stepping up

[minime]

I am a 27 year old bartender and am in the beginnihg stages of writing a training and cost-cutting proposal to the ownership.

I have never written a proposal or a business plan and, to be frank, I'm stumbling a bit. Our club has been opened for almost a full year now. I started by helping with the construction, then I was appointed head-barback, presently I am a full time bartender. I am now pursuing the position of assistant-manager.

Let me explain part my proposal so you can understand a few of the questions that I have. We currently hire an out-of-house company at a costly price to do our weekly liqour, beer and wine inventory. I know that by allowing in-house management to assume this responsibity, I can save the company $3,000, a year,while giving me a raise as well! When we first opened there was a trust issue between our owners. One owner designed, built, and staffed the club, while the other was the primary investor. I believe that after a full year trust has been restored but I don't want to step on any toes and get myself into hot water.

I also would like to decrease the cost of glassware by first, enlightening our staff of the cost and how each breakage effects overall profits. I also believe that we can purchase our glassware cheaper, by changing our distributor and by buying glassware in bulk for not only our nightclub, but for our 2 sister bars. I am currently searching for a new distributor, but am having problems finding internet sights to help me.

We have an excellent barstaff that I know is willing to learn and has an overall concern for the success of our nightclub. Most of our barstaff were hired from our sister bars and already had knowledge of company procedure at their respected bars. We really never had a training program for this club. I know we can increase overall sales by motivating the staff to work more as a team, to memorize prices, drink recipes, wine and champagne inventory, and upsell more. I believe we are only working at 85% efficiency. At the present time we have no specialty house cocktails, nor do we have a wine, champagne, or cocktail menu to help guide our customers. This I believe slows service at the bar as well as with our cocktail servers. Any further insight would help me profoundly.

Finally, my company is not currently hiring for an assistant-manager position. My point is, that I am pushing for a new position, and although I know this is needed, I am a little nervous. I have a very good relationship with our G.M. but, I don't want this to sour it, I want to work with him and ownwership not against them. My proposal will also include some promotions and ideas I have for increasing club traffic and thus sales. Any input you can give would be greatly appreciated. I'll end this with a joke.

Two men walked into a bar, the third one ducked!!

[Joeoriginal]

Your personal concern is well noted and understood. However the formation of the new position that you are hoping for largely depends upon how your GM and the owners take your information. In other words, if they see the report as your observations to make the club and the "team" better, it'll probably be looked upon quite favorably. On the other hand if they see the recommendations as you telling them how things should be run and feel that you are bringing up the issues to prove yourself to someone in order to attain a promotion, there could be some animosity. Such is the way of business environment, these attitudes are not limited to the club industry. Make the decision that you're going to go for this and "DO IT" make up your mind and stick with it.

As far as the actual issues your have brought up go, I do have some questions regarding them as well. Is it true that your club pays and inventory service $3000 annually to perform all inventory? If so, does that number include all associated labor? Is inventory performed weekly? If so the $58 a week the club is spending a week on inventory is a hell of a deal. You couldn't schedule two management staff to perform the same task and prove that it makes sense for them to do so. Let alone the possiblility of internal information being shared with the staff like "they only count the bottled beer once a month", which leads to extended pilferage.
I just don't think that moving inventory in house is the best idea at this point if your goal is saving cashflow.

The glassware and sales incentive programs are definite winners. Both easy to pull off and require some personal touches on your part. As far as the glassware goes, try to contact Libbey glass directly. The staff motivation will have to be treated quite differently. Remember, or should I say think of yourself and your income concerns. The only way any employee works harder is for a good personal reason "tips". If you can prove to the staff how the formation of new menus, upselling, etc. can improve their tips, you'll have their full attention and participation. YES, this can be done.

Good Luck, and I'm interested to hear others opinions as well.