration.aspx?id=382 3 Peaks
Charity
http://www.epilepsy.org.uk/involved/threepeaks - 3 Peaks Charity
http://www.ramblingclubs.com/rambling.php Walking Clubs
http://www.nationaltrails.net/ribbleway/ribbleway_day_6.html - Ribble Way
http://www.ribbleway.com/route/ Ribble Way
http://www.localmouth.com/go/stainforth Local forum
http://www.settlegolfclub.co.uk/settlegolfclub/Home.html Golf Societies
http://www.sustrans.org.uk/map?searchKey=bd24+9pd&searchType=search&Sear
ch=Find#382367,467635,5 National Cycle Network
http://www.offtherails.org.uk/ Cycle Hire Settle
http://www.knightstainforth.co.uk/ Local Campsite
http://www.langcliffe.com/ Local Campsite
http://sherpavan.com/ Bag Transfer
http://www.daleshighway.co.uk/accommodation.htm - Dales Highway
http://www.horton-in-ribblesdale.com/ Start of 3 Peaks
http://www.brigantesenglishwalks.com/ Bag Transfer & Walking Holidays
http://www.ywt.org.uk/_filestore/File/Nature%20reserves/Semerwater.pdf - Fishing
and Water Sports
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APPENDIX 5. - Holidays and Special Events 2011 and 2012
March
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St David’s Day
St Patrick Day
Mothers Day
British Summer Time begins
April
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School end of term
Good Friday
Easter Sunday
Easter Monday
Royal Wedding
Grand National
3 Peaks Race
May
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Half Term
May Day
Spring Bank Holiday
FA Cup Final
June
 Fathers Day
 St Georges day
 Wimbledon starts
July
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Start of Summer Holidays
Open Golf
British Heart Foundation 3 Peaks Challenge – 23rd www.bhf.org.uk
August
 Yorkshire Day
 School Holidays
 August Bank Holiday
September
 3 Peaks Cycle event
 Settle Loop Fell Race
October
 Halloween
 Half Term
 British Summer Time ends
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November
 Bonfire Night
 Children in Need
 St Andrews
December
 Christmas Holidays
 Christmas Eve
 Christmas Day
 Boxing Day
 New Years Eve
January
 New Years Day
 Burns Night
February
 Valentines Day
 Pancake Day
 Ash Wednesday
 Half Term
Events to research
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Local Settle events
3 Peaks Charity events
Walking clubs and Organised walks in the area
Cycling/Mountain Biking clubs and events
Local Festivals
Running clubs – 3 Peaks Race in April
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APPENDIX 6 - Stainforth and the Local Area
http://www.cravenheiferhotel.co.uk/
http://www.yorkshiredales.org.uk/short-walks_stainforth-and-catrigg-force.pdf
Catrigg Force – Local Attraction
http://www.beenthere-donethat.org.uk/yorkshire/penyghent.html Stainforth Force
http://www.wainwright-wanderings.co.uk/w0362.htm Hoffman Kiln and Craven
Lime works – Walk from Stainforth – Great picture of the Craven Heifer
http://www.walkingforum.co.uk/index.php?topic=9645.0 Walks from Stainforth
http://www.wildcardwalks.co.uk/photo-galleries-stainforth.html Stainforth Walks
http://www.one-foot.com/Kilns,%20Caves%20and%20Waterfalls%202008.html
Hoffman Kiln
http://www.skiptonweb.co.uk/tourist/walks/15_langcliffe/index.htm Walks
http://www.grassingtonweb.co.uk/villages/stainforth.asp Stainforth
http://www.settle.org.uk/ Settle
http://www.settle.co.uk/ Settle – and accommodation
http://www.yorkshire-dales.com/stainforth.html
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APPENDIX 7 - Craven Heifer on the Web
Craven Heifer Website – Current and Potential Changes
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Accommodation
Modern twist
Domain Name
Email
Pay pal
Booking Form
Links
Maps
3 Peaks
Events
Articles on the Web about the Craven Heifer
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http://officialpubguide.com/pubdetails.php?pubid=1000 – Listed with advert
http://sherpavan.com/ - Craven Heifer advertisement
http://www.daleshighway.co.uk/accommodation.htm - Craven Heifer advert
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Craven Heifer Business Plan – Additional Information required or
areas that require further research and work:
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Prices, Products and GP% for Drinks – Wine, Spirits, Bottles
Food Menus – Appendix 1
Drink Products – Alternatives – Appendix 2
Build and expand all Appendices
Initial Investment – revisit the pub
Insurance
Utility bills
Weekend staffing and flows through the summer
Initial staffing
Training courses
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