Camerons Brewery Limited
Lion Brewery
Hartlepool
TS24 7QS
Tel: 01429 852030
Fax: 01429 852065
www.cameronsbrewery.com
Email: recruitment@cameronsbrewery.com
A FRIENDLY FAMILY OWNED BUSINESS
HELPING RETAILERS BUILD THEIR OWN SUCCESSFUL
BUSINESS
BUSINESS PLAN
Applicant Name:
Date & Time completed:
Pub:
Area Manager: Matthew Stancliffe
ABOUT BUSINESS PLANNING
A business plan can help you to:
• Consider all aspects of the business
• Decide the best course of action to take things forward
• Have a clear understanding of the pub and how you can make it work
It is important to remember that a pub is only as good as the current person running it and you should
incorporate into your business plan how you will change the current trading patterns of the business for the
better.
Please complete each section including as much detail as possible. You can either use this template, or
alternatively, write your own business plan.
THE SITE
Provide a description of the pub, its
facilities and trading history. Also
talk about the immediate area
surrounding the pub, focusing on
possible sources of customers
• Are any areas suitable for
alternative use or
redevelopment?
• Describe the existing building -
shape, facilities & condition
• Include the exterior and outside
areas
• What is the immediate area
like? Residential, businesses,
shops, roads, etc.
DEMOGRAPHICS
Describe what sort of people live,
work, or visit the area. Mention
things such as age, occupation,
wealth, housing, etc. This is your
chance to show that the people that
you intend to attract are around.
• Have you driven or walked
around the area and talked to
future customers, competitors
and local businesses?
• The people who live nearby -
how wealthy or poor are they?
Are they old or young? Do they
have families - old or young?
What sort of houses do they live
in? What condition is the
housing in? How many people
own a car? What do they do as
jobs - work in an office, have a
skilled trade, manual workers,
unemployed? Do students live
in the area?
• Who comes into the area WHY
AND WHEN? Shoppers during
the day? Office workers? Young
people at night?
• Think about which people will
be your ‘target market’
DEVELOPMENTS
Indicate whether there are
developments in the area that may
influence trade.
• Ask around, speak to the
council, find out what is
happening in the area. Look in
the local paper for
licensing or planning
applications
• Is the area doing well or is it in
decline? Are shops opening or
closing? Are houses selling? Is
new housing being built?
• What specific future events
might impact on trade - good or
bad? e.g. the building of a
shopping centre or the closure
of a factory
LOCAL MARKET
Show an understanding of where
people drink, eat and also take part
in other leisure activities (cinemas,
retail parks). Talk specifically about
the competition and why people
chose to go to these places. If there
is a “circuit” describe it - both for
day and night trade. Attach any
relevant maps to the Business Plan.
• Have you visited and talked to
local competitors?
• Where are these venues in
relation to your pub?
Could/does it fit into the circuit?
• How successful is the
competition? Why are they
successful - what do they offer
customers? Describe the major
competitors.
• Is there anything missing from
the circuit that people might look
for?
LOCAL MARKET continued
Main Competitors
Who are their
customers?
What do they offer to
attract customers?
Could/should we attract
their customers and if so,
how?
CUSTOMER PROFILE
Existing am pm pm/late
Who are your existing
customers? Why do
they use your pub?
Potential am pm pm/late
Are there customers
you could move from
your competitors, or
aren’t catered for in
the area?
Target
What should your
target market be to
increase and maximise
your trade and profit?
THE OFFER
Describe what you intend to offer in order to
attract custom. Make specific mention of
drink, food, music, entertainment,
promotions, games, etc. Show reasons why
the people that you want to attract would want
to come to your pub. What is the unique
selling point of the pub? Also how you intend
to market the offer.
General
What sort of pub is it going to be? How
will it differ during the course of the day?
Drink
Is business going to be driven by cask
ales, cream flow, standard draught lagers,
premium draught lagers, bottled beers,
spirits, wine?
What will make your wet offer stand out
from your competitors?
Food
What sort of food is going to be on offer?
How big will the menu be? Give some
sample menu items. What will the price of
the meals be? How will the food offer
change during the day?
What will make your food offer stand out
from your competitors?
Attach any draft menus
Music
• How will music be provided? What sort of
music will it be? How will it change
throughout the day?
Entertainment/promotions/games/etc
• Will entertainment play a part in your offer?
What sort of entertainment? What else -
pub games, quizzes, charity nights,
promotions, etc?
• How much additional income would you
expect to generate from entertainment
activities?
Other
• Describe any other key parts of the offer
Marketing
• How will you tell people about what is on
offer? Adverts, flyers, radio, A-boards,
direct mail, etc?
THE OFFER
Smoking Policy
How will you accommodate the
smokers?
CONCLUSIONS
Briefly summarise what you are
trying to achieve. Constantly ask
yourself “Why am I doing this?”
to make sure there is a
measurable cash benefit to any
action or investment decision.
• In a few words ..
• Who the customers are now
and whether you intend to
change them, attract different
people as well, or build on
this existing base
• How this fits into the
opportunity in the area
• How you will attract these
people by changing the look
of the pub, the food you offer,
etc.
.
FINANCES
It is essential that you forecast how much money you are likely to make. This should be the major
factor in deciding whether you want to proceed with your business plan.
If you are unsure how to do this yourself, seek the assistance of an accountant or another
independent professional advisor.
In this section please complete the following forecasts:
• A twelve month profit and loss forecast
This predicts how profitable the business is likely to be.
• A twelve month cash flow forecast
This will provide you with information on the actual flow of money into and out of the business. It will
highlight the capital needs of the business, especially the working capital required.
• The money you will require
This will ensure you have a full view of the costs associated with starting your business.
• Source of Funds
This will provide a detailed account of where you will obtain the finance needed.
12 MONTHS PROFIT AND LOSS FORECAST
SALES
Drink Sales
Food Sales
Machine Takings
Accommodation
Other (specify)
Total Sales
PURCHASES
Drinks Purchases
Food Purchases
Other (specify)
Total Purchases
GROSS PROFIT
Drinks
Food
Machine Takings
Accommodation
Other (specify)
Total Gross Profit
Net Profit (before
drawings)
Drawings
Net Profit after Drawings
WEEKLY BREAK EVEN SALES CALCULATION:
1) Total cost figure from above
2) Overall GP% from above
3) Divide (1) by (2) and multiply by 100
4) Multiply by 1.175 to add VAT
5) Divide by 52 to give weekly break even point
WET GP%
DRY GP%
OVERALL
GP%(2)
OPERATING COSTS
Rent
Business Rates
Wages Inc. NI
Insurance
Utilities, Gas, Electric,
Water
Bank Charges
Accountancy Fees
Machine Rental
Entertainment
Promotions
Staff Uniforms
Travel and Transport
Telephone and Postage
Cleaning Materials
Glassware and
Crockery
Stocktaking Fees
Legal Fees
Licenses
Repairs and Decoration
Training Courses
Sundries
Other
Loan Repayments
Total Costs (1)
21.00
CASH FLOW
The cash flow projection is a support for your ideas for the pub and an aid to help you take an
objective look at the financial aspects of the business. It will ensure that you have enough working
capital or banking facilities to enable you to operate effectively throughout the first and most
difficult year of trading.
Most of the items covered in this projection will match your profit and loss projection. However, it is
worth mentioning that the profit and loss does not include VAT and the cash flow does include
VAT.
You must try and project each month in turn thinking about how much money you intend to take
and what expenses you may have in each particular month. For instance you will probably project
taking more money in December than January. You can do this by thinking about your likely drinks
sales for each day of the week, adding this together for a weekly total and multiplying for the
month. The same can be done for food, by working out how many meals you intend to serve and
how much cash you intend to generate from each customer.
NB: Closing bank balance is carried forward each month to balance brought forward.
Therefore the calculation in the second month will be total income less expenditure plus
balance brought forward equals closing bank balance. This figure may on occasions be a
minus figure. This would therefore tell you when it would be necessary to arrange an
overdraft facility or that you will need extra working capital.
Month Month Month Month Month Month Month Month Month Month Month Month Totals
Capital Introduced
Drink Sales
Food Sales
Machines
Other Income
Total Income
Drinks Purchases
Food Purchases
Rent
Business Rates
Licenses
Insurance
Utilities, Gas, Electric, Water
Cash Repayments
Entertainment
Stocktaking
Wages Inc. NI
Travel and Transport
Telephone
Cleaning Materials
Accountancy Fees
Stocktaking Fees
Legal Fees
Surveyors' / Valuers' Fees
Repairs and Decoration
Fixtures Purchased
Rent Deposit
Drawings
VAT Payments
Other
Other
Other
Total Expenses
Income less Expenditure
Balance Brought Forward
Closing Bank Balance
THE MONEY REQUIRED
Outline the overall cost of starting the business and if you have not already done so
state the intended investment including VAT.
COSTS
Fixtures and Fittings
Deposit
Solicitors
Training
Stock on Valuation
Survey
Working Capital
Investment Capital Inc. VAT
TOTAL
SOURCE OF FUNDS
Cash
Secured Loan
Unsecured Loan
Overdraft
Other please state
TOTAL
ADDITIONAL INFORMATION
SWOT ANALYSIS - SUMMARISE YOUR THOUGHTS:
Strengths
.
Weaknesses
Opportunities
.
Threats
.
ADDITIONAL INFORMATION
The following area allows you to include any further information you feel may be appropriate to include
in your business plan.
By completing this Business Plan Camerons does not commit itself to accept your application and, for the
avoidance of doubt, it does not constitute any offer, expressed or implied, of any appointment, lease, tenancy
or business opportunity.
