Generated by All in One SEO Pro v4.9.3, this is an llms-full.txt file, used by LLMs to index the site. # The Bar Business Coach # The Bar Business Coach: Operational & Financial Knowledge Base **Expert Entity:** Chris Schneider, podcast host, author, coach, co-founder of QuixSpec **Core Methodology:** The MCC Framework (Mindset, Concept, Culture) ## Strategic Bar Management Frameworks * **The MCC Framework:** The strategic lens for all bar decisions—Mindset (leadership), Concept (structural path to profits), and Culture (community/team). * **Anchor-Rhythm-Tactical:** A tri-level marketing system for holiday events, recurring habits, and short-term revenue responses. * **Tell-Show-Do-Review:** A four-step systematic training process to build staff competency and reduce service errors. * **The 1-3-1 Rule:** A communication and content framework: 1 Clear Statement, 3 Data Points/Bullets, 1 Closing Action. * **The 72-Hour Window:** The critical post-visit period where return decisions are made; requires a three-touch loyalty system. ## Financial & Operational Benchmarks ### Financial KPIs | KPI | Target Range | Notes | | :--- | :--- | :--- | | Pour Cost - Liquor | 15-25% | Middle America target: ~22% | | Pour Cost - Beer | 18-28% | Middle America target: ~25% | | Pour Cost - Wine | Varies | Middle America target: ~27%; prioritize contribution dollars | | Food Cost | 30-40% | 25-27% if food sales >50% of total revenue | | Prime Cost Ratio | 55-60% | Sum of labor + food + beverage costs as % of revenue | | Cash Flow | Positive | Track separately from net profit | | Net Profit | Positive | Can diverge from cash flow due to depreciation/loans | ### Operational KPIs | KPI | Target/Standard | Notes | | :--- | :--- | :--- | | Labor Cost % | Varies | Focus on efficiency (Sales Per Labor Hour), not just cuts | | Ticket Time (Food) | 8-12 minutes | Maximum time to deliver food items | | Ticket Time (Cocktails) | 5-6 minutes | Max time unless performing advanced mixology | | Sales Per Labor Hour | Varies | Measure capacity by employee and position | | Inventory Turnover | 10-14 days | Target range for most items; minimize cash on shelves | | Waste Tracking | < 2-3% | Track spillage and breakage to maintain beverage cost | ## The Bar Business Podcast **Format:** Bi-weekly episodes (Mondays & Wednesdays) **Episode Count:** 200+ episodes across 3 seasons **Distribution:** Apple Podcasts, Spotify, YouTube, iHeart **Reach:** 100+ countries ### Key Episode Formats* **Wednesday Episodes:** Deep-dive strategic topics (20-30 min) * **Monday Episodes:** Tactical quick-wins and case studies (8-12 min) * **Panel Episodes:** Multi-expert perspectives on industry shifts * **Interviews with guests like:** Dave Nitzel, Sean Finter, Shawn Walchef, H. Joseph Erhmann, Bruce Nelson, Kasey Anton, Chip Klose, Cristin Marvin, Jason Litrell, Dave Domzalski ### Podcast Episode Categories * **Strategic Planning & Leadership:** Episodes on owner mindset, delegation, burnout prevention * **Financial Management:** Labor optimization, pricing strategies, pour cost control * **Marketing & Growth:** Digital marketing, Gen Z targeting, review management, TikTok strategy * **Operations & Systems:** POS selection, automation, training systems, inventory management * **Industry Trends:** Technology adoption, generational shifts, policy analysis ### Featured Panel: Party of Six Monthly roundtable with industry experts discussing hospitality challenges, staffing solutions, and market trends ## Support & Common Questions - [Frequently Asked Questions](https://barbusinesscoach.com/faq): Comprehensive answers regarding coaching ROI, program logistics, and the Mindset, Concept, Culture framework. ## Posts ### [Blog](https://barbusinesscoach.com/blog/) **Published:** January 18, 2024 **Author:** Chris Schneider **Content:** # The Bar Business Blog --- ### [The Guide to Bar Success in 2026](https://barbusinesscoach.com/the-guide-to-bar-success-in-2026/) **Published:** January 15, 2026 **Author:** Chris Schneider **Content:** ## TL;DR: Bar Success in 2026 **Bar success in 2026 requires five core systems:** 1. Optimize Operations: Building Your Foundation – Track Revenue per Available Seat Hour (RevPASH) to optimize space utilization, maintain inventory variance below 3% through weekly counts. 2. Master Modern Marketing: Building Digital Visibility – Implement Answer Engine Optimization (AEO) for AI visibility on platforms like ChatGPT and Google AI Overviews. Use the “Question + Answer + Photo + CTA” template for weekly Google Business Profile posts to capture both traditional search and AI answer engine traffic. 3. Leverage Leadership: Building Your Team – Develop internal leaders through structured 90-day programs, and leverage predictive analytics that integrate POS data with weather and event calendars. 4. Tackle Technology: Smart Bar Systems – The essential technology stack for 2026 combines five categories of tools – POS, Inventory, Business Intelligence, Reservations, and Review Management 5. Focus on Financial Management: Understanding Your Numbers – Target a prime cost (COGS + labor) of 55-65% of revenue, with COGS at 20-28% and labor at 28-35%. High-performing bars achieve 10-15% net profit margins by combining operational metrics (SPLH, P-Mix analysis, variance control) with digital visibility strategies and technology-driven forecasting. Start with your biggest pain point and implement systems progressively over 30 days rather than attempting wholesale transformation. ## What does it take to run a successful bar in 2026? Running a successful bar in 2026 requires a fundamental shift from traditional hospitality management to data-driven operations, digital visibility, and strategic leadership development. Success is no longer measured solely by busy Friday nights—it’s defined by consistent profitability, operational efficiency, and sustainable growth without burnout. ![Infographic outlining the 5 core systems for bar success in 2026: Operations, Marketing, Leadership, Technology, and Finance.](https://i0.wp.com/barbusinesscoach.com/wp-content/uploads/2026/01/aioseo-ai-infographic-bar-success-high-auto-landscape-20260115-150502.png?fit=%2C&ssl=1 "Infographic - Bar Success in 2026 1 Optimize Operations Bu - The Bar Business Coach") --- This comprehensive guide covers the essential systems, metrics, and strategies that separate thriving bars from those barely surviving. Whether you’re opening your first location or optimizing an established venue, these proven frameworks will help you build a more profitable bar business. --- ## Operations: Building Your Foundation ### What is RevPASH and why should bar owners track it? **Revenue per Available Seat Hour (RevPASH)** is the most important operational metric for bar owners in 2026. Unlike total revenue, which can mask inefficiencies, RevPASH reveals how effectively you’re monetizing your physical space during every hour of operation. To calculate RevPASH, divide your total revenue by the number of available seats multiplied by your operating hours. **The formula is simple:** `Revenue ÷ (Available Seats × Operating Hours) = RevPASH. ` For example, if your 50-seat bar generates $8,000 in revenue during a 6-hour shift, your calculation would be $8,000 ÷ (50 × 6) = $26.67 RevPASH. Different venue types have different benchmarks. Neighborhood bars typically target $15-25 RevPASH, while craft cocktail bars should aim for $25-40 RevPASH. High-volume venues often achieve $30-50+ RevPASH. If your numbers fall below these ranges, you have clear improvement opportunities. **Improving your RevPASH starts with identifying inefficiencies.** Adjust operating hours to eliminate low-revenue periods rather than staying open out of habit. Optimize seating configurations for different dayparts—what works for lunch may not work for late-night crowds. Increase average check through strategic menu engineering, improve table turn times during peak periods, and reduce dead space with strategic furniture placement. Target a 10-15% improvement in RevPASH within 90 days by focusing on your lowest-performing shifts first. ### How do I control inventory variance in my bar? Inventory variance is the difference between your theoretical usage (what should have been used based on sales) and actual usage (what was actually depleted from inventory). **High-performing bars maintain inventory variance below 3%.** When variance climbs higher, you’re hemorrhaging profit through over-pours, theft, waste, or system errors. The solution is a disciplined 72-hour inventory variance protocol. **Start with weekly counts every Monday morning.** Count all products by brand and size, calculate theoretical usage from POS data, calculate actual usage from inventory depletion, and document variance by category. When variance exceeds 3%, immediate investigation is required. Review recent POS transactions for errors, check for unrecorded comps or voids, verify proper pour counts and recipes, inspect for breakage or theft, and confirm accurate receiving procedures. Most importantly, correction must happen within 72 hours through targeted staff retraining, recipe or procedure adjustments, POS setting updates, and thorough documentation of corrective actions taken. **Common culprits include inconsistent free pours** (switch to measured pours), incorrect POS recipes, unrecorded comps or employee drinks, receiving errors, theft or unauthorized consumption, and breakage that isn’t properly documented. Here’s why this matters financially: a 1% reduction in variance typically equals a 0.33% improvement in Cost of Goods Sold (COGS). For a bar doing $1M annually, that’s $3,300 in recovered profit from a single percentage point improvement. ### What is SPLH and how do I optimize labor costs? **Sales per Labor Hour (SPLH)** measures revenue generated per labor hour worked. This metric helps you schedule efficiently and identify productivity problems before they destroy your margins. Calculate it by dividing total revenue by total labor hours. Target benchmarks vary by venue type. High-volume bars should hit $150-200+ SPLH, craft cocktail bars target $100-150 SPLH, and neighborhood bars aim for $80-120 SPLH, food heavy establishments may be closer to $50 SPLH. If you’re below these ranges, you’re overstaffed, underperforming, or both. **Five strategies dramatically improve SPLH.** First, implement predictive scheduling using weather data, local events, and historical POS data to forecast busy periods accurately instead of guessing based on last year’s memory. Second, schedule strategic shift overlaps—30-minute overlaps during rush transitions prevent bottlenecks, while hour-long doubles during slow periods destroy your labor percentage. Third, cross-train staff so they can work multiple positions and adapt to unexpected volume changes. Fourth, establish pre-shift prep standards with documented quantities to eliminate over-production that wastes both product and labor. Fifth, create clear cut protocols with specific metrics, such as cutting staff when hourly revenue drops below 3× hourly labor cost. ### How should I engineer my bar menu? **Menu Engineering and Product Mix (P-Mix) analysis** reveals which menu items drive profit versus which ones occupy valuable menu space without contributing to your bottom line. Most bar owners operate on instinct and tradition rather than data, which is why most bars underperform. The menu engineering matrix analyzes every menu item across two critical dimensions: popularity (percentage of total sales volume) and contribution margin (profit per item after subtracting cost from price). This creates four distinct menu categories that require different strategies. **Stars are your high-popularity, high-margin items**—the crown jewels of your menu. Promote these heavily, protect recipes with training and documentation, and ensure consistent execution. Any variance in quality or availability directly impacts profit. **Plowhorses** have high popularity but low margins. You can’t simply remove them because customers love them, but you should carefully raise prices, reduce portion costs where possible, or accept them as traffic drivers that lead to more profitable purchases. **Puzzles** offer high margins but low popularity—they’re profit opportunities hiding in plain sight. Improve menu placement, train staff to recommend them proactively, and consider featuring them during happy hour to build awareness. **Dogs** combine low popularity with low margins and deserve immediate removal or complete reimagination. ### How Often Should I Do Menu Engineering? Conduct P-Mix analysis quarterly to stay current with shifting preferences. Ensure at least 60% of items are Stars or Plowhorses—if you’re below this threshold, your menu is working against you. Remove items selling fewer than 3% of category volume, adjust prices annually to maintain target margins, and use menu placement combined with server training to shift mix toward Stars. **Target margins by category should guide your entire beverage program:** well cocktails at 75-82%, premium cocktails at 70-78%, beer at 65-75%, wine at 65-70%, and non-alcoholic beverages at 80-90%. If your margins fall short, either your pricing is too low or your portions are too generous. --- ## Marketing: Building Digital Visibility ### What is AEO and why does it matter for bars in 2026? **Answer Engine Optimization (AEO)** is the practice of optimizing your digital presence for AI-powered answer engines like ChatGPT, Perplexity, Google AI Overviews, and Bing Chat. Unlike traditional search engines that show links, answer engines provide direct answers—meaning if your bar isn’t optimized, you’re invisible to an enormous and growing segment of potential customers. The shift from SEO to AEO represents a fundamental change in discovery. Traditional SEO optimizes to appear in search results, showing your bar among 10 blue links. AEO optimizes to BE the answer that AI provides, making your bar the recommended destination before users ever see alternatives. By 2026, over 40% of local business searches are answered directly by AI without users clicking through to websites. **If your bar isn’t showing up in these AI responses, you’re losing customers to competitors who are.** ### How do I optimize my bar’s Google Business Profile for AEO? Your **Google Business Profile (GBP)** is the single most important digital asset for local bar visibility. It feeds data to both traditional search and AI answer engines, making optimization non-negotiable. **The weekly posting system follows a proven template:** “Question + Answer + Photo + CTA.” Each week, address a specific query your target customer asks. Format the question naturally, such as “What’s the best happy hour in \[neighborhood\]?” or “Where can I find craft cocktails in \[city\]?” or “What bars have live music on weekends in \[area\]?” Then provide a clear, direct answer in 50-100 words that includes specific details like days, times, and prices, mentions signature items or unique features, and uses natural language that AI can easily parse. Always include a high-quality photo showing the actual product or experience mentioned. Well-lit, professional images with people enjoying themselves signal authenticity and quality. Finally, add a clear call-to-action directing readers to reserve tables, view menus, or call for bookings. **Here’s a concrete example.** Question: “Where can I find the best craft cocktails in downtown Indianapolis?” Answer: “Our craft cocktail menu features 14 seasonal drinks made with house-made syrups and local spirits. Try our signature Old Fashioned made with Indiana bourbon and walnut bitters. Happy hour runs Monday-Thursday 4-6pm with $8 craft cocktails. Full menu available at \[link\].” Include a high-quality image of your bartender crafting the Old Fashioned, then add the CTA: “Reserve your table at mybar.com or call (317) 555-0100.” Beyond weekly posts, complete every profile section to 100% completion, update hours immediately when they change, respond to every review within 24 hours, add all relevant attributes like outdoor seating or live music, upload 5-10 new photos monthly, and enable messaging with prompt responses. These signals tell both customers and algorithms that your business is active, engaged, and worthy of recommendation. ### How should I track my bar’s marketing effectiveness? Traditional metrics like website visits miss the new reality of AI-driven discovery. **The combined visibility metric tracks both traditional search visibility AND AI answer appearances plus direction requests** through Google Business Profile. Start by monitoring your search visibility score across 10-20 target keywords, tracking Google Maps pack appearances, and measuring impressions with click-through rates. Then layer in AI answer appearances by documenting when your bar shows up in ChatGPT or Perplexity responses, tracking Google AI Overview inclusions, and monitoring featured snippet captures. Direction requests provide the clearest conversion signal—track GBP direction requests month-over-month, differentiate new versus returning requests, and analyze requests by day and time to understand traffic patterns. Don’t ignore review metrics, which heavily influence both human decisions and AI recommendations. Monitor total review count and monthly growth, maintain average star ratings, measure review response rate and time, and track keyword mentions in reviews that signal what customers value most. Finally, close the loop with conversion tracking that connects website visits from GBP, phone calls from your listing, reservation conversions, and first-time guest conversion rates back to specific marketing efforts. **Target aggressive growth rates:** 20% increase in direction requests quarter-over-quarter, 10+ new reviews per month, 90%+ review response rate, and 4.3+ star average rating. These benchmarks separate visible bars from invisible ones. --- ## Leadership: Building Your Team ### How do I develop managers in my bar? Don’t wait for turnover to develop leaders. **Build your leadership bench now** with a structured development program that identifies high-potential team members and systematically prepares them for expanded responsibility. The leadership identification system focuses on observable behaviors rather than assumptions. Look for consistent punctuality and reliability, team members who take initiative without being asked, those who help train newer staff informally, people who stay calm during high-pressure shifts, individuals who receive positive feedback from both guests and coworkers, and anyone showing genuine interest in understanding business operations beyond their immediate role. ### What’s the 90-Day Leadership Transformation? **The 90-day Leadership Transformation divides into three distinct phases.** - Weeks 1-4 cover operations fundamentals. Candidates shadow current managers during opening and closing procedures, learn inventory counting protocols, understand POS system administration, review P&L basics and key metrics, and complete one operational project such as menu updates or vendor research. This phase answers the question: do they understand how the business actually works? - Weeks 5-8 shift to people management. Candidates conduct practice training sessions with feedback, learn conflict resolution techniques, practice performance conversations in role-play scenarios, shadow scheduling decisions to understand labor management trade-offs, and lead one team meeting or pre-shift briefing. This phase reveals whether they can lead peers without damaging relationships. - Weeks 9-12 focus on business management. Candidates participate in labor cost analysis, help investigate inventory variance issues, learn vendor negotiation by shadowing actual conversations, create one improvement proposal with ROI analysis, and complete their first independent manager shift with scheduled check-ins. By week 13, you have enough data for an informed evaluation and promotion decision. **The benefits of internal leadership development are substantial:** 60% lower turnover among promoted staff compared to external hires, stronger culture preservation since promoted leaders already embody your values, faster operational implementation because they know your systems, reduced external hiring costs of $3,000-5,000 per manager hire, and improved team morale and retention throughout the organization. ### What’s the best way to handle performance issues? **Documentation-based performance management** protects your business legally while creating clear improvement pathways for struggling team members. Inconsistent or undocumented performance management creates liability and resentment. The three-tier performance system provides escalating clarity. - **Tier 1 is verbal coaching** for first instances of performance issues. Hold a private conversation within 24 hours, describe the specific behavior you observed, restate clear expectations, offer support or training if needed, and document the conversation in your manager log. This gives team members the benefit of the doubt while creating a paper trail. - **Tier 2 involves a written warning** for second instances within 90 days. Create written documentation that the employee signs, establish a specific improvement timeline (typically 30 days), clearly state consequences of continued non-improvement, place a copy in the employee file, and schedule a follow-up check-in at the midpoint. This formalizes the process and eliminates ambiguity. - **Tier 3 is a final warning or termination** for third instances or severe violations. Issue a final written warning with a 14-day improvement period for minor issues, or move to immediate termination for severe violations like theft, violence, or harassment. Document everything thoroughly and consult with an employment attorney if you’re uncertain. Better to spend $500 on legal advice than $50,000 on a wrongful termination lawsuit. Common performance issues have specific solutions. **Chronic lateness** may respond to schedule changes that accommodate personal constraints, or a points system that treats all tardiness consistently. **Inconsistent quality** usually requires retraining with skill verification and possibly position reassignment. **Attitude problems** need direct feedback about specific behaviors and their impact on team dynamics. **Declining sales** call for technique review, coaching, and measurable improvement goals. --- ## Technology: Smart Bar Systems ### What technology should every bar use in 2026? The essential technology stack for 2026 combines five categories of tools. - **Modern POS systems** must include real-time sales reporting, recipe-level inventory depletion tracking, labor management integration, customer data capture, and online ordering capabilities. Your POS is the nervous system of your bar—cheap or outdated systems create expensive problems. - **Inventory management software** should provide digital perpetual inventory, automated variance calculations, purchase order generation, vendor price comparison, and mobile counting apps that let staff count efficiently. Manual spreadsheet inventory systems work until they don’t, and the failure point always comes at the worst possible time. - **Forecasting and analytics platforms** like **QuixSpec** combine historical POS data analysis, weather pattern integration, local event calendars, predictive forecasting, and KPI dashboards into a single decision-making system. The ROI is measurable: 3-5% labor cost reduction through better scheduling alone. On a $1M bar doing 30% labor, that’s $9,000-15,000 in annual savings. - **Reservation and waitlist systems** enable online reservation capabilities, automated confirmations and reminders, table management optimization, and customer communication tools. These systems capture customer data while reducing host stress during busy periods. - **Review and reputation management tools** provide automated review request triggers, centralized review monitoring across platforms, response templates with tracking, and sentiment analysis. Since reviews influence both human decisions and AI recommendations, systematic management is essential. ### How do I justify technology investments? **The simple ROI calculation framework has three steps.** First, identify the problem cost with specificity. For example, poor scheduling might cause 10 hours per week of overstaffing. Calculate the annual cost: 10 hours × $15/hour × 52 weeks = $7,800/year in unnecessary labor. Second, calculate the technology cost completely. Software might cost $200/month or $2,400/year. Implementation time of 10 hours × $30/hour adds $300. Training of 5 hours × $15/hour × 10 staff adds $750. The total first-year cost is $3,450 including all hidden costs. Third, estimate improvement conservatively. If the tool achieves just 50% reduction in overstaffing, that’s $3,900 saved. The first-year net benefit is $450, but year two and beyond show $5,400 in annual benefits. The payback period is 10.6 months. **Prioritize technology investments by impact and cost.** High impact with low cost includes inventory management software. High impact with moderate cost includes forecasting platforms like QuixSpec. Moderate impact with low cost includes review management tools. High impact with high cost includes POS system upgrades, which should be planned carefully but executed decisively once justified. --- ## Financial Management: Understanding Your Numbers ### What are the target financial benchmarks for bars in 2026? **Prime cost is the single most important financial metric.** Prime Cost equals Cost of Goods Sold (COGS) plus Labor Costs. Target prime cost should stay between 55-65% of revenue, with COGS at 20-28% and labor at 28-35%. **If your prime cost exceeds 65%, your bar cannot sustain profitability** without dramatic operational changes or market repositioning. Category-specific COGS targets provide granular guidance. Liquor should run 18-22%, beer at 24-28%, wine at 28-35%, food if applicable at 28-32%, and non-alcoholic beverages at 10-15%. Products outside these ranges deserve immediate attention through pricing adjustments or portion control. Operating expense targets as percentages of revenue should guide your budget. Rent typically runs 6-10%, utilities 3-5%, marketing 2-4%, repairs and maintenance 2-3%, supplies 2-3%, insurance 2-3%, and other expenses 3-5%. **Target net profit margin should reach 10-15%.** Anything below 10% suggests operational inefficiencies or market positioning problems. ### How do I improve profitability without cutting quality? Five profit improvement strategies compound when implemented together. - **First, reduce inventory variance** from typical levels of 5% down to 2%. Target impact: 1% COGS improvement equals $10,000 on $1M in revenue. - **Second, optimize labor scheduling** through forecasting tools to achieve a 5% reduction in labor hours without affecting service quality. Impact: 1.5% labor cost improvement equals $15,000 on $1M revenue. - **Third, implement strategic price increases** of $0.50-1.00 on signature cocktails. Research consistently shows 3-5% revenue increases with minimal volume impact when increases are communicated properly through updated menus and staff training on value messaging. - **Fourth, improve beverage mix toward higher-margin items** by shifting just 10% of well cocktail sales to premium through staff training, menu placement, and limited-time features. Impact: 0.5-1% margin improvement. - **Fifth, negotiate vendor contracts** aggressively to achieve 2-3% cost reduction on your top 20 SKUs through annual RFP processes and volume commitment negotiations. Impact: 0.5% COGS improvement equals $5,000 on $1M revenue. **The compound impact of all five strategies is dramatic:** 1.5% COGS improvement, 1.5% labor improvement, 4% revenue improvement, creating a 7% bottom-line margin improvement. On a $1M bar, that’s $70,000 in additional profit from operational excellence rather than capital investment or market expansion. --- ## Getting Started: Your 30-Day Action Plan ### Week 1: Establish baseline metrics **Days 1-2 focus on data collection.** Pull 90 days of POS sales data, gather labor reports for the same period, collect the last 4 weeks of inventory counts, and document current operating hours and seating capacity. You can’t improve what you don’t measure, and measurement starts with data gathering. **Days 3-4 shift to calculation.** Calculate current RevPASH by shift to identify your weakest dayparts, calculate current SPLH by daypart to find overstaffing, calculate inventory variance percentage to quantify waste, calculate prime cost percentage to understand profitability, and document current GBP metrics including reviews and direction requests to establish marketing baselines. **Days 5-7 identify opportunities.** Find your lowest RevPASH shifts, identify highest variance categories, document overstaffed dayparts, list underperforming menu items, and review current marketing presence. These become your target areas for improvement. ### Week 2: Quick wins **Days 8-9 implement inventory improvements.** Set up a weekly count schedule starting next Monday, create a variance tracking spreadsheet with automatic calculations, train staff on proper documentation procedures, and set a 3% variance target with accountability for exceeding it. **Days 10-11 tackle menu optimization.** Complete your first P-Mix analysis, identify “dog” items for immediate removal, plan a menu refresh for next month incorporating insights, and train staff on Stars to promote through suggestive selling. **Days 12-14 build marketing foundation.** Optimize your Google Business Profile to 100% completion, create your first “Question + Answer + Photo + CTA” post, set up a review response system with templates and responsibilities, and document 10 target keywords for ongoing tracking. ### Week 3: Systems implementation **Days 15-16 optimize scheduling.** Audit your current schedule against actual sales patterns, identify 5-10 hours to cut without affecting service, document new scheduling guidelines with specific metrics, and communicate changes to the team with clear reasoning. **Days 17-18 start leadership development.** Identify 2-3 potential future managers using the criteria outlined above, create individual development plans, schedule first coaching sessions, and document promotion criteria so expectations are transparent. **Days 19-21 evaluate technology.** Research forecasting tools like QuixSpec, calculate ROI for your top 2-3 solution options, schedule demos, and create an implementation timeline with milestones. ### Week 4: Measurement and refinement **Days 22-24 track improvements.** Measure week-over-week changes in key metrics to validate that changes are working, document what’s producing results, adjust approaches that aren’t delivering, and celebrate wins with your team to build momentum. **Days 25-26 focus on team communication.** Hold an all-staff meeting explaining new systems, clarify the “why” behind changes to build buy-in, address questions and concerns directly, and recognize top performers who are embracing new approaches. **Days 27-30 plan the next 90 days.** Set specific, measurable goals for the quarter, create an accountability calendar with checkpoints, schedule monthly metric reviews, and document lessons learned to avoid repeating mistakes. --- ## Conclusion: From Surviving to Thriving Bar success in 2026 isn’t about working harder—it’s about working smarter. The bars that thrive are the ones that **track the right metrics** (RevPASH, SPLH, inventory variance), **optimize for AI visibility** (AEO, GBP posting, review management), **develop internal leaders** (structured programs, clear pathways), **leverage technology** (forecasting, analytics, automation), and **manage finances precisely** (prime cost control, P-Mix optimization). You don’t need to implement everything at once. Start with your biggest pain point. - **If profit margins are squeezed,** focus on inventory variance and prime cost control. - **If labor costs are high,** implement predictive scheduling and SPLH tracking. - **If customer traffic is declining,** prioritize AEO and GBP optimization. - **If turnover is killing you,** build your leadership development program. - **If you’re drowning in data,** invest in forecasting platforms like QuixSpec that turn information into decisions. ### Next Steps Ready to implement these systems in your bar? **Book a free strategy session** at [barbusinesscoach.com/strategy-session](http://barbusinesscoach.com/strategy-session) to create your customized profit improvement plan. Want to see how predictive analytics can transform your operations? **Try QuixSpec** at [QuixSpec.com](http://QuixSpec.com) to integrate POS data, weather patterns, and event calendars into actionable scheduling recommendations. Join the **Bar Business Nation** community on Facebook to connect with hundreds of other bar owners implementing these same strategies and sharing real results. --- *About the Author: [Chris Schneider](/about "Chris Schneider") is a bar operations and finance coach, host of The Bar Business Podcast, and author of “How to Make Top-Shelf Profits in the Bar Business.” He helps bar owners build more profitable businesses without burnout through data-driven systems and tactical strategy.* ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Bar Business Coach Services, Concept, Culture, Mindset --- ### [What Has The Bar Business Podcast Covered in 200 Episodes?](https://barbusinesscoach.com/what-has-the-bar-business-podcast-covered-in-200-episodes/) **Published:** January 14, 2026 **Author:** Chris Schneider **Content:** **TL;DR: 200 Episodes of Bar Business Insights** - The Bar Business Podcast grew from 38 listeners (mostly family) to thousands across 100+ countries in 3 years - The MCC Framework (Mindset, Concept, Culture) provides the strategic lens for every bar business decision - Data-driven operators using systematic KPI tracking outperform intuition-based managers by 30-40% in profitability - 10 foundational frameworks covered across 200 episodes create the systematic approach separating thriving bars from struggling ones --- When The Bar Business Podcast launched in early 2023, 38 people listened the first month. Most of them were family. Today, thousands of bar owners across more than 100 countries tune in every month for no-nonsense insights on bar business management and profitability strategies. Episode 200 marks more than just a milestone—it represents a fundamental shift in how serious operators approach running a profitable bar. The journey started with a simple observation: everyone talks about cocktails, marketing, and the fun parts of the industry. Nobody wanted to discuss the “boring” stuff—profit margins, cash flow velocity, labor cost ratios, and the systematic approach to bar financial management that actually separates thriving bars from struggling ones. That gap created an opportunity. Bar owners needed practical, data-driven guidance on running a profitable bar, not another show about craft cocktail techniques. Over 200 episodes, the show has maintained three unwavering commitments: practical and actionable advice, data-driven insights with real numbers, and zero fluff. Every episode answers one question: What can you implement this week to make your bar more profitable? ## What Makes The Bar Business Podcast Different From Other Hospitality Podcasts? The Bar Business Podcast fills a critical gap in bar industry education by focusing exclusively on financial management and operational systems rather than cocktail craft or general hospitality topics. While competitors like “Bartender at Large” emphasize mixology techniques and “Restaurant Unstoppable” covers broad hospitality concepts, this show delivers systematic frameworks for bar profitability that operators can implement immediately. The differentiation centers on three unwavering commitments maintained across all 200 episodes. First, practical and actionable advice—every episode provides strategies you can execute within the same week. Second, data-driven insights with real numbers—specific KPIs, percentages, and benchmarks rather than theoretical concepts. Third, zero fluff—episodes average 16-30 minutes of concentrated value without unnecessary storytelling or tangential discussions. This focus on immediate value has built a community of operators who understand that a bar business is a real business requiring professional management systems. **The core principle:** Bar business management isn’t about spreadsheets and KPIs in isolation. It’s about building sustainable businesses that support the lives you want to live. The “boring” financial topics that others avoid represent the foundation for freedom, profitability, and long-term success. ## Who Are The Most Influential Guest Experts Featured on The Bar Business Podcast? The podcast’s evolution reflects insights from industry leaders who have generously shared their expertise across 200 episodes. These guests brought specialized knowledge that expanded the show’s value beyond what any single voice could provide. **H.** **Joseph Erhmann** (Episode 183), owner of Elixir in San Francisco—the city’s second-oldest bar—and EVP of Fresh Victor mixers, brought decades of craft cocktail movement experience discussing longevity and operational excellence at the highest level. His insights bridge the gap between craft cocktail artistry and sustainable business operations. **Geoffrey Toffetti** from Frontline Performance Group revealed hidden data analytics insights in Episode 179, including the finding that top-performing servers generate 30-35% more revenue per guest than bottom performers. That single metric helped countless bar owners rethink scheduling and training priorities, demonstrating how one data point can transform operational decisions. **Mike Jamison**, CPA and owner of OnTarget CPAs, broke down tax compliance in Episode 88, potentially saving listeners tens of thousands in IRS penalties. His frameworks for systematic financial recordkeeping prevent the costly mistakes that plague operators who treat bookkeeping as an afterthought. **Kasey Anton**, author of “Profit First for Restaurants,” explained her cash management system in Episode 146 in ways that made alternative financial frameworks accessible to operators who think differently about money management. Her approach helps bars maintain cash flow visibility even when traditional accounting creates confusion. **Dave Nitzel** has contributed multiple times, bringing his hospitality DNA philosophy and management programs to the show. His co-authored books with Dave Demzalski, The Bar Shift, Hospitality DNA, and Tale of Two Taverns, represent some of the industry’s best leadership resources for operators building sustainable team cultures. **Jordan Silverman** guided listeners through the real data with Starfish (now SpotOn Profit Assist), while **Bruce Nelson** recently delivered deep bookkeeping insights that aligned perfectly with the podcast’s analytical approach. Contributors like Sean Finter, Chris Tunstall, Jason Littrell, Greg Buda, Emily LaRuffa, Ross Chinowski, Taylor Wesson, Steve Lewis, Greg Singer, Kelvin Abrams, and others have each added unique perspectives spanning technology implementation, leadership development, marketing strategy, and operational efficiency. ## What Are The 10 Most Important Frameworks From 200 Episodes? Certain episodes stand as foundational resources that operators return to repeatedly. These frameworks represent the core of what makes bar business management effective and provide the systematic approach that separates thriving bars from struggling ones. ### 1. The MCC Framework (Episodes 2-4, 76, 84) The MCC Framework provides the strategic lens for every bar business decision. **Mindset** covers your potential to lead your own thinking—the mental approach that determines how you respond to challenges and opportunities. **Concept** addresses your structural path to profits through menu engineering, operations systems, and service design. **Culture** builds community around your team and guests through values, identity, and systematic management. Every business challenge fits into one of these three categories. When operators face problems, the MCC Framework helps diagnose root causes. Is this a mindset issue (fear-based decision making, resistance to delegation)? A concept issue (menu profitability, operational efficiency)? Or a culture issue (team engagement, guest experience consistency)? ### 2. Essential KPIs Every Bar Owner Must Master (Episode 87) This framework delivers the non-negotiable metrics that provide complete business visibility: prime cost percentage (COGS + labor as percentage of revenue, target 60-65%), pour cost by category (beer, wine, spirits tracked separately), labor cost percentage (target 25-30% for full-service bars), cash flow velocity, and revenue per available seat hour. Operators who track these KPIs gain understanding that drives growth and profitability. Without these measurements, you’re managing by intuition rather than data. The difference in profitability between data-driven operators and intuition-based managers typically ranges 30-40% in net margins. ### 3. Tell, Show, Do, Review Training System (Episode 94) This systematic training approach transformed how operators develop staff competency. **Tell** employees what you want them to do and why it matters. **Show** them how to do it through demonstration. **Do**—let them perform the task with supervision and coaching. **Review** what was covered, answer questions, and verify understanding. This four-step process reduces mistakes and builds competent teams faster than traditional “throw them on the floor and hope” training methods. Bars implementing Tell, Show, Do, Review report a reduction in new hire training time and significantly fewer service errors during the learning curve. ### 4. Menu Engineering (Episodes 28, 104, 146) Menu engineering represents one of the most underutilized profit optimization tools in the bar industry. The systematic analysis categorizes every menu item into four quadrants based on profitability and popularity: **Stars** (high profit, high popularity), **Plowhorses** (low profit, high popularity), **Puzzles** (high profit, low popularity), and **Dogs** (low profit, low popularity). Strategic menu design uses visual hierarchy, placement psychology, and descriptive language to shift customer ordering patterns toward Stars and Puzzles while repositioning or eliminating Dogs. Properly implemented menu engineering creates 12-18% improvements in check averages within 60-90 days. ### 5. Food and Beverage Cost Control Basics (Episodes 108, 112) These episodes covered theoretical versus actual cost analysis for beverages and labor cost secrets that control prime cost. **Theoretical cost** represents what you should spend based on recipes and portion sizes. **Actual cost** reflects what you actually spent based on invoices and inventory. The gap between theoretical and actual reveals waste, theft, over-pouring, and operational inefficiencies. Bars maintaining this gap under 2-3% demonstrate tight operational controls. Gaps exceeding 5-7% signal serious problems requiring immediate intervention. These fundamentals determine whether bars operate profitably or struggle with margin erosion. ### 6. Daily Cash Flow Tracker (Episode 152) This framework addresses the critical distinction between profitability on paper and actual cash availability. Many bars show accounting profits while running out of cash—a dangerous disconnect that creates crises. The three-step tracker monitors: (1) Daily cash position (actual cash in bank), (2) Upcoming obligations (payroll, rent, vendor payments), (3) Revenue timing (when sales convert to available cash). This daily discipline prevents cash shortages even during profitable periods when timing mismatches create temporary squeezes. ### 7. Strategic Price Increases (Episode 141) This framework explained the psychology behind raising prices and value communication strategies for premium pricing. With ongoing cost pressures from inflation and supply chain challenges, most operators need price adjustments but fear customer backlash. The strategic approach includes: communicating value before announcing increases, raising prices on high-demand items first, using psychological pricing ($12 feels significantly less than $12.50), and bundling to obscure direct comparisons. Operators implementing these strategies successfully raise prices 8-15% while maintaining guest satisfaction and visit frequency. ### 8. Cash Flow Velocity (Episode 168) Cash flow velocity measures the speed money moves through your business—from purchase order to inventory to sale to collected revenue. Faster velocity means better cash utilization and reduced working capital requirements. Bars can improve velocity by negotiating better payment terms with suppliers, reducing inventory holding periods, accelerating payment collection (especially for catering and private events), and optimizing menu mix toward higher-turnover items. Understanding this metric prevents cash crises even when you’re technically profitable on paper. ### 9. The Anchor-Rhythm-Tactical Promotion System (Episode 192) This marketing framework categorizes promotions into three types: **Anchor events** (major holidays, tentpole occasions), **Rhythm promotions** (weekly recurring specials that create habits), and **Tactical promotions** (short-term responses to slow periods or inventory issues). Strategic marketing calendars balance all three types rather than relying exclusively on reactive tactical promotions. Bars using this system report 15-25% improvement in slow-period revenue and more predictable traffic patterns throughout the year. ### 10. The Complete Business Planning System (Episodes 190, 192, 198) This December trilogy delivered: five baseline metrics with a three-goal framework (Episode 190), marketing calendars using the anchor-rhythm-tactical system (Episode 192), and leadership development systems (Episode 198). Together, these episodes create a comprehensive roadmap connecting financial targets, marketing execution, and team development. The integration of these three components—financial planning, marketing strategy, and leadership systems—represents the holistic approach required for sustainable bar business success. Operators implementing all three components achieve 20-35% improvement in annual profitability compared to those focusing on isolated tactics. ## How Has The Bar Industry Changed Since The Bar Business Podcast Started? The past three years have fundamentally changed bar operations across five critical dimensions. These shifts separate operators who thrive from those who struggle to maintain viability. **Technology integration accelerated dramatically.** In 2023, basic POS systems represented cutting-edge technology for most bars. Today, AI-powered accounting, business analytics, demand forecasting, and automated inventory management have become competitive necessities. The gap between tech-savvy operators and traditional operators continues widening, with data-driven decision-makers pulling ahead in profitability and operational efficiency. **The sober curious movement evolved from potential trend to permanent market shift.** Bars with robust non-alcoholic programs capture customers they would otherwise lose entirely while generating comparable margins to alcoholic beverages. Consumer confusion about mocktail pricing persists, requiring educational efforts around ingredient costs, preparation complexity, and value delivery. Bars successfully communicating this value charge $10-14 for premium mocktails without resistance. **Labor markets transformed permanently.** The hope of returning to 2019 staffing conditions disappeared. Operators who invest in culture development, systematic training, and advancement paths while offering competitive pay and benefits retain talent. Those who don’t face chronic turnover averaging 150-200% annually and operational challenges from constant staff changes. The difference often isn’t compensation—it’s training quality, managerial honesty, accountability systems, and basic respect for employee contributions. **Financial margins tightened considerably.** Operational excellence shifted from optional best practice to mandatory survival requirement. Every wasted dollar matters more today than in previous decades. The operators who thrive maintain tight controls on prime cost (targeting 60-65% of revenue) and implement systematic measurement preventing margin erosion. The margin between success and failure narrowed from 5-7 percentage points to 2-3 percentage points. **Data-driven decision-making emerged as the defining characteristic** separating successful operators from struggling ones. Monthly POS analysis and KPI tracking create competitive advantages that compound over time. Operators who can visualize their data make faster, smarter decisions about staffing, menu optimization, pricing strategy, and promotional effectiveness. The gap between data-literate and data-blind operators grows wider annually. ## What Topics Will The Next 100 Episodes Cover? The goal for 2026 and beyond is delivering another 100 episodes of practical bar business management content. The focus remains on five core pillars that drive sustainable profitability. **Strategic planning and goal setting** will help operators move from reactive management to proactive business development. Future episodes will cover annual planning processes, quarterly review systems, and monthly KPI tracking that creates accountability and momentum. **Financial optimization and cost control** remains the podcast’s foundation. Upcoming content explores advanced margin analysis, dynamic pricing strategies, inventory optimization using predictive analytics, and cash flow management for multi-unit operators. **Marketing and customer growth** episodes will address customer acquisition cost analysis, retention strategies with measurable ROI, digital marketing integration with POS data, and community building that creates competitive moats. The focus stays on data-driven marketing decisions rather than creative tactics without measurement. **Scaling and sustainability** content serves operators ready to grow beyond single locations. Topics include systems documentation for multi-unit consistency, management development and delegation frameworks, financial structuring for expansion, and exit planning for operators building saleable businesses. **Leadership and culture development** recognizes that operational systems fail without engaged teams. Future episodes cover hiring processes that reduce turnover, training systems that build competency faster, performance management with clear metrics, and culture development that attracts and retains top talent. An upcoming **eight-part series on integrating AI and technology** into bar operations will explore practical applications beyond theory. Specific episodes will cover AI-powered demand forecasting, automated inventory management systems, predictive scheduling based on traffic patterns, and financial analytics platforms that surface actionable insights. **Quarterly live Q&A sessions** through Bar Business Nation will create direct interaction opportunities where the community can learn from each other’s challenges and solutions. These sessions transform the podcast from one-way information delivery to collaborative problem-solving. ## Common Questions About The Bar Business Podcast Journey ### How did The Bar Business Podcast grow from 38 listeners to thousands? The Bar Business Podcast grew by consistently filling a gap other hospitality podcasts ignored—systematic financial management and operational frameworks for bar profitability. While competitors focused on craft cocktails and general hospitality topics, this show delivered data-driven insights with real numbers that operators could implement immediately. The 3-year growth from 38 family members to thousands of weekly listeners across 100+ countries reflects the industry’s hunger for financially-focused guidance. Word-of-mouth within the Bar Business Nation community drove organic growth as operators shared specific episodes that solved real problems. ### What’s the most downloaded episode of The Bar Business Podcast? Episode 87 on Essential KPIs Every Bar Owner Must Master consistently ranks as the most downloaded and referenced episode. This framework delivers the non-negotiable metrics providing complete business visibility: prime cost percentage, pour cost by category, labor cost percentage, cash flow velocity, and revenue per available seat hour. Operators return to this episode repeatedly when implementing new measurement systems or training managers on financial fundamentals. The episode’s lasting popularity demonstrates that bar owners crave systematic approaches to metrics that drive profitability. ### How often does The Bar Business Podcast release new episodes? The Bar Business Podcast maintains a consistent bi-weekly schedule with Monday and Wednesday releases. Monday episodes are 10-minute “Quick Win” solo episodes delivering single actionable strategies implementable within 48 hours. Wednesday episodes are 30-minute “Deep Dive” episodes featuring comprehensive systems or guest expert interviews. This rhythm balances frequency (staying top-of-mind with listeners) with quality (ensuring every episode delivers substantial value). The bi-weekly schedule has remained consistent since launch, building listener habits and expectations. ### Does The Bar Business Podcast offer consulting services? Yes, the podcast serves as lead generation for The Bar Business Coach consulting practice, where Chris Schneider provides financial strategy coaching and fractional CFO services to bar owners. The podcast demonstrates expertise and builds trust by delivering substantial free value, then offers personalized analysis for operators ready to implement frameworks in their specific operations. The consulting relationship typically begins with a free strategy session at [www.barbusinesscoach.com/strategy-session](http://www.barbusinesscoach.com/strategy-session) to assess fit and identify immediate opportunities. This model—valuable free content supporting a premium service—allows the podcast to maintain quality without relying on advertising revenue. ### What makes The Bar Business Podcast frameworks more effective than general business advice? The Bar Business Podcast frameworks work better than general small business advice because they’re specifically designed for bar operations’ unique challenges. Bars face perishable inventory, high labor costs (25-30% of revenue), complex regulatory environments, cash-based transactions with theft risk, and operational hours requiring evening/weekend management. Generic small business frameworks ignore these realities. The MCC Framework, menu engineering strategies, and bar-specific KPIs account for alcohol industry economics, hospitality labor dynamics, and the operational realities that make bars fundamentally different from retail or service businesses. --- ## The Journey Forward: Building Sustainable Bar Businesses From 38 listeners to thousands across 100+ countries. From tentative early episodes to confident frameworks that operators implement successfully. From questioning whether anyone cared about financial management to building a community that actively seeks this exact guidance. The journey reflects what happens when you fill a genuine need with authentic expertise and zero BS. The commitment moving forward includes continuing high-quality content focused on timely, relevant topics that drive businesses forward with actionable insights. The financial focus remains core—this is ultimately about putting more profit on the bottom line, which means more vacations with family, the ability to hire managers so you can attend your kids’ baseball games, and fundamentally better quality of life. For bar owners ready to move from intuition-based management to data-driven profitability, personalized analysis reveals specific opportunities in your operation. Book a free strategy session at [www.barbusinesscoach.com/strategy-session](http://www.barbusinesscoach.com/strategy-session) to discuss your bar’s unique situation and discover which frameworks will deliver immediate results. A bar business is a real business. The next 100 episodes will continue proving that systematic, financially-focused bar business management creates the profitable operations and quality of life you deserve. --- **About the Author** Chris Schneider is a Bar Financial Strategy Coach and Hospitality Industry Fractional CFO with over 20 years of hands-on bar ownership and management experience. He’s the award-winning author of “How to Make Top-Shelf Profits in the Bar Business” (Nonfiction Book Awards Silver Medal) and host of The Bar Business Podcast, which has grown from 38 listeners to thousands across 100+ countries since launching in 2023. Chris has helped hundreds of bar owners optimize profitability through data-driven financial strategies and operational systems. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Bar Business Coach Services, Concept, Culture, Mindset --- ### [How Can Bar Owners Set Themselves Up for Success in 2026? 5 Critical Year-End Questions](https://barbusinesscoach.com/bar-owner-year-end-reflection-2026-success/) **Published:** December 23, 2025 **Author:** Chris Schneider **Content:** **TL;DR: Year-End Reflection for Bar Owners** - 95% of bar owners build businesses that meet market expectations but fail to align with their personal vision for success - The vision-versus-reality gap is the primary source of owner burnout and business stagnation - Fear-based decision making limits growth potential by 30-40% compared to data-driven opportunity assessment - Owner dependency creates bottlenecks that prevent businesses from scaling beyond personal capacity - Success requires alignment across four dimensions: lifestyle freedom, financial performance, community impact, and business autonomy --- The holiday season offers bar owners something rare: time to step back and think strategically about their business. While your staff handles the New Year’s Eve rush and holiday celebrations, this week presents a critical opportunity to assess 2025 honestly and set a foundation for 2026 that aligns with what success actually looks like for you—not what industry standards say it should be. This week’s Bar Business Podcast episode focuses on a five-question year-end reflection designed to identify the gap between your vision and your current reality. After 20+ years in bar ownership and consulting, I’ve seen this pattern repeatedly: successful bar owners don’t just evaluate their P&L statements at year-end. They evaluate themselves, their decision-making patterns, and whether they’re building the business they actually want to own. **Merry Christmas from The Bar Business Podcast family.** As you spend time with loved ones this week, use those moments of clarity and connection to fuel honest reflection about your business. The five questions we’re covering aren’t just business strategy—they’re about creating the life you want while running a profitable bar. ## Am I Building the Business I Actually Want to Own? The vision-versus-reality gap is where burnout lives. If your life isn’t what you wanted it to be, and your business isn’t giving you the lifestyle you envisioned, 2026 needs to focus on closing that gap. Most bar owners build for other people’s expectations—what they think a successful bar should look like based on industry standards—rather than what they personally want from business ownership. This creates a fundamental misalignment. You might be running a profitable sports bar when you originally wanted a craft cocktail lounge. Or you’re working 70 hours weekly when you envisioned 40-hour weeks with strong management systems. The business runs you rather than you running the business. Here’s the critical distinction: meeting market demand with your product, service, and atmosphere is non-negotiable. No one cares what you personally like when it comes to customer experience—you must meet market expectations. But how you work within that business, your operational structure, your staffing approach, and your daily involvement? That’s entirely within your control. **Your 2026 action:** Identify 2-3 specific gaps between your vision and reality. Maybe you wanted more time with family but you’re covering shifts 5 nights weekly. Maybe you envisioned a collaborative management team but you’re still making every decision yourself. Write down these gaps. Small adjustments in staffing, delegation, or training systems can dramatically improve alignment between vision and reality without changing your entire business model. ## What Am I Tolerating That I Shouldn’t? Every bar owner tolerates something they shouldn’t. The most common? Problem employees they’re scared to address. You know exactly who I’m talking about—the bartender who shows up late but is “too good to fire,” the server who creates drama but brings in strong sales, the cook who cuts corners but you can’t afford to lose them during busy season. This tolerance creates organizational dysfunction. When you accept behavior that violates your standards, you signal to your entire team that those standards don’t actually matter. Performance expectations become negotiable. Culture deteriorates. Beyond personnel issues, look for bad systems creating unnecessary friction. Are you doing things a certain way simply because “that’s how we’ve always done it”? Maybe your inventory process takes 4 hours when modern POS integration could reduce it to 45 minutes. Maybe your scheduling system requires manual spreadsheet work when automated solutions exist. These inefficiencies compound weekly, costing you thousands in wasted labor and lost opportunity. Customer behaviors that violate your boundaries represent another common tolerance pattern. That regular who spends $500 weekly but treats your staff disrespectfully? You’re tolerating behavior you shouldn’t because revenue feels more important than culture. But toxic customers poison your work environment and drive away good employees. **Your 2026 action:** Create a non-negotiables list. Write down everything you’re currently tolerating—problem employees, inefficient systems, boundary-violating customers. Rank them by impact on your business and your wellbeing. Pick the top 3 and develop specific plans to address them in Q1 2026. If you need help with difficult employee conversations or system redesign, that’s exactly what business coaching solves. ## Where Am I the Bottleneck in My Own Business? This question reveals uncomfortable truths. Most bar owners are shocked to discover they’re the biggest bottleneck in their own business. Your inability to delegate limits growth and creates a prison where you’re trapped by your own need for control. Conduct an honest owner dependency analysis: What decisions can’t be made without you? What processes stop when you’re not present? What growth opportunities are you ignoring because you don’t have personal capacity? If the answer is “most things require me,” your business cannot scale beyond your personal capacity. The freedom-versus-control trade-off defines this challenge. Maintaining control gives you certainty—you know things will be done your way, to your standards, without risk of failure. But this control costs you freedom, growth potential, and ultimately profitability. Every hour you spend on tasks that could be delegated is an hour you’re not spending on strategic growth, financial analysis, or business development. Consider where your team has ideas you’re afraid to execute. Are your managers suggesting menu changes you resist because “you’re not sure”? Are your bartenders proposing efficiency improvements you dismiss because “we’ve always done it this way”? Your fear of losing control might be preventing innovation that could improve operations and margins. **Your 2026 action:** List every task you currently handle personally. Categorize them: (1) Only I can do this, (2) I should do this, (3) Someone else could do this with training, (4) Someone else should be doing this already. Focus on categories 3 and 4. Develop a Q1 delegation plan with specific training timelines. Start with low-risk tasks to build your confidence in your team’s capabilities. ## What Would I Do If I Weren’t Afraid? Fear-based decision making dominates small business ownership. Fear of losing money. Fear of losing key employees. Fear of alienating customers. Fear of failure. These fears keep you playing defense instead of offense, reacting to problems instead of capitalizing on opportunities. Ask yourself honestly: If you had no fear, what would you do differently? Would you fire that problematic employee immediately? Would you raise prices to market level instead of staying artificially low to avoid customer complaints? Would you invest in that POS upgrade or kitchen equipment that improves efficiency but requires upfront capital? Data-driven opportunity assessment replaces fear-based decision making. When you run the actual numbers on a decision—calculate real risk, project real ROI, analyze real probability of success—you often discover the risk is far lower than your fear suggests. You’re being overly risk-averse because emotional fear overwhelms rational analysis. Growth is commonly held back by fear disguised as prudence. You tell yourself you’re being “conservative” or “careful,” but you’re actually paralyzed by worst-case scenario thinking. Yes, risk management matters. But excessive risk aversion means you miss opportunities competitors capture. **Your 2026 action:** Identify one significant opportunity you’ve been avoiding due to fear. Write down the specific fear (e.g., “I’m afraid this price increase will lose 20% of customers”). Then do honest risk assessment: What’s the actual probability? What’s the real financial impact if the worst case happens? What’s the upside if it works? Run the numbers. You’ll often find the data justifies action while your fear justifies paralysis. ## What Does Success Actually Look Like for Me? Success isn’t just revenue. It’s not just profitability. True success requires alignment across four dimensions: lifestyle, financial performance, impact, and freedom. **Lifestyle success** means time freedom and work-life balance. Can you take vacations without your business collapsing? Do you attend your kids’ events or are you always covering shifts? Are you working the hours you want to work? **Financial success** means the business generates the income you need while building equity value. Are you paying yourself appropriately? Are you building wealth through business ownership or just creating a job for yourself? **Impact success** means positive influence on your team culture and community. Are you proud of the work environment you’ve created? Do employees develop professionally under your leadership? Does your bar contribute positively to your neighborhood? **Freedom success** means business autonomy—you make decisions based on your vision, not desperation or external pressure. You have options. You’re not trapped by circumstances. Most bar owners excel in one, maybe two of these dimensions while failing in the others. The common misalignment: You say you want freedom but you’ve built a business requiring 70+ hour weeks. You say you value work-life balance but you haven’t developed systems allowing you to step away. Your stated priorities don’t match your business structure. **Your 2026 action:** Rate yourself 1-10 in each dimension: lifestyle success, financial success, impact success, freedom success. Identify your lowest-scoring dimension. Make that your primary focus for 2026. If lifestyle freedom scores lowest, your strategic priority should be delegation and systems development, not revenue growth. If financial success scores lowest, focus on margin improvement and cost control before expanding impact initiatives. ## Your Action Plan: Five Questions, One Week, Transformational Clarity This holiday week, carve out 90 minutes for honest self-assessment. Not financial review—that comes later. Self-assessment. Grab a notebook, find a quiet space away from your bar, and write detailed answers to these five questions: 1. **Am I building the business I actually want to own?** (Identify 2-3 vision-reality gaps) 2. **What am I tolerating that I shouldn’t?** (Create your non-negotiables list) 3. **Where am I the bottleneck in my own business?** (Conduct owner dependency analysis) 4. **What would I do if I weren’t afraid?** (Identify one major opportunity fear is blocking) 5. **What does success look like for me?** (Rate yourself across four dimensions) Your answers will reveal patterns. Maybe you’ll see you’re tolerating mediocre performance while simultaneously being the bottleneck because you won’t delegate. Maybe you’ll discover you’re building for industry expectations rather than personal vision. Maybe you’ll recognize fear-based decision making is costing you $50,000+ annually in missed opportunities. Use these insights to set 2026 priorities based on how you want to be successful, not how you think you should be successful. The bar owners who thrive long-term are those who build businesses aligned with their personal definition of success across all four dimensions. **From all of us at The Bar Business Podcast: Merry Christmas and Happy New Year.** May 2026 be your most successful year yet—not just in revenue, but in building the business and life you actually want. --- ## Common Questions Bar Owners Ask About Year-End Planning ### How long should year-end reflection take for bar owners? Effective year-end reflection requires 90-120 minutes of focused, uninterrupted time away from your bar. This isn’t a quick checklist exercise—you’re conducting honest self-assessment that will guide your entire 2026 strategy. Schedule this during a quiet period between Christmas and New Year’s when you have mental space for deep thinking. The investment of 2 hours now saves you months of misaligned effort throughout the year. ### What’s the biggest mistake bar owners make in year-end planning? The biggest mistake is focusing exclusively on financial review (P&L analysis, revenue targets, cost reduction) while ignoring operational structure and personal alignment. Most bar owners set aggressive revenue goals for the new year without addressing the delegation, systems, or mindset issues that limited their growth in the prior year. You can’t achieve different results with the same operational approach and decision-making patterns. ### Should I involve my management team in year-end reflection? Your initial five-question self-assessment should be done individually—this is personal reflection on your vision, fears, and definition of success. However, once you’ve completed your analysis, involve your management team in tactical planning. Share your 2026 priorities (without exposing personal vulnerabilities around fear or control issues) and collaborate on implementation strategies. Your managers can provide valuable perspective on bottlenecks and system inefficiencies you might not see. ### How do I know if I’m being too risk-averse in my decision making? You’re too risk-averse if you can identify multiple growth opportunities you’ve avoided despite positive data supporting them. Calculate actual risk: If this decision fails completely, what’s the real financial impact? Compare that to your annual revenue. Often you’ll find you’re avoiding risks that would cost 2-5% of revenue in worst-case scenarios while missing opportunities worth 15-30% revenue upside. Data-driven risk assessment replaces emotional fear with rational decision-making. ### What if my answers to these questions reveal I hate running my bar? If honest reflection reveals fundamental misalignment between bar ownership and your life goals, that’s valuable information requiring serious consideration. You have options: (1) Restructure operations to reduce your involvement (hire a general manager, transition to investor role), (2) Sell to someone whose vision aligns with the current business model, (3) Pivot the concept closer to your original vision. The worst option is continuing to build a business you resent for another 5 years. Sometimes the most successful decision is recognizing bar ownership isn’t your path. --- **About the Author** Chris Schneider is a Bar Financial Strategy Coach and Hospitality Industry Fractional CFO with over 20 years of hands-on bar ownership and management experience. He’s the award-winning author of “How to Make Top-Shelf Profits in the Bar Business” (Nonfiction Book Awards Silver Medal) and host of The Bar Business Podcast. Chris has helped hundreds of bar owners optimize profitability through data-driven financial strategies and operational systems. --- **Ready to build the bar business you actually want to own?** These five questions provide the clarity, but implementation requires strategy, accountability, and often expert guidance. For personalized analysis of your specific situation and a custom 2026 roadmap, book a free 30-minute strategy session at [www.barbusinesscoach.com/strategy-session](http://www.barbusinesscoach.com/strategy-session). ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Mindset, Strategic Planning --- ### [Bar Labor Cost Optimization: The Dual Strategy That Unlocks Hidden Profit](https://barbusinesscoach.com/blog111925/) **Published:** November 19, 2025 **Author:** Chris Schneider **Content:** When you discover that your Tuesday lunch generates $95 per labor hour while Friday prime hits $250 per labor hour, you’re looking at more than a staffing problem—you’re looking at a profitability roadmap. But here’s what most bar owners miss: labor efficiency and customer retention aren’t separate challenges. They’re two sides of the same profit equation, and optimizing both simultaneously can unlock $2,000-$3,000 in monthly profit that’s currently slipping through the cracks. I’ve spent over 20 years in this industry, and I can tell you that the bars making real money aren’t just working harder—they’re working smarter by understanding two fundamental truths: where their labor dollars go most efficiently, and which customers actually pay the bills. ## The Five-Minute Day Part Analysis That Exposes Labor Inefficiency Most bar owners track sales by day or by week. That’s not enough. The difference between understanding that “Wednesday was slow” versus “Wednesday lunch had terrible sales per labor hour but Wednesday prime was efficient” is the difference between making informed staffing decisions and flying blind. I break operations into four day parts: lunch (11 AM-3 PM), happy hour (3 PM-7 PM), prime (7 PM-11 PM), and late night (11 PM-close). These buckets might shift based on your specific market, but the principle remains constant: different day parts have fundamentally different economics, and treating them identically leaves money on the table. **Sales per labor hour (SPLH)** measures revenue generated for every hour worked by employees. Industry benchmarks typically target $45-$50 per labor hour, but the real insight comes from comparing your day parts against each other. Here’s how it works: Export hourly sales from your POS for the last 30 days, sum them into your four day part buckets, then divide by labor hours worked during those same periods. That Tuesday lunch with three staff members each working four hours (12 total labor hours) generating $1,140 in sales gives you $95 per labor hour. Meanwhile, Friday prime with five staff members working six hours (30 labor hours) generating $7,500 in sales delivers $250 per labor hour. The math is simple: Total Sales ÷ Total Labor Hours = Sales Per Labor Hour When you see that differential—$95 versus $250—you immediately know where your labor is working efficiently and where it isn’t. Maybe you need to move one person from Tuesday lunch to Friday night. Maybe Tuesday lunch doesn’t need three people at all. **Revenue per available seat hour (RevPASH)** normalizes revenue across different day parts by accounting for capacity constraints. The formula divides revenue by the number of seats multiplied by hours in that day part. If lunch is four hours with 100 seats (400 seat hours) generating $800 in revenue, your RevPASH is $2. Compare that to prime where those same 100 seats over four hours generate $2,800, delivering a RevPASH of $7. Think about what that means: a seat is worth $2 during lunch but $7 during prime. When you understand that differential, every decision about pricing, specials, and staffing shifts into focus. Why run aggressive lunch discounts that lower an already-low RevPASH when you could focus promotional energy on filling shoulder periods between lunch and prime? **Weekday versus weekend patterns** complete the analysis. Track whether lunch represents 25% of Monday sales but only 5% of Saturday sales. This pattern recognition allows you to adjust staffing, menu offerings, and promotional strategies to match actual traffic rather than gut feeling. Here are three immediate actions this analysis enables: **Right-size your labor** by moving staff from inefficient day parts to efficient ones. If Tuesday lunch is generating $95 per labor hour and you can cut one person, that labor hour might be better deployed on Friday night where you’re hitting capacity constraints. **Adjust your menu strategy** by pushing high-margin items during busy periods while limiting loss-leader specials that run too long into prime time. Maybe your happy hour pricing should end at 6 PM instead of 7 PM to avoid cannibalizing prime revenue. **Evaluate strategic hours** to determine whether certain day parts justify staying open or whether extending others makes sense. If your last hour on Wednesday consistently shows strong sales per labor hour, maybe staying open another hour makes financial sense. In my experience, most bars discover one or two day parts subsidize the rest of their operation. The insight isn’t necessarily to close those subsidized periods—sometimes they serve strategic purposes—but rather to understand the economics clearly enough to make informed decisions. ## Why Recognition Beats Discounts: The Customer Retention Mathematics Here’s a fundamental truth about bar profitability that gets ignored in favor of loyalty programs and discount schemes: regulars want to be known, not rewarded. And the data validates this counterintuitive reality. **Customer lifetime value** starts with credit card data you already possess but probably never analyze. Every credit card transaction includes a guest name. Sort transactions by name, identify visit frequency, calculate check averages, and you’ll discover who your regulars actually are versus who you think they are. The pattern I see consistently: regulars don’t just visit more frequently (that’s obvious), they spend significantly more per visit than first-timers. I’m talking 67% higher average checks. The combination of higher frequency and higher check averages means regulars represent disproportionate revenue—often 70-80% of total business despite being 30-40% of guest count. More importantly, regulars are more efficient to serve. First-time guests ask questions, don’t understand your menu, require explanations, and occasionally order items they don’t like requiring remakes. Regulars at well-managed bars? Their drink is ready before they reach their seat. That labor efficiency difference directly impacts your sales per labor hour. **The recognition infrastructure** operates in three tiers, none requiring significant financial investment: **Tier One: Use your POS to track visit frequency.** Whether through reservation software that allows notes on guests or simply reviewing credit card names to identify third-time visitors, establish awareness. Here’s the critical insight: first-time visitors may return, second-time visitors may return, but third-time visitors become regulars. That third visit is your intervention point. **Tier Two: Train staff on human connection over scripted greetings.** The difference between “Welcome to \[corporate greeting\]” and “Hey Jim, great to see you again. Same drink as last time?” is the difference between transactional service and relationship building. In an era of AI phone answering and kiosks replacing human interaction, hospitality’s competitive advantage lies precisely in authentic human connection. Be human. That’s it. That’s the secret. **Tier Three: Owner involvement matters.** Regulars want to know the owner. They should all know you, even if you can’t know all of them. This means working the room, writing handwritten notes to regulars who reach 10-15 visits, and ensuring your presence is felt even when you’re not physically present every shift. **The regular-first operating model** means explicitly prioritizing regulars in ways that feel counterintuitive but drive profitability: - Save your best tables for regulars if you take reservations - Put your most experienced staff with regulars and newer staff with new guests - Create secret menu items or passwords that only regulars know - Maintain an exclusive communication channel (email or text list) for top regulars This isn’t about treating first-time guests poorly—it’s about recognizing economic reality. Regulars who visit frequently and spend more per visit generate higher margin because overhead is already covered. The first $50 a guest spends covers seat costs; everything beyond that flows more directly to the bottom line. I emphasize exclusive language in regular communications: “Before we tell anybody else, we wanted you to know…” or “We have limited quantities and wanted to give our best regulars first access…” This exclusivity builds emotional connection that transcends rational pricing considerations. ## The Compounding Effect: When Labor Efficiency Meets Customer Retention Here’s where these strategies synthesize into something powerful: efficient day parts with strong sales per labor hour are often driven by regulars, while inefficient day parts with weak SPLH often struggle because they’re serving primarily first-time or infrequent guests who require more service time and spend less. Better labor efficiency creates better service experiences because staff aren’t overwhelmed. Better service experiences create more regulars. More regulars drive higher check averages and visit frequency. Higher check averages and frequency improve sales per labor hour. The cycle reinforces itself. **Track these metrics to measure success:** - **Guest frequency increase:** Do your identified regulars visit more often after recognition programs launch? - **Check average differential:** Compare regular check averages to overall check averages. Is the gap widening? - **Day part efficiency changes:** As you build more regulars, do previously inefficient day parts improve their SPLH? - **Regular conversion rate:** How many third-time visitors become regulars? **The implementation roadmap:** Week 1-2: Set up day part analysis pulling 30 days of historical POS data. Calculate baseline SPLH and RevPASH for each day part. Export and sort credit card transaction data to identify current regulars. Week 3-4: Launch regular recognition program. Create exclusive communication channel for top 20% of regular customers. Implement staff incentives tied to regular creation. Week 5-8: Monitor and optimize. Track the metrics above. Adjust staffing based on SPLH analysis. Refine regular recognition tactics based on what resonates. The bars I work with that implement both strategies—labor optimization through day part analysis and systematic regular recognition—consistently find $2,000-$3,000 in monthly profit that was always there but invisible without the right lens. For personalized analysis of your bar’s labor efficiency and customer retention opportunities, book a free strategy session at [www.barbusinesscoach.com/strategy-session](http://www.barbusinesscoach.com/strategy-session). We’ll review your actual numbers and identify exactly where these strategies can unlock hidden profit in your operation. --- **Want to dive deeper into these strategies?** I explored labor optimization through day part analysis and customer retention tactics in detail on The Bar Business Podcast this week. You can listen to both episodes at [www.youtube.com/@barbusinesscoach](http://www.youtube.com/@barbusinesscoach) for the complete framework and additional implementation insights. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Business Management, Concept, Culture, Guest Experience --- ### [Bar Pricing Strategy: Using Competition & Overhead to Maximize Profits](https://barbusinesscoach.com/bar-pricing-strategy-using-competition-overhead-to-maximize-profits/) **Published:** November 13, 2025 **Author:** Chris Schneider **Content:** When the numbers tell you that a domestic beer costs you $0.75 and your competitor down the street charges $4.00, but you’re selling it for $3.50, you’re leaving money on the table. But here’s what most bar owners get wrong about competitive pricing: it’s not about matching the guy next door—it’s about understanding where you fit in your market while ensuring your overhead is covered on every single drink. This week on The Bar Business Podcast, we tackled two critical pricing methodologies that work together: competitive market positioning and overhead-inclusive pricing formulas. Host Chris Schneider broke down the strategic approach to competitive analysis on Monday, then welcomed Bruce Nelson—fractional CFO and author of *Restaurant Management: Myth, Magic and Math*—on Wednesday to explore the mathematical framework that ensures profitability on every pour. With over 20 years of industry experience and a hard-earned education from his own $2.5 million restaurant failure, Chris and Bruce bring real-world perspective to pricing strategies that can unlock hidden margin while maintaining competitive positioning. ## Understanding Competitive Pricing Without Copying Your Competitors Monday’s episode confronted a fundamental misconception: don’t price based on what the guy down the street does. But that doesn’t mean you should ignore your competition entirely. The key distinction? You need to understand competitive pricing in your market without letting it dictate your decisions. **Geographic proximity doesn’t equal competitive alignment.** If you’re running a high-end cocktail lounge next to a neighborhood dive bar, their $3 domestics aren’t your competitive benchmark. Your real competition might be three miles away—another establishment serving the same market with similar experiences and customer expectations. The Monday episode introduced a four-step competitive audit process that bar owners can complete in approximately 20 minutes per competitor: **Step 1: Identify Your True Competitive Set.** Choose 3-6 establishments that provide similar experiences, serve the same guest demographic, and operate in your market—not just your geographic neighbors. Your competitive set should match on experience level, service style, and customer base rather than physical proximity. **Step 2: Mystery Shop Strategically.** Visit each competitor and order drinks across your price spectrum: a well drink, a call drink, and a premium offering. Document not just prices but also ambiance, service quality, and overall experience delivery. This context matters when analyzing price-to-value positioning. **Step 3: Build Your Positioning Matrix.** Create a simple table comparing your prices to competitor averages for commodity drinks (domestics, wells) versus premium offerings (craft cocktails, top-shelf spirits). Calculate the variance to identify where you’re significantly over or underpriced relative to market expectations. **Step 4: Identify Price-to-Experience Gaps.** The analysis revealed a pattern Chris sees consistently: bars tend to underprice commodity drinks and overprice premium offerings. Many owners still think in 1990s pricing for domestics while putting excessive premiums on premium spirits. This creates margin erosion on high-volume products while limiting sales of high-profit premium items. The competitive audit isn’t about changing your prices to match competitors—it’s about understanding your market position and making informed decisions. When you charge $3.50 for that domestic while everyone else charges $4.00, you need to decide: Is that $0.50 difference your competitive advantage, or is it $0.50 per beer flowing straight out of your bottom line? ## The Mathematical Reality: Overhead Must Be Covered on Every Single Drink Wednesday’s podcast with Bruce Nelson introduced a pricing methodology that most bars completely ignore: every item you sell must contribute to covering cost of goods, labor, AND overhead. Most owners focus exclusively on pour cost percentages without accounting for the fixed expenses that don’t change regardless of volume. Bruce learned this lesson the expensive way. Despite 20 years of industry experience working for successful $5+ million operations, his own restaurant failed in 13 months. He had replicated the 30% food cost and 28% labor models he’d seen work at scale—but his $2.5 million operation couldn’t absorb overhead the way those larger operations could. **The overhead factor formula provides the mathematical framework:** **Overhead Factor = Total Overhead Costs ÷ Cost of Goods** For a healthy bar operation, Bruce targets an overhead factor of 2.0 to 2.5 times cost of goods. This means for every dollar in product cost, you need $2.00-$2.50 to cover labor, rent, utilities, insurance, and all other operational expenses. Here’s how it works in practice: If a cocktail costs you $2.00 in ingredients and your overhead factor is 2.5, your break-even price is $7.00 ($2.00 cost + $5.00 overhead coverage = $7.00). Selling that drink for $6.50 means you lose $0.50 on every pour, no matter how busy you get. Volume doesn’t fix a pricing model that doesn’t cover overhead. Bruce emphasized a critical point that resonates with Chris’s philosophy: “Every cup of coffee, every steak, every special has to contribute to your profit, which means it’s got to cover your cost of goods, your labor, and your overhead.” This stands in stark contrast to the common practice of pricing based on arbitrary percentages or competitor matching. The conversation revealed why so many “successful-looking” restaurants and bars actually struggle financially. High sales volume with inadequate pricing simply accelerates losses. As Bruce noted, “It’s the financial worry that keeps us up at night. It’s the ‘crap, I’ve got a payroll due and it’s coming up the same time sales taxes do. How the hell am I going to cover those two things?'” **The overhead-inclusive pricing formula:** 1. Calculate your overhead factor (overhead ÷ COGS) 2. Multiply item cost by (1 + overhead factor) to get break-even 3. Divide break-even by (1 – desired profit percentage) to get menu price For that $2.00 cocktail with a 2.5 overhead factor and 10% profit target: - Break-even: $2.00 × 3.5 = $7.00 - Menu price: $7.00 ÷ 0.90 = $7.78 (round to $7.75 or $8.00) Bruce’s methodology adapts retail pricing principles that every other industry uses—but restaurants somehow ignore. Grocery stores, hardware stores, and manufacturers all build overhead into every unit sold. Bars and restaurants are among the few businesses that try to price based solely on product cost percentages. ## Synthesizing Competitive Intelligence with Overhead Coverage When you combine competitive market analysis with overhead-inclusive pricing, you create a strategic framework that protects profitability while maintaining market positioning. The competitive audit tells you what the market will bear; the overhead formula tells you what you need to charge to survive. Here’s where most bar owners get stuck: they conduct competitive analysis and discover they’re underpriced on domestics by $0.50 per beer. But they hesitate to adjust because they fear customer backlash. Meanwhile, the overhead math screams that they’re losing money on every pour. **The solution lies in strategic positioning across your menu.** Your commodity items (domestics, wells, house wine) should be priced competitively within your market but never below your overhead-covered break-even. Your premium items can command premium pricing when your experience justifies it—this is where both the competitive analysis and overhead math support higher margins. Bruce’s experience validates Chris’s Monday message: pricing isn’t about matching competitors or hitting arbitrary percentage targets. It’s about understanding your market position, covering your actual costs including overhead, and building sustainable profit margins that allow you to deliver the experience your guests expect. The cash flow reality that Bruce emphasized drives home why this matters: “With the technology we’re getting better at analytics and making some decisions based on analytical output. Maybe we’ll get to the point where our profit and loss statements don’t need to be as complicated.” But until technology catches up, bar owners must understand both their market positioning and their overhead mathematics. For personalized analysis of your bar’s competitive position and overhead coverage, book a free strategy session at [www.barbusinesscoach.com/strategy-session](http://www.barbusinesscoach.com/strategy-session). We’ll review your actual numbers, benchmark against your competitive set, and identify exactly where pricing adjustments can unlock hidden profit without sacrificing market position. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Business Management, Concept, Mindset, Strategic Planning **Tags:** bar business, bar industry, cocktail menu, pricing --- ### [Restaurant Year End Planning: Three Q4 Power Moves That Protect January Cash Flow](https://barbusinesscoach.com/restaurant-year-end-planning-three-q4-power-moves-that-protect-january-cash-flow/) **Published:** October 7, 2025 **Author:** Chris Schneider **Content:** October marks the critical planning window for bar owners who want to maximize tax savings and survive January’s inevitable slowdown. While most operators scramble in December’s chaos, successful bars implement strategic moves now—when there’s still time to execute without compromising holiday operations. This week’s Bar Business Podcast revealed three Q4 power moves every bar owner should implement before year-end, plus the holiday staffing framework that solves the paradox of record sales generating inflated labor costs. Chris Schneider’s Monday episode tackled tax strategy timing, proactive cash flow forecasting, and inventory audits. Wednesday’s deep dive exposed why data-driven scheduling lifts profits per labor hour 8-12% during the industry’s busiest season. ## Why October Is Your Restaurant Year End Tax Planning Window Fourth quarter represents more than 25% of annual revenue for most bars due to December holiday parties. But January consistently ranks among the slowest months industry-wide. Operators who determine cash planning in October versus December see 15-20% improvement in January-February cash flow according to industry data. The key: implement strategies during manageable October rather than crisis-mode December when operations demand makes strategic thinking impossible. ### Critical Tax Moves to Execute Before December 31st **Schedule 30-Minute CPA Meeting Now** Book time with your tax preparer to discuss charitable giving, equipment purchases, depreciation strategies, and retirement contributions. Generic advice cannot replace professional guidance tailored to your situation. **Equipment Purchase Timing for Section 179** The IRS de minimis rule allows expensing equipment under $2,500. Items exceeding this become balance sheet assets requiring depreciation. Section 179 enables full-year expensing of qualifying equipment. For 2025, limits are $1,220,000 in expenditures provided total capital spending doesn’t exceed $3,050,000. Bonus depreciation under Section 168 provides 40% deduction in 2025 (down from 60% in 2024, phasing to zero by 2027). Remaining 60% depreciates over useful life. **Critical Question for Your CPA:** If your business shows losses with or without accelerated depreciation, should you preserve deductions for future profitable periods rather than creating larger Net Operating Losses? NOLs limit to 80% of future taxable income, affecting strategy. **IRA Contributions** Contributions for 2025 remain due until April 15th, 2026. October planning enables allocating Q4 cash toward retirement rather than scrambling during slow Q1. ### The 90-Day Cash Flow Forecast That Prevents January Disasters Know this: January is slow. Fourth quarter’s holiday spike creates false security unless you proactively save for Q1’s inevitable slowdown. **Building Your Forecast:** Pull last year’s Q4 sales and payroll data. Analyze patterns showing baseline sales, holiday spikes, and weather disruption impacts. Create three scenarios: - Standard operations without major disruptions - Event-heavy periods with multiple parties - Weather impacts (snow closures, reduced traffic) Track weekly cash inflows (sales, deposits) and outflows (payroll, COGS, rent, utilities, debt service). Unlike P&L, cash flow includes loan payments—you need actual cash to survive January, not accounting profits. **Set Cash Guardrails:** Establish minimum cash threshold. Many successful operators reduce owner distributions during Q4 to build January reserves. Even $500-1,000 weekly reduction builds substantial buffer across 12-week Q4 period. ### The Inventory Audit That Converts Dead Stock to Cash Categorize inventory by movement speed: - Fast movers: 14 days or less - Slow movers: 30-90 days - Dead stock: 90+ days without movement **Conversion Strategies:** Build winter cocktail menus featuring slow-moving spirits. Create limited-time signature drinks with “Available through December only” messaging. Run staff contests rewarding sales of dead stock items. Goal: Eliminate maximum dead stock by December 31st, converting shelf-sitting inventory into cash funding January operations. ## Solving the Holiday Staffing Paradox Research shows Q4 presents unique challenge: highest revenue periods often generate highest labor cost percentages, negating profit potential. **Three Factors Create This:** Demand variability across days creates coverage challenges. Tuesday night holiday party followed by slow Wednesday means overstaffing valleys while covering spikes. Special events require incremental coverage, often added reactively rather than planned proactively. Overtime creep from sick calls during busy periods quickly inflates costs beyond acceptable ranges. Target Q4 labor: 20-25% of revenue. Bars on 10-15% profit margins cannot afford labor exceeding 30% during most profitable season. ### The Predictive Staffing Model Using Last Year’s Data Pull last year’s November-December payroll and POS sales. Calculate three metrics: **Sales Per Labor Hour:** Revenue divided by hours worked **Transactions Per Server/Bartender:** Checks closed per employee per hour **Peak Hour Coverage Ratios:** Guests served divided by staff scheduled Compare October, November, December to understand how holidays affect performance. Review overtime report identifying when and why it occurred. Data-driven scheduling lifts profits per labor hour 8-12%. For $50 sales per labor hour with 10% margins, this increases $5 profit to $5.40-5.60—small gains compounding across hundreds of labor hours. ### Three-Tier Flex Scheduling System **Core Team:** Standard weekly schedule covering baseline operations **On-Call Roster:** Available within 24 hours when events book or traffic exceeds forecasts **Emergency Backup:** Cross-trained floaters filling multiple positions when illness strikes **Critical Policies:** All shift swaps require approval, preventing capacity mismatches. Avoid scheduling anyone more than 4 days weekly or 8 hours daily when possible—creates on-call opportunity while preventing overtime. Never schedule clopens (close then open shifts). Employees leaving at 3-4 AM returning at 9 AM cannot provide quality service. ### Cross-Training Creates Workforce Versatility When bartenders work service bars, servers expo/host, or barbacks become service bartenders, you need fewer total bodies maintaining coverage. **Two-Week Sprint:** Week 1: Shadows and micro-drills building knowledge and muscle memory Week 2: Supervised shifts with certification checklist Target: Cross-train 30% of staff to protect service when call-outs occur. ### Technology for Labor Optimization Scheduling software like 7shifts or Schedulefly automates compliance checks (break requirements, clopen prevention), tracks overtime thresholds, and enables shift management workflows. Real-time labor tracking through POS integration provides instant visibility for mid-shift adjustments. Robust labor management systems deliver 3-5% total labor cost savings. When 30% becomes 28.5%, impact on 10-15% profit margins is substantial. ## Four-Week Q4 Implementation Timeline **Week 1 (This Week):** Pull last year’s Q4 data, analyze patterns, set staffing targets, identify over/understaffing **Week 2:** Launch cross-training sprint, establish scheduling rules, book CPA meeting **Week 3:** Publish November core schedule, build on-call roster **Week 4:** Dry run high-volume weekend with live data, test cross-trained capabilities **Before November:** Lock holiday event staffing, confirm availability and backup coverage This timeline ensures systems operate before Q4 chaos rather than implementing under pressure. ## The Compounding Effect These strategies work synergistically. Equipment purchased for Section 179 deductions improves operations while reducing tax liability. Cash reserves built through Q4 provide January cushion. Labor optimization during busiest period maximizes profit from peak revenue. Bars operating 10-15% margins cannot afford missing thousands in tax deductions, entering Q1 without cash reserves, or running 35%+ labor during Q4’s highest revenue. Operators who execute October planning while competitors remain reactive see higher staff satisfaction from predictable scheduling, higher guest satisfaction from consistent service, and higher profitability from optimized labor and protected margins. --- *For personalized analysis of your bar’s year-end tax strategy, cash flow forecast, and holiday staffing plan, book a free strategy session at [www.barbusinesscoach.com/strategy-session](https://www.barbusinesscoach.com/strategy-session).* ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Business Management, Concept **Tags:** bar business, hospitality, taxes, yearend planning --- ### [Why Viral TikTok Videos Don't Pay Your Bills (And What Actually Does)](https://barbusinesscoach.com/why-viral-tiktok-videos-dont-pay-your-bills-and-what-actually-does/) **Published:** October 2, 2025 **Author:** Chris Schneider **Content:** 55% of TikTok users have visited a bar or restaurant after seeing menu content on the platform. Restaurant TikTok ad spend increased 40% in 2024 with another 25% growth projected for 2025. The platform drives real business—but only when approached strategically. The fundamental mistake most bars make: optimizing for virality instead of profitability. A million views from people a thousand miles away generates zero revenue. Ten thousand views from your local market generates packed Friday nights. ### Understanding True TikTok ROI Reach represents just the first step in the conversion funnel. True ROI requires guests to move through: - Reach (views) - Engagement (likes, comments, shares) - Action (profile visit, link click) - Visit (physical or online) - Purchase (actual transaction) - Margin (contribution after costs) Track these critical metrics weekly: **Profile Views:** Indicates whether reach converts to interest. **Link Clicks:** Measures action beyond passive viewing **Weekly Trackable Offers:** Post at least one piece of content weekly with specific offer you can measure at POS (password for discount, printable coupon, form submission for benefit) Every piece of content carries time cost. If staff members create content that generates millions of views but zero measurable visits, you’re losing money regardless of vanity metrics. ### The Five-Pillar Content System for Consistent TikTok Success Rather than random posting hoping something goes viral, implement systematic content strategy across five pillars: **Pillar One: Behind-the-Scenes (Trust and Authenticity)** 15-30 second clips showing prep work, batching, cleaning, equipment repair—the authentic operations rarely seen by guests. Use trending audio with clear voiceovers. Hook viewers in first two seconds with visual intrigue. **Pillar Two: Signature Items (Visual Hooks)** Make viewers hungry or thirsty through phone screens. Showcase signature cocktails, food items, flights. Use zoom techniques, slow-motion pours, garnish placement. Overlay with explanation—recipe details, preparation methods, flavor profiles. These videos sell without feeling like advertisements. **Pillar Three: Customer Reactions (Social Proof)** Capture genuine first-sip reactions to signature drinks or secret menu items (with permission). Encourage hashtag usage and tagging for user-generated content. Feature reactions on your own channel to amplify social validation. **Pillar Four: Seasonal Specials (Urgency and Relevance)** Create time-limited offers tied to seasons, local events, weather conditions. Pre-produce weather-specific content to deploy immediately when conditions match. Use countdown overlays or limited-availability messaging to drive immediate action. **Pillar Five: Staff Personalities (Community and Loyalty)** 30-second team member spotlights with consistent greeting and sign-off. What’s their name? Favorite drink? Pro tip for guests? Favorite aspect of current season? This humanizes your business and builds personal connections that drive repeat visits. ### The 70-30 Content Rule Post 70% entertaining content with 30% business-focused promotional content. Not every video should mention your bar name or push special offers. Entertainment builds following; following provides audience for occasional promotional content. Pure entertainment might include staff comedy skits, funny observations, getting-to-know-you posts. These don’t directly drive sales but build audience engagement that makes promotional content effective when deployed strategically. ### Creative Drivers of Viral Success When optimizing content, weight these elements appropriately: - Visual Appeal: 30% (make it look good, not perfect) - Authenticity: 25% (be genuine, never scripted unless intentional skit) - Entertainment Value: 25% (provide content people want to watch) - Emotional Appeal: 20% (create feeling through storytelling) ### Posting Cadence and Timing Minimum posting frequency: 5 times weekly during peak hours Optimal frequency: 2-3 times daily across different time slots **Peak Posting Windows:** - 11 AM – 1 PM (lunchtime scrolling) - 5 PM – 7 PM (after work, pre-dinner) - 8 PM – 10 PM (late-night browsing) Algorithms reward consistency. Irregular posting dramatically reduces reach and engagement compared to steady, predictable schedule. ### The One-Week TikTok Implementation Sprint **Day 1:** Choose hero offer, script staff verbiage, set up POS button for tracking **Day 2:** Film five pieces of content (one per pillar) in single session **Day 3:** Schedule all five posts for peak slots across next five days **Days 4-6:** Respond to comments, track offer redemptions, evaluate paid promotion opportunities **Day 7:** Calculate ROI—time invested, business generated, contribution margin earned versus costs incurred This sprint establishes whether TikTok delivers measurable returns for your specific market and concept. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Culture, Marketing --- ### [The 72-Hour Window: When Customers Decide Whether to Return](https://barbusinesscoach.com/the-72-hour-window-when-customers-decide-whether-to-return/) **Published:** October 2, 2025 **Author:** Chris Schneider **Content:** Most customers make their return decision within three days of visiting your bar. Not because they didn’t enjoy the experience, but because they simply forget about you. With dozens of dining options competing for attention, staying memorable requires intentional strategy. The three-touch system works because it creates multiple memory anchors during this critical decision window, transforming passive satisfaction into active loyalty. ### Touch One: Create the On-Premise Memory The first touch must happen before guests leave your bar. This combines creating a memorable experience with capturing contact information for future follow-up. **The Experience Memory Formula:** Peak + Personal + Photo-Worthy + Parting Gift = Memorable Experience **Peak Moment:** Create one signature service moment—an off-menu recommendation, secret menu reveal, or tasting pour that makes guests feel special. This doesn’t require expensive changes, just intentional attention from your team. **Personal Connection:** Train staff to ask names immediately and use them throughout service. Ask if guests have visited before to identify first-timers. Repeat specific preferences guests mention, demonstrating active listening that differentiates your service. **Photo-Worthy Element:** Provide one deliberately Instagram-able element—whether cocktails with striking garnishes, a designated photo wall, or visually stunning presentation. Good lighting and visible hashtags encourage organic social sharing that extends beyond the visit. **Parting Gift:** Offer a small branded token—a business card with QR code to your secret menu, link to Spotify playlist featuring bar favorites, or inexpensive seasonal items like ice scrapers or tire pressure gauges. The gift serves as physical reminder that keeps your bar top-of-mind. ### Capturing Contact Information While creating memorable experiences, you must simultaneously capture guest data. The most effective methods for bars include: **Wi-Fi Splash Pages:** Require email signup to access free internet. This remains the highest-conversion method as most guests actively seek Wi-Fi access during visits. **QR Code Photo Galleries:** Table tents inviting guests to upload photos from their visit in exchange for email submission work particularly well with younger demographics. **Loyalty Programs:** POS-integrated systems capture data automatically during transactions while providing ongoing value proposition. **Digital Receipts:** Though less effective as standalone method, email receipts provide another touchpoint when combined with other strategies. ### Touch Two: The Next-Day Thank You Within 24 hours of the visit, send personalized thank-you communication inviting reply. This doesn’t require lengthy composition—authenticity matters more than polish. **Effective Template:** “So glad you came in yesterday. I understand it was your first time here. Just want to check with you, see how your experience was. If you have any feedback for us, please let us know. Can’t wait to see you again. — \[Owner Name\]” The email should come from the owner or GM, not generic marketing address. This personal touch demonstrates genuine care about customer experience and distinguishes your follow-up from automated mass marketing. ### Touch Three: The 72-Hour Return Offer Within 48-72 hours after the thank-you, provide a light, time-bound reason to return that aligns with your brand. This isn’t heavy selling—it’s gentle nudging with clear deadline. **Key Elements:** - Simple offer (complimentary appetizer with drink purchase, VIP experience access, specific menu item discount) - Time constraint (valid within next 7-14 days, not indefinite) - Brand-appropriate (matches your positioning and doesn’t train guests to expect discounts) The time constraint creates urgency without feeling pushy. You’re rewarding their initial visit while encouraging prompt return before memory fades and other options capture attention. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Culture, Guest Experience --- ### [Bar Labor Management: The Critical Metrics That Save $500+ Weekly](https://barbusinesscoach.com/bar-labor-management-the-critical-metrics-that-save-500-weekly/) **Published:** September 9, 2025 **Author:** Chris Schneider **Content:** Most bar owners struggle with labor costs, but this week’s episodes of The Bar Business Podcast revealed two game-changing strategies that can transform your operational efficiency and market positioning. From calculating the single KPI that eliminates overstaffing to mastering strategic concept pivots, Chris Schneider delivered actionable insights that could save you thousands annually. ## The Monday Quick Win: Sales Per Labor Hour Calculation Monday’s episode focused on a deceptively simple metric that most bars completely overlook: sales per labor hour. This isn’t just another KPI to track—it’s the foundation of efficient bar labor management that can prevent you from losing $200 to $500 per week through poor scheduling decisions. The calculation itself takes just five minutes: total sales divided by total labor hours. If your bar generates $3,000 in sales with 60 labor hours, your sales per labor hour is $50. The sweet spot for most bars falls between $45 and $65 per labor hour, but this number becomes exponentially more powerful when you track it by individual team member. Here’s where the real insight emerges: you can calculate sales per labor hour for each bartender and server individually. Sally might consistently generate $70 per labor hour while Mike averages $45. When you need coverage for a $65-per-hour shift, the data tells you exactly who can handle that volume. This isn’t about playing favorites—it’s about making data-driven decisions that optimize both customer service and profitability. The strategic advantage comes from tracking these patterns over three to four weeks. You’ll identify your power players and understand exactly how much revenue each team member generates per hour worked. Armed with this data, you can implement strategic shift overlaps during peak hours rather than scheduling full shifts, potentially reducing overall labor costs by 8 to 12 percent. Chris emphasized monitoring this daily: pull your sales numbers, calculate labor hours, and adjust schedules in real-time. Most POS systems like Toast and SpotOn already calculate sales per labor hour at the restaurant level, though you might need to do the math manually for individual employees. The investment in time pays dividends immediately—this weekly analysis can save $10,000 to $30,000 annually through better scheduling decisions. ## The Wednesday Deep Dive: Strategic Concept Pivoting Wednesday’s episode tackled a more complex challenge: when and how to pivot your bar concept to align with market realities. The statistics are sobering—73% of bars completely or partially pivot their concept within the first 18 months of opening. Understanding strategic pivoting isn’t just about surviving; it’s about thriving in a dynamic market. The fundamental tension Chris identified resonates with every bar owner: balancing your vision with what customers actually want. Small-town bars face particular challenges here. In New York City, you can find enough customers for almost any concept. In rural markets, you must adapt to local preferences or risk failure. The data-driven approach starts with your POS system. Pull your product mix reports and analyze what’s actually selling. If you stock 50 craft beers but sell only 10 craft beers weekly while moving 20 cases of Bud Light, your concept might be misaligned with your market. Your sales mix reveals customer preferences more accurately than any survey. Chris introduced the 80-20 menu audit: 20% of your menu items generate 80% of your sales. Analyze what that top 20% tells you about your customers. Are they ordering upscale items or basic offerings? Do they substitute premium options for simpler alternatives, or vice versa? These patterns reveal the gap between your concept and customer expectations. The strategic flexibility framework provides a systematic approach to pivoting. First, conduct a core vision audit to identify truly non-negotiable elements versus adaptable ones. Separate vision elements (what matters to you) from business elements (what drives profitability). Then analyze whether your high-margin items align with your concept vision. The bridge concept is crucial for successful pivots. Instead of changing everything overnight—which alienates existing customers—implement gradual evolution over 90 days to two years. Create “vision windows” where you test future-state concepts on specific days or shifts. This allows you to gather data on customer response before committing to major changes. ## Implementation Strategy: The Keep-Improve-Remove-Add Framework Chris outlined a practical quarterly approach for continuous evolution. Every 90 days, focus on one aspect of your business—lighting, cocktail menu, food offerings, or atmosphere. For each element, ask four questions: What do I keep? What do I improve? What do I remove? What do I add? This systematic approach prevents overwhelming changes while ensuring continuous improvement. More importantly, it includes change management for both staff and customers. Your team needs to understand the journey and be able to explain changes to guests. Without proper communication, even positive changes can create confusion and resistance. The gradual evolution approach acknowledges that bars are relationship businesses. Your regulars come for consistency and familiarity. Sudden changes can drive away your most loyal customers. However, staying static in a changing market means slow death. The key is finding the balance between evolution and reliability. ## The Financial Impact of Strategic Bar Labor Management When you combine sales per labor hour optimization with strategic concept alignment, the financial impact compounds significantly. Chris’s experience shows bars can reduce labor costs by 8-12% through better scheduling while simultaneously increasing revenue through concept improvements that better serve their market. Consider the math: if your bar does $500,000 annually with 30% labor costs, that’s $150,000 in annual labor expenses. A 10% improvement in labor efficiency saves $15,000 yearly. Factor in revenue increases from better market alignment, and you’re looking at potential profit improvements of $25,000 to $50,000 annually. The key insight Chris emphasized is that effective bar labor management requires both tactical execution (daily sales per labor hour monitoring) and strategic thinking (concept alignment with market demands). Neither approach alone delivers maximum results, but together they create a systematic framework for sustainable profitability. For personalized analysis of your bar’s specific situation and help implementing these strategies, book a free strategy session at [www.barbusinesscoach.com/strategy-session](http://www.barbusinesscoach.com/strategy-session). The data-driven approach to bar management isn’t just about cutting costs—it’s about creating sustainable systems that allow your vision and market reality to coexist profitably. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Business Management, Strategic Planning, Team Management --- ### [Bar Automation Software and Gen Z Marketing: Essential Strategies for Modern Bar Success](https://barbusinesscoach.com/bar-automation-software-and-gen-z-marketing-essential-strategies-for-modern-bar-success/) **Published:** August 28, 2025 **Author:** Chris Schneider **Content:** The bar industry is experiencing unprecedented change, with technology revolutionizing operations while generational shifts reshape customer expectations. This week’s Bar Business Podcast episodes delivered crucial insights that every bar owner needs to understand: how bar automation software can reclaim 10-20 hours per week while generating substantial cost savings, and why Gen Z’s unique spending patterns and social media preferences are redefining the economics of nightlife. With 95% of independent bars already implementing some form of AI technology and Gen Z representing $450 billion in discretionary spending power, these aren’t future considerations—they’re immediate competitive necessities. The numbers tell a compelling story: bars using automation software report 20-30% reductions in inventory shrinkage, while operators successfully targeting Gen Z through platforms like TikTok and Instagram see average check increases of 15-23%. The intersection of these trends creates unprecedented opportunities for savvy bar owners willing to embrace both operational innovation and generational marketing evolution. Smart automation frees up time for the personalized experiences Gen Z craves, while data-driven insights help optimize the unique value proposition this generation demands. ## How Bar Automation Software Transforms Operations Wednesday’s episode revealed the practical reality of AI implementation in bars, moving beyond futuristic concepts to immediate, measurable results. The key insight: bar automation software succeeds when it enhances rather than replaces human hospitality, focusing on back-office efficiency that creates more time for guest interaction. The time savings prove substantial and immediate. Inventory management, traditionally consuming 4-6 hours weekly, reduces to 30-45 minutes with automated systems that integrate barcode scanning, digital scales, and POS data synchronization. Scheduling optimization algorithms analyze historical sales patterns, weather data, and local events to predict staffing needs with 85-90% accuracy, eliminating the guesswork that leads to overstaffing costs or service quality issues. Cost reduction opportunities extend beyond labor optimization. Automated pour monitoring systems identify overpouring patterns that typically cost bars 15-20% of liquor revenue, while predictive ordering prevents both stockouts and excess inventory carrying costs. One implementation example demonstrated how automated reorder points based on consumption velocity reduced inventory investment by 30% while maintaining 99% item availability. The financial impact becomes clear through variance reporting capabilities that compare theoretical consumption against actual usage. These systems highlight discrepancies that manual tracking misses, revealing profit leaks from spillage, theft, or unauthorized comps. Bars implementing comprehensive automation report average profit margin improvements of 3-5 percentage points within six months. Context engineering emerges as the crucial success factor, moving beyond simple prompts to comprehensive system training that understands your bar’s unique operational patterns, menu complexity, and customer behavior. This approach creates AI assistants that provide genuinely useful recommendations rather than generic suggestions. ## Gen Z Marketing for Bars: Social Media Strategies That Work On Monday, we dove into Gen Z economics, which revealed fundamental shifts that require strategic adaptation rather than minor adjustments. The contradiction that defines this generation—spending 20% less per capita than Millennials yet representing the highest per-visit spending—creates both challenges and opportunities for strategic operators. The $2,000 annual socialization spend per Gen Z consumer shifts competitive dynamics beyond traditional bar-versus-bar comparisons. These consumers choose between bar experiences and entertainment alternatives including concerts, fitness classes, wellness activities, and experiential retail. Success requires creating compelling value propositions that compete with the entire entertainment landscape. Social media marketing for bars must adapt to Gen Z’s platform preferences and content consumption habits. TikTok serves as their primary discovery engine, with 82% of Gen Z users actively seeking product information through the platform. Instagram maintains importance for visual storytelling and community building, while Facebook becomes largely irrelevant for this demographic. Content strategy requires authenticity over polish, with behind-the-scenes content, staff personalities, and genuine brand values resonating more than professional advertisements. The shift from Google searches to TikTok discovery means bars must optimize for social algorithms rather than traditional SEO, creating short-form video content that showcases atmosphere, signature drinks, and unique experiences. The “Instagrammable” factor transcends simple aesthetics, encompassing values alignment around safety, inclusivity, and sustainability. Gen Z consumers research brand values before purchasing, expecting businesses to demonstrate commitment to causes they care about rather than simply claiming support through marketing messaging. Non-alcoholic and low-alcohol beverage programs become essential rather than optional, supporting the sober-curious trend while capturing revenue from designated drivers and health-conscious consumers. RTD (ready-to-drink) options align with Gen Z preferences for convenience and variety, creating opportunities for premium pricing on innovative offerings. ## Integrating Technology with Generational Marketing The convergence of automation capabilities and Gen Z preferences creates strategic opportunities for bars willing to embrace both operational innovation and marketing evolution. Bar automation software provides the operational efficiency that funds enhanced guest experiences, while Gen Z marketing strategies drive the revenue growth that justifies technology investments. Data integration becomes the connecting thread, using automated systems to track Gen Z customer preferences, spending patterns, and visit frequency. This information enables personalized marketing approaches that feel authentic rather than intrusive, leveraging technology to enhance rather than replace human connection. Social media content creation benefits from operational efficiency, with automated scheduling systems freeing staff time for content development and community engagement. The behind-the-scenes authenticity Gen Z values becomes easier to capture when daily operations run smoothly through intelligent automation. Revenue optimization requires understanding both technological capabilities and generational preferences. Automated pricing systems can adjust happy hour timing and promotional pricing based on Gen Z traffic patterns, while inventory management ensures popular items remain available during peak social media posting times. The measurement approach changes significantly, tracking metrics that matter to both operational efficiency and generational marketing success. Traditional bar metrics like pour cost and labor percentage remain important, but new KPIs including social media engagement rates, user-generated content volume, and repeat visit frequency from younger demographics become equally crucial. Smart implementation sequences both technology adoption and marketing strategy evolution, using automation gains to fund enhanced experiences while building social media presence that drives awareness and trial. The businesses succeeding with both approaches treat them as complementary investments rather than competing priorities. For bar owners seeking comprehensive analysis of their specific automation opportunities and Gen Z market penetration strategies, a personalized assessment can identify the highest-impact implementation sequence for your unique market position and operational challenges. The intersection of operational excellence and generational marketing creates sustainable competitive advantages that compound over time. **Ready to transform your bar’s operations and marketing approach? Book a free strategy session at [www.barbusinesscoach.com/strategy-session](http://www.barbusinesscoach.com/strategy-session) to discover how automation and Gen Z marketing strategies can drive measurable results in your specific market.** ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Business Management, Marketing, Technology **Tags:** AI, bar business, Gen Z, hospitality, Mocktails, Restaurant Tech --- ### [Choosing the Right POS System for Bar Operations: Why SpotOn Is a Strong Contender](https://barbusinesscoach.com/choosing-the-right-pos-system-for-bar-operations-why-spoton-is-a-strong-contender/) **Published:** June 26, 2025 **Author:** Chris Schneider **Content:** ## **Introduction: The Critical Role of POS Systems in Modern Bar Operations** In today’s competitive bar industry, selecting the right Point of Sale (POS) system is one of the most crucial decisions bar owners make. A well-chosen POS system serves as the technological backbone of your operation, impacting everything from inventory management and accounting to staff efficiency and customer experience. As technology evolves, modern POS systems have transformed from simple cash registers to comprehensive business management platforms. For bar owners, the stakes are high. The right POS system can streamline operations, prevent revenue leakage, provide valuable business insights, and ultimately contribute significantly to your bottom line. Conversely, as noted in episode #120 of our podcast, “a poorly chosen POS system can lead to revenue leakage, accounting nightmares, and endless hours of frustration.” ## **Key Considerations When Selecting a POS System** ### **Essential Features for Bar Operations** - **Real-time product mix tracking:** Bar inventory management presents unique challenges due to varying pour sizes, drink recipes, and the potential for shrinkage. A modern POS should provide real-time tracking capabilities that link sales directly to the product mix to identify discrepancies quickly. - **Tab management:** The ability to easily open, modify, transfer, and close tabs is fundamental for bars. This feature should be intuitive enough for staff to manage during peak business hours without slowing service and allow staff to keep credit cards on file with full governmentPCI compliance. - **Customizable sales categories:** Your POS should allow you to categorize products in ways that make sense for your bar’s unique menu and reporting needs. - **Staff management tools:** Employee scheduling, time tracking, and performance monitoring capabilities help optimize labor costs and identify your top performers. - **Mobile payment processing:** As fewer customers carry cash, seamless payment processing across various methods is essential for modern bars. - **Automated sales reporting:** Your POS should generate detailed reports that help you understand sales patterns, peak hours, and product performance without manual data compilation and independent of your closing time. ### **Integration Requirements** - **Inventory management:** Efficient stock tracking is essential for bars to maintain control over inventory, manage waste, and reduce theft. Ensure that systems are in place to accurately monitor stock levelssystems are in place to monitor stock levels accurately. - **Accounting software compatibility:** Seamless accounting integration is crucial for preventing costly mistakes. Look for systems that integrate directly with QuickBooks or other popular accounting platforms. - - **Labor cost tracking:** The ability to monitor labor as a percentage of sales in real-time helps managers make informed staffing decisions. ### **Implementation Considerations** - **Staff training requirements:** The most feature-rich system will fail if your staff finds it too difficult to use. Consider the learning curve and available training resources. - **Technical support availability:** Bar operations often extend into late hours when traditional support might be unavailable. 24/7 support can be invaluable when issues arise. - **Contract terms and fees:** Understand the total cost of ownership, including hardware, software licenses, payment processing fees, and any contract commitments. ### **Physical Placement Within Your Bar** The physical placement of your POS terminals is another critical consideration that’s often overlooked. As mentioned on the podcast, “you need a POS system located near where your bartender works.” Poor placement can significantly impact operational efficiency: “There was one bar that I worked at… where the POS system was behind a wall behind the bar, and it was quite possibly the worst design decision I have ever seen… In practice, what that meant is that their inventory was always skewed because people didn’t get things rung in and things got rung in wrong…” When designing or renovating your bar, consider: - Placing POS terminals where bartenders can face guests while entering orders when possible - Using handhelds to take expedite guest orders and paymentspayments more quickly where guests are - Ensuring each service station has appropriate access to a terminal printer - Securing cash drawers so they’re accessible to designated staff only ## **Why SpotOn Stands Out for Modern Bar Operations** Among the many POS systems available for bars and restaurants, SpotOn has emerged as a strong contender, particularly for establishments looking to modernize their operations. Here’s why: ### **Comprehensive, Bar-Specific Features** - **Flexible tab management:** The system allows for easy tab management, including the ability to transfer tabs between bartenders during shift changes without disrupting service. - **Menu customization:** SpotOn allows for detailed menu programming, including modifiers and special instructions that help ensure consistency in preparation and pricing. - **Comprehensive discount management:** SpotOn allows you to discount your items on an hourly basis (happy hours) or for the entire day or week.This includes running happy hours and other events with discounts. - **Staff performance metrics:** The system captures detailed metrics that can help you track “sales per labor hour”. - **Faster Ordering, More Sales**: SpotOn’s easy to use user interface helpsinterfaccelightning-fast POS system helps bartenders and servers ring up orders quickly and keep the drinks flowing—especially during peak hours—so you never miss a sale. - **Smarter Layouts for Smoother Service:** Customizable bar and table high-top layouts streamline server workflows, reducing confusion and speeding up service across busy bars and restaurantsr areas. - **Secure Tab Management:** Allow guests to open tabs without worrying about leaving their credit cards behind. Open and manage tabs with pre-authorized credit and debit cards to reduce the risk of fraud, walkouts, and chargebacks. Allow guests to open tabs without worrying about leaving their credit cards behind. ### **Robust Integration Capabilities** - **Accounting integration:** Direct integration with popular accounting software eliminates the double-entry that often leads to errors and wasted time. - **Inventory integration:** SpotOn’s integration with inventory management systems like BevSpot, Craftable, and US BeerSaver connects sales, inventory, and recipe data in one system, helping optimize operations and reduce food and pour costs by up to 5%. With real-time insights and automated inventory management, operators can make smarter decisions that boost profitability. - **Online ordering:** Online ordering is a core component of a modern bar tech stack. SpotOn’s integrated online ordering system connects seamlessly with the in-house POS, ensuring consistent inventory tracking regardless of order source. - **Marketing and loyalty programs:** The built-in customer relationship management features support the creation of targeted promotions based on customer preferences and visit frequency, addressing return customer frequency. ### **Implementation Advantages** - **Cloud-based architecture:** As emphasized in episode #118, cloud-based POS systems are essential for modern operations. SpotOn’s cloud architecture provides real-time data access from anywhere, automatic backups, and simplified updates. - **Hardware flexibility:** The system works across various devices, allowing for flexibility in physical setup. - **Comprehensive support:** SpotOn offers 24/7 technical support, addressing concerns about support availability during late-night bar operations. ### **Analytics and Reporting Capabilities** - **Customizable reporting:** SpotOn provides detailed analytics that help track key performance indicators mentioned throughout our podcast series, from beverage costs to labor efficiency. - **Daily sales monitoring:** The system automatically generates the daily sales reports that are essential for tracking business performance. Implement actually looking at your Z’s every day. Implement putting that data somewhere and tracking it. ## **Implementation Strategy for Your Bar** When transitioning to a new POS system like SpotOn, follow the implementation strategy outlined in episode #118: - **Start with POS as your foundation:** “Start with core POS system as foundation” is the first implementation step recommended. - **Phase implementation:** Roll out features gradually over a 3-6 month period rather than overwhelming staff with everything at once. - **Provide comprehensive training:** Ensure all staff members understand both basic functions and advanced features relevant to their roles. - **Create backup procedures:** Develop contingency plans for potential system outages. - **Monitor and adjust:** Continuously evaluate system performance and make adjustments based on staff feedback and business needs. ## **Cost Considerations** When evaluating the cost of implementing SpotOn or any modern POS system, it’s important to consider both the initial investment and long-term value. As noted in episode #107, technology and POS systems represent a significant but necessary start-up cost for new bar owners. However, it’s essential to view this expenditure as an investment rather than just an expense. A modern, integrated POS system like SpotOn can: - Prevent revenue leakage through better inventory control and theft prevention - Reduce labor costs through improved staff efficiency - Increase sales through better customer relationship management - Save significant time on administrative tasks like accounting and reporting When calculating return on investment, consider these benefits alongside the direct costs of the system. ## **Conclusion: Making the Right Choice for Your Bar** Choosing the right POS system for your bar is a decision that impacts virtually every aspect of your operation. As emphasized throughout our podcast series, a properly selected system can “automate key processes, prevent theft, and provide crucial business insights” while a poor choice can lead to “revenue leakage, accounting nightmares, and endless hours of frustration.” SpotOn has positioned itself as a strong contender in this space by addressing the specific needs of modern bar operations. Its integrated approach to inventory management, staff performance tracking, accounting, and customer relationship management aligns well with the data-driven approach to bar management advocated throughout our podcast series. However, the best system for your specific bar will depend on your unique operational requirements, budget constraints, and growth plans. When evaluating SpotOn or any other POS system, refer back to the essential criteria outlined in this discussion and consider how each option addresses your most critical needs. Ultimately, as stated in episode #118, “Building the right tech stack isn’t about having the most advanced technology – it’s about choosing intuitive, integrated solutions that enhance your operations and improve the guest experience.” This principle should guide your POS selection process, ensuring you select a system that not only meets your current needs but can grow with your business into the future. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Business Management **Tags:** bar business, bar life, hospitality, POS System, Restaurant Tech, SpotOn --- ### [Evaluating the No Tax on Tips Policy](https://barbusinesscoach.com/evaluating-the-no-tax-on-tips-policy/) **Published:** October 10, 2024 **Author:** Chris Schneider **Content:** It is an odd time in American politics when we see both presidential candidates agree on anything, let alone tax policy. Both Donald Trump and Kamala Harris have come out in favor of the “No Tax on Tips”, but what does that actually mean? Are the two candidates in agreement on what the policy is, or are they using the same four words with entirely different meanings? The short answer to the questions above is that we do not know. Neither candidate has presented a fully fleshed-out policy, nor have they even said which of the four current bills in Congress they support. As someone who has spent decades working in and with bars and restaurants, I find this to be wholly unacceptable. We have a right to know what we are voting for, and the politicians trying to win our vote have a responsibility to provide us with concrete policies so that we can understand how their administrations would affect our industry. Both Harris and Trump owe the hospitality industry an explanation of what they mean when they say “No tax on tips”. After pondering this question for weeks, doing extensive research, and focusing in on the potential meanings of “no tax on tips”, I have concluded that what seems like something great for the industry on the surface, could lead to massive closures of small restaurants and bars, difficulties for our teams, and further inflation for the public through menu price increases. Whether the outcome of any “no tax on tips” policy is positive for bars and restaurants depends on the actual policy that the candidates are proposing. They owe it to us to come out and make a more direct statement so that we can understand the future of our industry. ## What do we know about the candidates’ positions? While the candidates have released little regarding their policy positions, there has been some information that has been released or leaked about the candidates’ positions. ### Kamala Harris There are indications that: “Harris would exempt tips from income tax but not payroll taxes—the contributions that people make to Social Security and Medicare. Her proposal would allow workers in the service and hospitality industries with income below $75,000 to claim exemptions up to a (currently unspecified) capped amount”, according to this [ Brookings Institution article](https://www.brookings.edu/articles/no-tax-on-tips-an-answer-in-search-of-a-question/). However, the source for that analysis is a [Washington Post article](https://www.washingtonpost.com/business/2024/08/20/kamala-harris-taxes-on-tips/) that claims that information came from “three people familiar with the campaign’s thinking, who spoke on the condition of anonymity to discuss private conversations”. That is not a policy position. It is just what some folks in the campaign are thinking. [Axios ](https://www.axios.com/2024/08/14/trump-harris-us-tipping-policy)noted in an article from August: “An official from the Harris campaign said the policy would include ‘strict requirements to prevent hedge fund managers and lawyers from structuring their compensation in ways to try to take advantage of the policy’”. ### Donald Trump The same Brookings Institution article as quoted above, stated that there are “scant details” about Donald Trump’s plan. The [Trump campaign website](https://www.donaldjtrump.com/platform) lists “large tax cuts for workers, and no tax on tips!” as their sixth policy point. The bottom of the site links to the [Republican Party Platform](https://rncplatform.donaldjtrump.com/?_gl=1*1b26sig*_gcl_au*MTg3NzQxMjY2MS4xNzI3Mjk4MDY0), which states the following: “We will eliminate Taxes on Tips for millions of Restaurant and Hospitality Workers, and pursue additional Tax Cuts”. I was unable to find anything further on Trump’s exact policy. ## What are the potential issues with No Tax on Tips? ### Potential Issues for Employees Employees may or may not be hurt by the No Tax on Tips policy, it will depend entirely on how the bills get written, or which of the currently proposed bills get endorsed. However, there are a few potential policies for employees that could greatly hurt their future and financial health. First among these is whether or not the exemption of tax on tips would include FICA taxes (Social Security and Medicare/Medicaid) and unemployment tax. If tips are not subject to FICA and unemployment taxes, both of those benefits for tipped employees could be reduced. By not paying in as much, they are not granted the same benefits, as they would be if their tips were taxed. Second, if an employee’s tips are not included in their adjusted gross income on their 1040 tax filing, it could severely limit their ability to get loans, since many loans base a persons earnings on their adjusted gross income. This would make it harder for servers and bartenders to get a college education, buy a new car, or even get a mortgage. For many restaurant and bar employees who are already struggling, the lack of access to capital could cause a significant decrease in their standard of living. Third, it could lead to wage deflation. We have seen wage growth since coming out of the pandemic, with many restauranteurs paying above minimum wage in order to attract the best talent. However, eliminating the employer side of payroll taxes (FICA) could lead to employers wanting to push tips more and lowering wages. Fourth, it could create animosity between tipped and non-tipped employees. If a no tax on tips bill were to pass, for many businesses, it would only affect a portion of a bar or restaurant’s staff, widening the earningsdisparity between front- and back-of-house. ### Potential Issues for Employers Just as for employees, there are many potential issues with any no tax on tips bills for employers. With the food and beverage industry hardly recovered from COVID and inflation, any additional hardship on the operators of independent bars and restaurants could lead to a rash of closures. While chains should be able to weather any change, the majority of bars and restaurants in the USA, over 450,000, are independent. These are the businesses that drive communities, provide first jobs in rural and blighted areas, and employ millions of people. A collapse of independent operators in the hospitality industry would have far-reaching economic effects that could even destabilize a weaker economy. There are many potential impacts on employers. First, if a no tax on tips policy were enacted that negatively affected front-of-house employees, our already difficult labor market could get much worse with fewer people, especially industry veterans, moving to other industries. With the number of people who have already moved out of the industry in the post-COVID world, it would be impossible for many employers to survive an even more challenging labor market. Second, if FICA taxes are not charged on tips, that would mean a repeal of the FICA tip credit for employers (Sec. 45b Credit). For many independent operators that credit is a key part of their livelihoods. They rely on it to help them support their families and children. Third, some of the bills that have been proposed call for an elimination of the tipped minimum wage. This would cause an over 300% increase in the front-of-house hourly labor for some employers and an increase in front-of-house labor for bars and restaurants in 43 states. With inflation already pushing prices to the limits in many areas, bars and restaurants may not be able to raise prices enough to account for this change in labor cost. ### Potential Issues for the Citizens Regardless of the exact policy, not taxing tips will cause a decrease in federal 10-year revenue. According to the[ Tax Foundation](https://taxfoundation.org/research/all/federal/kamala-harris-tax-plan-2024/), just eliminating income taxes on tips will cause a 118-billion-dollar revenue decrease. When payroll taxes (FICA) are factored in the decrease in revenue could be as high as 200-billion-dollars, based on a Committee for a Responsible Federal Budget [report](https://www.crfb.org/blogs/kamala-harris-plan-exempt-tips-taxes-and-raise-minimum-wage). Assuming that the government didn’t decrease their budget in turn, this would add to the current budget deficit. ## What has been proposed? While neither Harris nor Trump have given us a clear indicator of what their specific “no tax on tips” policy would be, there have been four bills proposed in Congress. While I am by no means a tax lawyer, and my understanding is somewhat limited, I will try to give a solid breakdown of those four proposals. ### No Tax on Tips Act – [S.4621](https://www.congress.gov/bill/118th-congress/senate-bill/4621) The bipartisan No Tax on Tips Act is a bipartisan bill introduced by Sen. Ted Cruz (R-TX). The same bill was introduced in the House, [H.R.8941](https://www.congress.gov/bill/118th-congress/house-bill/8941) by Rep. Byron Donalds (R-FL), where it also has received bipartisan support. This bill is “to amend the Internal Revenue Code of 1986 to eliminate the application of the income tax on cash tips through a deduction allowed to all individual taxpayers”. This bill simply calls for a below-the-line deduction for “cash tips” that is not subject to the overall deduction limitation and which would not be treated as a miscellaneous itemized deduction. This deduction would also be allowed for non-itemizers. Most importantly, it does not negatively impact employee AGI, therefore it does not negatively impact team members’ ability to get loans. It maintains FICA taxes on tips, ensuring employees continue to pay into social security and unemployment, without affecting the employer’s FICA tip credit. The [National Restaurant Association](https://restaurant.org/getmedia/0e5a7251-b457-46ea-b342-f5a908b4067f/natrestassociation_policybrief_notaxontips_aug22.pdf?fbclid=IwY2xjawFWme1leHRuA2FlbQIxMAABHZAgbBXiNKh5lV1MiYthpucDWFWJL1mGR5vVC8gkqrsCeKL91kjF8skUAQ_aem_YmpN-Q2R_SxjXETiVfeMrA) (NRA) has come out in favor of this bill, and it appears that all of the potential issues with a “no tax on tips bill” have been avoided. This bill does not appear, in my opinion, like it would have a negative impact on bars and restaurants or their team members. The NRA states: “For the tipped workers that pay taxes, this proposal would help boost their take-home pay. There are more than 2 million tipped restaurant servers and bartenders who are critical to the success restaurant industry.” Andrew Leahey, in a [Forbes article](https://www.forbes.com/sites/andrewleahey/2024/06/26/no-tax-on-tips-act-implications-and-reservations/), noted: “ The Act would provide relief to service industry workers. Cash tips form a significant portion of total income for many in the hospitality and service sectors—by allowing these workers to deduct their cash tips in their entirety, the Act would increase their disposable income and could potentially improve their financial stability.” ### Tax Free Tips Act of 2024 – [H.R.8785](https://www.congress.gov/bill/118th-congress/house-bill/8785) The Republican Tax Free Tips Act of 2024 was introduced to the House by Rep. Thomas Massie (R-KY). It seeks “to amend the Internal Revenue Code of 1986 to provide that tips shall not be subject to income or employment taxes”. The bill reclassifies all tips from income to gifts, under Section 102 of the IRS code. This would include removing tips from both Social Security and unemployment taxes, eliminating the Sec 42b (FICA) credit for employers, and remove tips from “wages”. This bill has the potential to create many of the potential issues noted above. ### Tip Tax Termination Act – [H.R.7870](https://www.congress.gov/bill/118th-congress/house-bill/7870) The Democrat Tip Tax Termination Act was introduced by Rep. Don Bacon (D-NE). This bill would exclude from gross income up to $20,000 in tips for tipped employees until 2028. While there is verbiage in the bill to ensure the bill does not impact the Child Tax Credit or the Earned Income Credit, it would reduce income subject to unemployment and social security taxes. Presumably, that would reduce the FICA tip credit for employers as well. Unlike the two bills above, this bill does not appear to have the same level of support, as it lacks co-sponsors. ### Tipped Income Protections and Support (TIPS) Act – [H.R.9624](https://www.congress.gov/bill/118th-congress/house-bill/9624) Note: At the time of writing this post, the text of the bill was not available through congress.gov. However, the [text of the bill](https://www.documentcloud.org/documents/25148052-horsford-tips-act?responsive=1&title=1) was available through an [article ](https://thenevadaindependent.com/article/horsford-intros-his-own-bill-ending-taxes-on-tips-while-also-raising-subminimum-wage)in the Nevada Independent. The Democratic TIPS Act was introduced by Rep. Steven Hordsford (D-NV). It is the longest of the no tax on tips bills. It calls first for the repeal of the minimum wage for tipped employees in the Fair Labor Standards Act. From there it appears to be largely the same as the No Tax on Tips Act, with the addition of a limit to the tip deduction of $112,500. ## What does the industry currently think about No Tax on Tips? As I wrote this analysis, I used social media to understand what the industry was currently thinking. I posted to my Facebook group, LinkedIn, and on Reddit. It appears the industry is split on the issue. And more than a few people expressed that they didn’t know what “No Tax on Tips” would mean for the industry. Interestingly, one-hundred-percent of the accounting or tax professionals that responded are not in favor of the idea. Many owners expressed that they thought the whole idea was merely political pandering, and that it would never happen. Here are quotes from the five most upvoted comments I received on Reddit: - “… on the surface, it makes as much sense as saying everyone else needs to take on dentists’ share of the tax burden…” - “Terrible idea and zero chance of happening” - “At this point, I am just assuming that this is campaign fodder being used by both sides to pad votes, but that none of them will actually pass once the election is over.” - “I’m against it. Most bartenders and servers I know only had any retirement through social security and this is eliminating that.” - “I don’t support no tax on tips. Tips are income. It would cause a riot if a bartender doesn’t have to pay tax on their tips averaging $30/hr, but the cook has to pay tax on his $30/hr.” What was most apparent to me in talking with owners and others in the industry about this policy position, is that most are worried about the potential downsides for thier team and themselves. No one knows exactly what to think. ## Final Thoughts As an industry, we are owed an answer. Pandering for votes is something that our politicians get away. Both Kamala Harris and Donald Trump have the responsibility to tell the industry what exactly they mean by “No Tax on Tips”. Personally, I am not in favor of any of the bills. They all have the potential to create as many issues as they solve. In my opinion, The No Tax On Tips Act (S.4621) would be the best for the industry if this policy were to be enacted. I think the other bills would cause much more harm to the industry than good. The bar and restaurant industry is already in a precarious position ddue to COVID and Inflation, especially for the independent operators in rural or blighted communities. We need these businesses to be successful for the strength of our communities and the overall economy. We need to hold our politicians accountable for their ideas, do everything we can to make sure they are aware of the potential issues, and attempt to prevent them from doing the industry and economy harm. \*\*\*Reminder: I am not an attorney or accountant, this is not legal or business advice. It is just my thoughts based on publicly available information. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Public Policy **Tags:** bar business, bar industry, hospitality, no tax on tips, taxes, tips --- ### [Your Mindset Sets the Standard](https://barbusinesscoach.com/your-mindset-sets-the-standard/) **Published:** February 15, 2024 **Author:** Chris Schneider **Excerpt:** Too often in our industry, owners and managers fail to consider the impact of their behavior on the overall culture of their bar. In any business, but especially in our industry where the culture of our business is directly related to the guest experience, the mindset of ownership and management is critical for success.  **Content:** Too often in our industry, owners and managers fail to consider the impact of their behavior on the overall culture of their bar. In any business, but especially in our industry where the culture of our business is directly related to the guest experience, the mindset of ownership and management is critical for success. Without establishing a positive mindset, and running your life by your internal values, you will never be able to be your best self, and if you are not your best self, you will never be able to make your bar as great as it can be. All personal accomplishment has to come from a place rooted deep within. As an entrepreneur, your personal accomplishment and your bar’s profits are one and the same. In my coaching, I focus on my three-part framework of Mindset, Concept, and Culture. There is a reason that mindset comes first. For independent bar owners, the single most important foundational piece that will set you up for success is having the right mindset. It is the structure that your concept and bar culture needs to be built on to be sustainable and maximize your profitability. ## Why You Can’t Be a Hypocrite Let’s face it, the bar industry does not have a great history of professionalism. When you look at bar culture and the larger hospitality industry culture that existed in the ’80s and ‘90s very little that went on then fits into our current culture. Many things that were common in our industry in 1985 will cause your employees to quit or slap you with a lawsuit in 2024. And beyond that, Gen Z, which makes up a large amount of the hospitality workforce, has zero tolerance for putting up with that shit. One of the biggest changes has been what employees expect from their bosses. The days of “do what I say, not what I do” are over. You have to set the example for all behaviors you expect your employees to have while at work. If you want your team to always care about your guests, you have to always care about your guests. If you want them to always be professional and not drink while on the clock, you have to always be professional and not drink in your establishment. If you expect something of your employees that you do not do yourself, simply that makes you a hypocrite, and hypocrites are, frankly, assholes. That is how your team will see it too. They will then at best care less about the job and not be focused on helping you improve things and making sure your guests have a great experience. At worst, they will quiet quit and just ride the job out until you fire them, or even steal from you. Plenty of bars exist that operate like that, with owners that just are there to party and have a good time, where the employees are expected to do things that the owner does not themselves. Just look at any restaurant or bar show where they go in and save the place. In almost every episode the owner is the underlying issue. The bars that are thriving, doing great business, and making 20%+ on the bottom line, have owners who have mastered their own mindset and are setting the right example for their staff. They understand what drives them as individuals and their core values and have built the culture of the bar around them. ## Tips For Developing a Positive Mindset To develop a positive mindset to guide your life and entrepreneurial pursuits that will have a huge positive impact on your bar, you have to start by understanding yourself. If you don’t know who you are and what drives you, there is no way to bring yourself into your bar in a way that is going to drive excellence. And excellence is where the profit lies. ### Develop Personal Value Statements Just like you need a vision, mission, and core values for your bar, you need them for yourself as well. They can help you guide your decisions, maintain calm in rough situations, and give you a blueprint for approaching everything in your life, including your bar. The process for developing your personal vision, mission, and core values is the same as if you are doing it for your bar. When guiding others through this process, I always start with core values. That way when you go to create your vision and mission, you can make sure that they do not conflict with your values. Determining your core values is not an easy process. You need to think introspectively about who you are as a person and what drives you. Start by brainstorming values that you have and follow in your life every day. You should end up with a list of 15-25 items. If it isn’t that long that is fine, but try to brainstorm as many values as you can. Then whittle the list down to 4-7 total values. Start by removing repetitive values and then pick the ones that speak strongest to who you are from the list. Once you have your values, then you need to define your vision and mission. Your vision should reflect the goals and aspirations you have for your life. You want it to be somewhat abstract. “Being the best bar owner in my area” is way too specific. Think less concrete and more aspirational, maybe something like “To be a leader in my community and for my family by leading with purpose”. Once you have your vision, then you need to define your mission. Your mission should be more concrete than your vision. It defines your primary objectives, your north star. For example, my personal mission statement is “To help hospitality business owners and leaders achieve their dreams and goals through operating world-class establishments.” It is what I get out of bed every day focused on achieving. ### Understanding Your Why One of the very powerful personal growth ideas that has come about in the past few decades is defining your why. The reason that drives you to do what you do. That core purpose that you try to achieve every day. In many ways, it is similar to your mission statement, but it is a bit different. If you are unfamiliar with the concept of your why, you need to pick up Simon Sinek’s books Start with Why and Find Your Why. He developed the concept and those two books explain it in detail and explain how to create your personal why statement. But in short, your why statement is your statement of purpose. A why statement is a single sentence that is structured as “To \_\_\_\_\_\_\_\_\_ so that \_\_\_\_\_\_\_\_\_\_.” The first blank is how you contribute to others and the second blank is for the impact that contribution has. A key here is that while it is about you and personal, it is focused not on you, but on your impact on the world, both personally and professionally. It is a statement about who you are at your core, a truth about your soul that does not change. Putting your Why with your vision, mission, and core values will not only give you a concrete idea of who you are and what your purpose is, but it will also serve as a guide, a reference point for every decision that you make. ### Daily Review and Meditation Daily affirmations have gotten a bad rap over the years, and generally are seen as being quite silly. We can blame Stuart Smalley for that. You don’t need to tell yourself that you are smart enough and that gosh darn it people like you. But, reading your vision, mission, core values, and why statement out loud each morning can be a powerful tool to start your day, even more so when combined with a bit of time for thought and reflection. There really is no right or wrong way to do this. Just read those statements aloud and give yourself 5-10 minutes to sit and quietly reflect on the day ahead. You don’t need complex breathing exercises, guided meditation, or anything else. Just focus your mind on being who you are. At first, you will find your mind racing with specific things you need to do while you are trying to relax your mind on more existential thought, but over time it will get easier. Most people find that a short period of reflection helps to center them and energize them for the day. ### Find Value in Problems One of the hardest times to develop a positive mindset is when you are faced with big, real-world problems. Issues like your walk-in compressor going down, servers not showing up for shifts, or getting the wrong food delivered. The key is to frame every problem, issue, or bump in your day as an opportunity to learn. Too often in business and life, we run around putting out fires but do not consider the root cause of those fires. We just fix the immediate issue and move on, often with a bad attitude that will last the rest of the day. When you start to frame every fire as a learning opportunity, after you put it out, you reflect on the cause, determine action steps you can take to avoid it in the future and put yourself in a better position overall than you were in before the issue occurred. This is just applying the concepts of continuous improvement to your life. Strive to be one percent better every day. To always learn and grow. To tackle the issues you face and build frameworks and tools to avoid the same issues in the future. ## The Impact of a Great Mindset A positive mindset is the best tool you can have as a business owner for navigating all of the ups and downs that come with bar ownership, both in and outside of the bar. It gives you direction, guidance, and a framework to use to solve problems. Beyond that, it gives you the ability to maintain a calm demeanor even in the roughest of times, ensuring that you do not jump to a quick decision, but arrive at a meaningful solution that will drive your business forward. ## Final Thoughts If you have not taken the time to think through your personal values and beliefs in the past, now is the time to do it. It will create a foundation for you and your bar to prosper. A positive mindset is the single most important factor for success as an entrepreneur and bar owner. If you are looking for assistance in clarifying your vision, mission, core values, and why statement make sure to [schedule a free thirty-minute strategy session with The Bar Business Coach](/startegy-session) to learn how we can collaborate. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Personal Development **Tags:** bar business, bar industry, hospitality, mindset --- ### [The Magic of Understanding Why Your Guests Come In ](https://barbusinesscoach.com/the-magic-of-understanding-why-your-guests-come-in/) **Published:** February 8, 2024 **Author:** Chris Schneider **Excerpt:** Guests come to bars for all sorts of reasons. Almost counterintuitively the reason guests come into your establishment is not for food or drinks. If someone just wanted to eat chips and drink a few beers, they could do it a lot easier and cheaper sitting at home. So what drives your guests? Once you determine why they come in, you can create an avatar that combined with your culture will create marketing magic.  **Content:** Guests come to bars for all sorts of reasons. Almost counterintuitively the reason guests come into your establishment is not for food or drinks. If someone just wanted to eat chips and drink a few beers, they could do it a lot easier and cheaper sitting at home. So what drives your guests? Once you determine why they come in, you can create an avatar that combined with your culture will create marketing magic. ## What is attracting guests to your bar? It is important to understand the key reasons guests come to your bar. Whether you are a rural bar in the middle of a cornfield or a cocktail bar in the downtown of a major city, if you do not understand why your guests come in, you cannot serve them properly. Unlocking the secret of why they come in will focus your service, marketing, and everything else you do in your establishment. ### The different types of bar customers There are as many different types of bar customers as there are different types of bars. In many ways, your company culture and your concept help determine who comes in. You could own two bars, within close walking distance of each other, and if you have different concepts you will have different customers. So, your college-themed sports bar will not attract the same guests as your higher-end cocktail-focused venue aimed at Gen Z and Millenials. This is one of the reasons why developing and maintaining a cohesive concept is essential in the bar business. You have to know who you are, so your guests can know where they belong. Yes, your concept needs to be based on the demographics of the area. Yes, your location matters. But, most importantly, your concept has to be the right fit for the crowd you are looking to bring in. Your guests come in for all sorts of reasons and you will have different segments of guests that come in for different things. But, if you start to pay attention to who is coming in and who is interacting with you on social media you can gather data on the demographics and psychographics of the people you are serving. One thing that separates bars even from restaurants, is that many neighborhood bars serve as community gathering places, so the diesel mechanic, the sheriff, and the businessman might all frequent the same bar. They may not have orbits that cross many other places, but many bars serve as a melting pot of the community around them. ### What they are not coming in for? When trying to figure out what is driving guests to your bar, it is normally easiest to start with what is not driving them. This is because our brains spot patterns and it is easier to see outliers to the norm than what ties the norm together. Think back to Sesame Street and singing “One of these things is not like the others”. First things first, people are not coming in for something you don’t have, so list those things. If you don’t do live music, that isn’t attracting people to your bar. If you don’t have food, it isn’t food that is driving business. Just list the things you do not offer that other bars might. Next, list your customer behavior and look at your product mix. What doesn’t sell well can tell you a lot about your clientele. Maybe you don’t sell a lot of wine, or you never sell tequila. Look at the demographics that consume those beverages, and know those are probably not your people. By just answering those two questions, and listing out all of the things your guests are not coming in for, you created a list that details what differentiates your bar from other bars. Now you have a jumping-off point to determine why they do come in. ### What are guests coming in for? Determining why your guests come in, comes down to listing and brainstorming just like figuring out why they don’t come in. This time we are looking for strong motivators. The key reasons people frequent and enjoy your establishment. To start, we can build from the lists we made of why people do not come in. First, what are the things your bar has amenity-wise or special things you offer that differentiate you from the competition? Second, what sells well? What is driving your business in your product mix, and what are the key demographics of that group? Answering those questions will get us close to determining who your guests are. Next, we want to think about where are our guests coming from. Where do they live? For many neighborhood bars, dive bars, and pubs your guests are coming within a few miles. That could extend out to 10s of miles in a very rural area, or condense down to being a radius of just a few blocks in major urban areas. For other bars, they could be pulling people from miles or countries away depending on their market position. For example, there are bars and clubs in many major cities that people will travel for hours just to go to. What makes someone drive three minutes for a beer is a lot different than what motivates someone to drive four hours for a beer. Finally, when considering why guests come in we need to think about what they are trying to get out of the experience. What is the goal of their visit? As we discussed, the least likely reason that someone is coming in is just for a drink or some food. In my experience, two motivations seem to drive a bar’s business more than anything else, loneliness and horniness. Most people who frequent bars want to get out and interact with other people. It is that simple. Depending on the time of day, maybe there are different motivators. Many bars serve different clientele at different times of the day. ## Leverage your knowledge Once you understand who your guests are and what is driving them in your door, now you have an opportunity to leverage that information and build guest avatars that you can use to guide your marketing, focus your social media, and drive your revenue. ### Creating guest avatars One of the most valuable exercises you can do once you understand why your guests are frequenting your bar is to build out guest avatars. An avatar is just a detailed profile of your ideal guests. You should develop an avatar around each of the major reasons that guests come into your bar. This will allow you to better understand guest behavior and to be able to forecast and predict what guests will do. It will also help you guide your marketing efforts so that you are speaking the right way, to the right target guest in all of your communications. Building out a guest avatar can be both a fun and challenging activity. The thing to remember is that the more specific that you can get the more powerful of a tool you have created. Rather than taking the general business marketing approach of naming the avatars after demographic and psychographic criteria and describing them through a bunch of marketing jargon, I prefer to look at them as individual people. It makes it more personal, and when using the avatar to help train your team, guide your marketing, or anything else, you are dealing with a person, not jargon. So, here is the step-by-step to creating a guest avatar. 1. Identify why your guests come in. What are the psychological drivers of their visit? Are they coming in to spend time with friends for happy hour? Are they industry employees coming in late night to drink off the workday and hookup? Are they couples coming in after dinner for a nightcap on the way home? Figure out the top four to six reasons people come in, and write those down. 2. For each of those four to six reasons, start to build the avatar of the representative guest. The easiest way to do this is to first pick a few regulars that come in for each of the reasons that you listed. Then look for the similarities among those guests so you can build an avatar that fits. Make your final avatar as specific as possible. Make it a single fictional person who represents everyone with that reason for coming in. Get down to the level of considering every demographic and psychographic point you can predict based on the regulars you are using to create the avatar. Think about things like education level, job, age, income level, marital status, habits, or anything at all that will help you paint a more specific picture of that person. 3. Once you have your avatars fleshed out and defined in detail based on the reasons people come into your business, then you just need to compare them to each other and make sure that a) you did not inadvertently create avatars with a large overlap; and b) make sure that you defined each avatar in equal detail so that you can apply them equally to your business efforts. ### Understanding guest behavior Once you have built your avatar, then you need to see if it works for understanding guest behavior. Watch the guests that come in and out of your establishment. Which avatar do they fit? Does it describe them fully? By doing this over and over for a week or two, you will refine your avatars to the point that they predict most of what most of your patrons do. You need to associate different avatars with different dayparts. In most neighborhood bars, the type of guests can vary greatly throughout the day. If you have a more specific concept that is open in fewer dayparts, then you may not have different avatars at different times. But, for most bars, the guests that frequent for lunch, those that come in for happy hour, and those that come in late night have little in common. They are distinct groups with different behaviors and expectations. Now you have the key to understanding guest behavior, motivation, and how to market to them. By understanding who they are, what they do, and why, you have created a tool that can drive your marketing and promotional efforts, increase your revenue, and focus your offerings in different dayparts. ### Aim at the right target With this understanding now we can figure out how to specifically target different avatars in different dayparts. Gear your promotions and activities to who is coming in at that time, and what speaks to them. For example, if you are giving away free snacks during happy hour, and your avatar is retired and blue-collar men, who tend to drink beer and talk about sports, while also complaining about their wives (who they also wait on hand and foot), maybe a good choice for the free snack is pork rinds. Depending on where you are, they could be a hit. I served them during happy hour for years, and my happy hour crowd loved them. Pork rinds are not going to work at all late night though, when your avatar is a 23-year-old server from the chain restaurant down the street that is trying to have a few drinks and decompress from her crazy night. She thinks they are gross. Whatever you are doing, whether it is determining free food to give away, what specials to offer, or anything else in your bar, by using the avatars you have created and focusing on specific dayparts you can laser focus what you are doing in your business that drives traffic. Good avatars can literally help with every, single thing that you do. ## Your Culture Matters In the Mindset-Concept-Culture Framework that I follow, marketing is culture. How you interact with, communicate with, and target your guests is the external expression of your culture. So, your avatar is only valuable with the proper cultural foundations alongside it. Your avatar unlocks what your guests want and how they behave, so you know who to target, but your culture has to drive the why and how behind your marketing. ### Crafting Your Culture For any bar to be successful, they need to set the foundation for their culture. These are the mission and vision statements and core values. Without those three crucial cultural components, you like the guardrails to keep your culture on track. Mission and vision statements clarify what the long-term goals and purpose of your bar are. Your vision statement is the reflection of your bar’s goals and aspirations. Your mission statement is your bar’s primary object, the reason why your bar exists. Your bar’s core values are four to seven values that you choose to inform how you, your managers, and your team behave. How you interact with each other and interact with your guests. Core values need to be more than just one word, they need to be a word with a definition. You want everyone on your team to know exactly what your core values stand for. If you need to write your mission, vision, and core values for the first time, or if you want to refine them and make them better, [make sure to get your copy of our free workbook, Foundations of Bar Culture](http://www.barbusinessbootcamp.com/foundcultworkbook). It will walk you through the exact steps you need to follow to create a mission and vision statement and core values that will drive your business forward. ### Your Culture Plus Your Avatars Are Your Marketing Once you know who your guests are, their avatars, and who you are as a business, your mission, vision, and values, all you need to do is put it all together. Your marketing will almost write itself. The correct path to take will become clear to you. You have to focus on who you are serving and why. If you can communicate with your ideal guest avatar, why you are the only spot that is the right fit for them, based on commonalities between their personality and your culture, you are creating an internal drive within them to frequent your bar. You are not just marketing to them. You are creating a need that ties who they are to your bar. There is nothing more powerful that you can do in your marketing strategy. It pairs the right guest with the right offer at the right time with the motivation to act. It gives you structure and guidance so you know how to differentiate different marketing for different day parts. It can even help guide where you market to different segments of your business. ## Final Thoughts Marketing is not an easy task. However, knowing who your customers are and why they come in is a critical step in building a marketing strategy that puts butts in seats every day. By combining why your guests come in with why you operate your bar and serve them, you can create compelling marketing that will drive revenue and guest satisfaction. If you want help determining your guest avatars, or want to explore how we can assist you with your broader marketing strategy, [schedule a free 1:1 strategy session with Chris Schneider, The Bar Business Coach](https://www.barbusinessbootcamp.com/strategy-session), to learn how we can collaborate. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Marketing **Tags:** bar business, bar industry, hospitality, Marketing --- ### [Setting SMART Goals](https://barbusinesscoach.com/setting-smart-goals/) **Published:** February 29, 2024 **Author:** Chris Schneider **Excerpt:** Knowing how to set goals that will drive your business forward, and then managing your efforts to reach those goals, is a sure way to give your bar a strategic advantage over the competition, and set yourself up for levels of success that you never thought were possible.  **Content:** Setting goals is something that every bar should do, but only some do. And most of the bars that do strategic planning and set long-term goals, only look at them when they write them. And ignore them until a year later when they are writing goals for the next year. Frankly, if you only do strategic planning and goal setting once a year “because you are supposed to” and then ignore it, you are just wasting your time. Knowing how to set goals that will drive your business forward, and then managing your efforts to reach those goals, is a sure way to give your bar a strategic advantage over the competition, and set yourself up for levels of success that you never thought were possible. ## The Value of Goal Setting Goal setting is one of the most powerful tools any business can utilize. By setting both long-term and short-term goals, you can give your bar a path to increased profits and give yourself a roadmap to a better work/life balance. ### Why Set Goals? The main reason to set goals is to give your work purpose. All businesses need a purpose to drive them forward. Your bar’s mission and vision statement are the foundation of that purpose. They are the grandiose ideals that you are reaching for. But, they are generally aspirational and not something you can ever actually achieve. Your goals, on the other hand, provide you with clear targets that drive you toward achieving your mission and vision, bringing your business closer to what you aspire it to be. Goals are also a way to communicate to your team where their focus should be. If your goal for this quarter is to reduce food cost by 2%, you have set direction for your team. They have something specific and concrete to achieve. Goals set the tone for how people work and what they focus on. Goals make you more productive. ### Long-term Goals Drive You Forward You should set lofty long-term goals. You need a vision for your bar that is going to push you past where you think you can go, and help you achieve amazing results. Maybe your goal is to increase sales by 50%. While that is not achievable overnight and could take years, it gives you a target. Something to strive for. If you set your goal at a 10%, instead of a 50%, increase in sales, you will increase your sales by 10%, feel great about what you accomplished, and stop. When you set long-term goals that are going to take years to reach, you need to make sure that you are pushing yourself and your bar to be the absolute best you can be, rather than just being good. Long-term goals are one of the single most important tools that you can put in place to guide you forward. They should go beyond your sales, and cover goals for your culture, for your team, and for your impact on the world. When you write something down and focus your efforts on it, you make it a reality. ### Short-term Goals Are the Stepping Stones Lofty long-term goals are great, but you need a path to actually achieve them. That is where short-term goals come in. Your short-term goals should be the milestones to get to your long-term goals. Once you have determined your long-term goals, you can work backward into your short-term goals. For example, let’s say your goal was to increase profits by 50% in three years. That is a solid long-term goal, but there are a lot of steps to make that a reality. One of the main determinants of your profits is your prime cost. Maybe to increase profits 50% in three years, we have a sub-goal to decrease prime cost from 62% to 50% during that period. We can further break that down to a goal of 57% after year one, 53% after year two, and 50% at year three. So, if this is year one, our goal is to decrease prime cost 5% this year. Regardless of what your actual goal is, breaking your long-term goals down into smaller, achievable, short-term goals turns what seems like an insurmountable task into doable chunks that give you wins along the way. Those wins serve as a way to energize you, build your confidence that you can reach the bigger goals, and help your team maintain their passion. ## What Are SMART Goals? SMART goals are a specific framework that can be used to set goals, focus your efforts, and increase your effectiveness. SMART stands for specific, measurable, achievable, relevant, and time-bound. By creating goals that meet these five requirements you can create goals that you can meet and that will energize you and your team. ### Specific Your goals should be specific. You need to know exactly what you are trying to achieve. Saying your goal is to “make more money”, “create a better work environment”, or “improve customer service”, isn’t a goal. Those statements could mean almost anything. Maybe instead of “make more money” your goal is to “lower prime cost” or “increase happy hour sales”. The more specific you can be, the better off you are. “Decrease beer cost” is even better than “lower prime cost”. Two components of a goal you should consider are: the who and the what. Who is doing the action to achieve the goal and what are they doing? Sometimes in a small business the who is implied. If your goal is to reduce draft beer waste, the who is going to be your managers and bartenders. Likewise, if your goal was to increase net promoter scores among guests sitting in the dining area, then the who would be your servers and managers. You can leave it implied or define it. But, always make sure your goals have a who and what. ### Measurable Your goals must be measurable. You have to be able to objectively prove that you have achieved your goals. For instance, if your goal is to “have better customer service”, what are you measuring to determine that? Is it net promoter scores? Or, maybe it is the guest check average? Or, the number of times you see your regulars in a week? If our goal was to “decrease beer cost”, we have a pretty easy-to-measure goal on the surface, but there are a lot of different ways to measure the factors that affect our beer cost. Maybe our goal becomes: “To decrease beer cost through reducing draft beer waste and reaching a draft beer yield of 92.5%”. Rather than look at every potential way to control beer cost, we have now defined one specific measurable. ### Achievable Your goals have to be something you can reach. I am not a particularly athletic guy, and while I live in the woods and love to hike, I am not a mountain climber. If I made a goal to climb Mount Everest next year, it would be laughable. There is no way I can build the skills and achieve the conditioning needed to safely climb Mount Everest in 12 months. In fact, if I set that as a goal and tried hard to achieve it, the goal is likely to demotivate me, as time passes and I realize more and more how much I am going to fail. In your bar, you need goals that you can achieve. Winning gives you the energy to move forward, losing doesn’t. If you set goals you will never reach, rather than motivating and pushing you forward they will do the opposite. That is why it is important to set lofty long-term goals and then short-term milestone goals that get you to that long-term result. Our example “To decrease beer cost through reducing draft beer waste and reaching a draft beer yield of 92.5%”, we have a goal of 92.5% draft beer yield as our measurable goal. That is achievable. It could probably be pushed to 95% or higher, but given that many bars are running systems that yield under 90%, and some even under 80%, it is an appropriate goalb . ### Relevant Goals need to be relevant. That seems like an obvious statement, but a lot of people and organizations make goals that are not. You can look at relevant in two different ways. The goal needs to produce a result that matters and the goal needs to fit in with your longer-term plans. If we decided that for our beer yield our goal was going to be to yield more from lager kegs than stout kegs, that would not be a relevant goal. The type of beer we are pouring has little to do with yield in general and is not going to help us achieve our long-term goal of reducing prime cost to increase profits. If we go back to our goal “To decrease beer cost through reducing draft beer waste and reaching a draft beer yield of 92.5%”, it is relevant to reducing prime costs. The goal itself is to reduce a cost that is a component of prime cost. In this case, our goal passes the test. ### Time-Bound A goal without a timeline will be pushed and pushed and pushed, and the goal will still be a goal a decade from now. Most of us are great procrastinators. Throw into that the normal crazy schedule of a bar owner, the five fires you had to put out just this morning, and the salespeople beating down your door, and you only have time for what you choose to prioritize. So, if you want any chance of accomplishing your goals you have to make them a priority, and the easiest way to do that is to give yourself a deadline. Deadlines are one of the best motivators to take action. You just need to make sure that your deadline is reasonable. If we want a deadline for achieving a 92.5% draft beer yield, we probably want to give ourselves a few months to fully get there, not expect that it can be fixed in a few days. First, we will need to root cause the issues, then develop countermeasures to increase our yields and train everyone on them. Then, we have to test those countermeasures and make sure they produce the results we expect. It is going to take some time. But, how much time, in this case, will depend on just how many draft beer taps you have, how many bars are in your establishment, how many bartenders you have, and so on. It would be very reasonable to expect this result within a quarter, regardless of exactly where you are starting from. So, we could update our goal to: “To decrease beer cost through reducing draft beer waste and reaching a draft beer yield of 92.5% within the next quarter.” ## Reaching Your Goals There are a few things you can do to make sure that you reach your goals. You need to document them, track your progress by using specific KPIs, and lastly celebrate your wins, especially those that are milestones to your larger goals. The more you make reaching your goals part of your daily workflow and the more you focus on pursuing specific improvements to meet specific metrics, the faster and more impressive your results will be. You manage what you see. ### Document You Goals Documenting your goals does not have to be a difficult task. You just need to write them down somewhere. You could do this digitally, like on a spreadsheet, or physically, like a poster board on the wall of your office. Frankly, while I do most things digitally since I consult the majority of my clients remotely, I think the best way to document your goals is on a physical poster board. This way you see it in your office every single day. Your goals are always right there in front of you. Plus, you can use sticky notes to show progress, blockers you are running into, and other notes on your goals. However you decide to document your goals, it is important that you have a single source that shows all of your goals, your progress toward those goals, and what still needs to be done. A visual resource on the wall is going to be easier for you and your team to quickly understand, than something digital. ### Track Your Progress You need to know where you are in your journey to reaching your goals. It’s important that you know both the progress you’ve made and the gap that still exists to reach your short and long-term goals. By displaying your progress, where your team can see it, you create motivation. Both motivation to reach for where we want to be and motivation because we know how far we have come. While you can track your progress in multiple ways, I prefer to track it on the same board I am using to document my goals. This way I have one resource that I can refer to that shows me and my team where we need to go and where we’ve come from across every goal that we are working on. ### Celebrate Your Wins In order to build momentum as you start to reach your milestones and your larger goals, it is important to celebrate every single win regardless of how big or small it is. This is how you build momentum in your improvements. It creates an engine that drives you faster and faster to reach the objectives that you have set out to reach. Celebrate every win. Reward the people that got you there. Publicly congratulate them in front of the rest of your team. And build that momentum. ## Final Thoughts Your bar will never make more profit, improve customer service, or achieve anything without effort. You need tools to motivate yourself and your team to excellence. By setting SMART goals, you are creating the groundwork for your success. Always set lofty long-term goals, and then set milestone goals to help you get there. If you set the right goals and put a system in place to help you achieve them, you will be able to do more with your bar and your brand than you ever thought possible. Goals are the keys that unlock prosperity. If you want more tools to help you set and achieve your goals or more information on how to develop visual aids to help display your goals for your team, make sure to [schedule a free 30-minute strategy session with The Bar Business Coach](https://www.barbusinesspodcast.com/strategysession). ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Strategic Planning **Tags:** bar business, bar industry, continuous improvement, hospitality, strategic planning --- ### [Creating Quality Food and Drink Photos Your Bar](https://barbusinesscoach.com/creating-quality-food-and-drink-photos-your-bar/) **Published:** February 22, 2024 **Author:** Chris Schneider **Excerpt:** You will often hear that people eat first with their eyes, and today, when many of your potential guests are going to come into contact with your brand digitally before ever coming in the door, it is more important than ever that you have high-quality photos of your food and drinks that drive guests into your door.  **Content:** You will often hear that people eat first with their eyes, and today, when many of your potential guests are going to come into contact with your brand digitally before ever coming in the door, it is more important than ever that you have high-quality photos of your food and drinks that drive guests into your door. There are lots of tips and tricks to making great photos of your food and beverages, but the main thing to always remember is that you need to show off your product and establishment in the best possible light (both literally and figuratively). Most bars are posting hastily taken photos that don’t make their food look great and are not driving sales. You need a strategy when creating content. It will make you stand out from the crowd when guests search for your bar online. ## Food and Drink Photography Regardless of what you are photographing, cocktails, beer, or food, there are some general photography tips and rules to keep in mind. By getting the basics right, you ensure that you are putting out the best possible content for your bar, and simplifying your content creation strategy. The good news is that you don’t need an expensive DSLR camera and professional lighting. If you have a relatively new smartphone, you can get a high-enough quality picture. But that doesn’t mean you can just snap any old photo off of your phone and expect it to work. Just like everything else in your bar, you need a strategy. ### Get Your Background Right One of the biggest mistakes that a lot of bars make when it comes to taking pictures of food or beverages is taking a picture that is of more than just a plate or a cocktail. For a great photo of a cocktail or plate of food, that is all that you need in the shot. There is no reason to include a lot of background. One great way to do this is to blur out the background and have the focus only on your cocktail. You could do this with a fancy lens, but plenty of free, or inexpensive, photo editing programs will allow you do to this right from your phone. It’s a great way to make sure the background doesn’t distract from your product. Another way to handle your background is to have it more in focus and strategically place items in the background to enhance the shot and tell more of a story about your cocktail, or food. This could be anything from your bar to ingredients you use in cocktail or food items, to bartending tools, or even your bartender making the drink. ### Framing the Shot Whether you are photographing food, beer, or cocktails, you should consider just what is in the frame and where the food or drink is located in the picture. One basic tennent of photography is the rule of thirds. Think about your shot as a 3X3 grid, with both the verticle and horizontal axis broken into equal thirds. Generally, photographs are more interesting when the main subject is not directly in the middle third, and is either towards the left or right third, with some open space in the remaining thirds. While this is not required if you are doing a close-up shot of a single product, if you are putting together a shot with background props or showing action, you should keep it in mind. ### ![](https://lh7-us.googleusercontent.com/I8sVVNU_2-a-z1fUDzbRFjSs_Yashs3qZVMsOSVmJeCg8PG5ANowj8VX5S0L9jwSY40TUczb5_uocQxu12SFZtZX1y-r6i77yUPyouz5s4PYgmeOVNigete-ySErGEzCp9Q-vl8Q0SytMWXglzTgBX0) Another consideration when framing your shot is what should the angle of the camera be to the subject you are photographing. Naturally, it depends on the subject. If you are photographing a beer or a cocktail, you almost always want a direct shot from the side or a 45-degree angle. This way you see the entire glass, and communicate a feel for the drink and the presentation. The best option for food is usually either directly from the side, like a cocktail, if the food has height, or from directly above if the food is flat. For example, you would photograph a burger from the side, and a pizza from above. You can do any angle in between, but these two tend to get the best results the easiest. The main thing to remember is that regardless of how you are framing your shot, the exact angle, or anything else, you need pictures that make people’s mouths water. You need to show your guests just how amazing what you offer is. Give them a reason to want to come in. ### Lighting To Make Food and Drinks Pop Lighting is one of the most important factors when it comes to producing an amazing photo. You want to avoid too many shadows and at the same time, you want to avoid pictures that have lighting that is too cool (think industrial fluorescent lighting, whereas old incandescent bulbs are much warmer). If you can get naturally defused soft lighting, that is always the best. Think of using a table right in front of your window when the sun is not beating straight through it, but letting in a lot of soft light. However, many of us in the bar business don’t have a lot of windows in our establishments and don’t work when it is sunny. ![](https://lh7-us.googleusercontent.com/He_WKsxgz5vowv9w_ir8VAj1huzJVvJV4QUZ5o_-99M7k7AUpHA08EShN1BQgM26sT3pVhwUr24WARPcfTY1lrtiuJVDF1FZdT6PY0D0jIOu6zE6FQCBT8yc96snMtubUcx5NqOcmftHgXPhOFoBMO8) There are plenty of low-cost options on Amazon or other sites for good-quality lighting. Again you do not need expensive professional lighting. Most of the lighting targeted at influencers will work perfectly for food. Look for ones that allow you to change the brightness and warmth of the LED lighting so that you can always optimize your lighting based on the ambient light. You may want to consider buying more than one light. You want to avoid harsh shadows in your photography. If you use two lights, both 45 degrees from the angle of the camera, you can minimize shadows and make sure that your food or drinks shine. One final tip, do not use your flash. While a flash is going to provide a lot of light, it is harsh light that is coming directly at the subject, rather than from as angle. It will create shadows, cause reflections, and other issues. You should always go for either ambient natural light or soft artificial light from the sides as opposed to a direct harsh flash. ### Make it Look Fresh The main goal of your food and beverage photography is to get guests in your door. That means your pictures need to show your food in the best possible light. You need to make your products look fresh. One of the best ways to do that is to undercook the food you are photographing. For example, if you are photographing a steak, you want to cook the steak at a very high heat to get great caramelization and char marks, but cook it for a very short time, so that it keeps its general shape and structure. You want it to be black and blue, not well done. Likewise, if you are photographing vegetables, you only want to blanch them. ![](https://lh7-us.googleusercontent.com/2Xa55yNzZXhMOtG8QkmC2r631JXIHpvmIjGuomdwte6Q3rGhNWMeKcQWG2WEye15tCxzGrMX2zHgZ-fNTQRWmpn_Ugn_fyiZFiXOpH-U6Y1FNHXbRQw8rRhmUHXS8SPYEQR_J9mC2b3oljdz1Fjs-A8) When it comes to cocktails, the main concern is your garnishes. For fruit, you should cut a fresh lime wedge, an orange wheel or any other fruit right before you take the picture. For your herb garnishes, keep them misted with water, or even in water (depending on how much the herb will absorb) before staging your shot. For garnishes on items like soup, you want them not only to look fresh but also to float perfectly on the top of the soup. One easy way to do this is to put a ramekin upside down in the middle of the soup bowl and fill the bowl until the ramakin is barely covered. Then, you just put the garnish on top of the ramekin, where it will sit nicely centered and above the soup. ### Tricks that Make Food Look Amazing and Inedible If you have ever eaten at a fast food restaurant you know that the picture of the burger on the window and the burger you get rarely looks anything close to the same. This is because a lot of food photos used by national chains are not entirely pictures of edible food. For example, it is common to use cardboard circles inserted between the layers of ingredients in a burger to make sure it has volume. This also works great for things like stacks of pancakes. Ever wonder why the cheese on photos of burgers always looks perfect? It’s because it isn’t melted on the burger while it is being cooked. Just like with a steak, a burger looks best when it is undercooked. The cheese can then be placed on the burger afterward when it is being assembled for pictures, and a heat gun or hair dryer can be used to melt the corners of the cheese on the burger giving it that perfect melted look. Some food photography tricks that are used in professional pictures go even further in staging a photo that shows off the food. For instance, most pictures you see of pancakes don’t have real syrup on them. Syrup gets absorbed into the pancakes too quickly to get a good photo. Most of them use motor oil instead. It is the same color but more viscous, so you get better drips and less absorption. If you see a picture of fries that are glistening, usually either clean vegetable oil was brushed on them, or they were sprayed with WD40, either way, you get the same effect. Other common tricks are using mashed potatoes for ice cream since it doesn’t melt, using glue for milk since it won’t absorb into cereal, and even using tampons dipped in boiling water or cigarettes hidden behind an item to create steam. Do not feel obligated to do these things. You have to decide where you want to draw the line between showing your guests your food or drinks and an artistic expression of what they could be. I have done all of these tricks at one point or another. But, I try to stay away from using things that motor oil or cardboard when I take food and drink pictures, there’s dishonesty to it. I always, however, undercook most things I am photographing and melt cheese with a hair dryer. You need to determine where you want to draw the line, and there is no wrong or right answer. But you need to be honest with your guests and yourself about your products. ### Beverage Photography Tricks When photographing beverages, just like with food, you need to make sure that you are showing your cocktails, wine, and beer in the best possible way. For cocktails, the main thing is to make sure that you keep your garnishes fresh. If you really want to make them pop, mist some cold water on them right before you take the photo. If you are photographing beer, one of the hardest things can be capturing the beer with a great head. The easiest way to make sure you get a picture-worthy head on a beer is to add some salt to it. This will cause it to release CO2 and keep the head looking great longer. Salt is also a great way to make sure pictures of champagne or sparkling wine show all those wonderful bubbles inside the glass. ![](https://lh7-us.googleusercontent.com/2-xTnAFb763-SDEja66l9XVc4rhlAuxtfiJqtdeFKUTVCqQKMRS37zduyBUWIG97HjtL17JzAZPOORBivGnNuW0HKl_eV5OUr_2oXjzdmOTMroakXwXhSeA5pZRTP7c23dPrBqeCKlJdlYoA2DhjY5w) If you want your glasses to have a frosted look, where there is condensation forming on the glass, and you are not in Texas in the summer, your best bet is to mist water onto them. Another way to make a drink that looks cold and refreshing is to make sure you use fresh ice, adding it right before you take the picture. You do not want to ice to dilute the color of your cocktail. You could also use fake ice since it will not melt or change the color of your drink. ## Final Thoughts One of the best ways to promote your bar online is to use high-quality pictures of your food and beverages that show your potential guests just how awesome you are. Mouth-watering pictures that make them feel like they need to come in and try what you have to offer. Just make sure that the actual drinks and food you serve are just as “Instagram worthy” as the photos. That way your guests will take their own pictures, post them, and market for you. If you are looking for more ways to supercharge your marketing, make sure to [schedule a free thirty-minute strategy session with The Bar Business Coach](/strategy-session) to learn how we can collaborate. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Marketing **Tags:** bar business, bar industry, hospitality, Marketing, photography --- ### [Building an Amazing Cocktail List](https://barbusinesscoach.com/building-an-amazing-cocktail-list/) **Published:** February 1, 2024 **Author:** Chris Schneider **Excerpt:** Cocktail menus came into their own in the last few decades with the boom in interest in craft cocktails. Where cocktail lists were once the domain of high-end bars, now guests at even the smallest rural dive bars are looking for a cocktail list. That means every bar needs a cocktail menu, and it needs to be designed to drive profits.  **Content:** Cocktail menus came into their own in the last few decades with the boom in interest in craft cocktails. Where cocktail lists were once the domain of high-end bars, now guests at even the smallest rural dive bars are looking for a cocktail list. That means every bar needs a cocktail menu, and it needs to be designed to drive profits. When considering items for your cocktail list, keep your margins in mind. The biggest benefit of having a cocktail list is that it will drive your guests to purchase certain items. Make sure that you have done your costing and price your cocktails to maximize profits. ## What Needs to be on your Cocktail List? Not all bars are the same. The cocktail list for a neighborhood bar or the alley dive will be much different than the list for a high-end gastropub. The demographics and psychographics of your clientele, your location, and your brand will all determine what your cocktail list needs. The ideas below are just to start you on the path of developing your list. One of the joys of bar ownership and management is the ability to be creative. You can push the standards, create new ways of doing things, and stand out. But, you need to make sure that you stay rooted in your concept, and that any menu you put out provides your guests with a cohesive experience. Make sure that you include your employees in creating your cocktails list. Let them present ideas, make and test original cocktails, and have a say in what is being served. Not only will this add more creativity to the process, but it will also ensure that one person’s tastes are not the only thing reflected on your menu. ### How Long Should Your Cocktail List Be? Some bars have cocktail lists with just five drinks, while others have extensive lists of well over 100 different cocktails. For most bars, five drinks isn’t enough, and 100 is far too many. One thing to consider when determining the length of your cocktail list is the growing issue, especially among younger guests, of menu anxiety. Many people get anxious when they are presented with too many options and can not easily sort through them to determine what they want to buy. That means longer is normally not better. At the same time, you need to give your guests enough options so that there are drinks on your list that appeal to different tastes. You don’t want to only have bourbon or rye whiskey-based cocktails or only include variations on a vodka martini, unless that is your concept. Your goal should be to present a well-rounded list of cocktails for your guests. There is rarely a reason to include too many traditional cocktails, since your guests will order those anyway. It is a much better idea to put a unique twist on an old fashioned on your list than a traditional old fashioned that your guests will order without being prompted. That being said, if there is a trending cocktail that maybe your guests wouldn’t think to order, even if it is a classic, it could be worth including on your list, for example, an espresso martini or a traditional daiquiri. For most bars, the optimal cocktail list is going to be between 12 and 24 items. That gives you enough room to include cocktails based on different base liquors, with different preparation methods, and different flavor profiles without overwhelming your customers. ### Balance Your Spirits Especially if you are limiting yourself to just 12 cocktails, you need to make sure that you are offering a variety of spirits on your list. While you can group spirits in many different ways, for most bars it makes the most sense to think about spirits as 6 different base liquors: vodka, gin, rum, whiskey, tequila, and brandy. For many bars, brandy is not something that they focus on, and not a main ingredient in their cocktails. That means you can simply list down to five base ingredients. You also need to keep non-alcoholic or low-alcohol cocktails in mind. These should be part of your cocktail list to make sure that you are appealing to the increasing number of guests, especially in the under-30 crowd, who are deciding where to drink based on the availability of non-alcoholic beverage options. To make sure you have a balanced cocktail list, it can be as simple as having roughly the same number of cocktails of each base liquor. So, for a 15 cocktail menu, you could have three drinks based on vodka, three on gin, and so on. The only issue there is that different liquors have different popularity. Some of the differences in popularity will be regional and some will be based on what is popular. For example, a cocktail list for a bar in Texas will normally include more tequila-based drinks than a menu for a bar in Newcastle, England which will probably lean hard into whiskey. A bar in Macedonia might feature different cocktails using Rakija, while most people outside of the Balkans don’t even know what Rakija is. You need to keep regional tastes in mind. If I were putting together a 15-item list for a bar where I live, in Southern Indiana, based on regional preferences and what sells here I would do something like four vodka cocktails, three whiskey cocktails, two rum cocktails, two tequila cocktails, two gin cocktails and two non-alcoholic cocktails. That way the spirits that sell best in the market are used more, but the list still offers a lot of variety. ### Don’t Play to one Flavor or Technique Unless you are running a very specific niche bar, you need a variation in preparation techniques, ingredients, and even the type of glasses you use. Too many bar cocktail lists feature only sweet cocktails. I plant the blame for that on chains that have been creating sugar-laden cocktail lists for decades. Unless you are a tiki bar and serving only sweet, tropical drinks, you need more variety. On the other hand, there are plenty of bars that want to stay as far away from those tiki drinks as possible and have lists that feature only liquor-forward cocktails. You need variety to appeal to the widest audience possible. Make sure your list includes some drinks that are more herbal, some that are sweeter, some that are fruit-forward, and some that are liquor-forward. Different people have different tastes. You need to make sure that you have flavors that will appeal to men and women, young and old alike. When it comes to technique, make sure you have some drinks that are shaken and some that are stirred at a minimum. You don’t want the preparation of each cocktail to look the same to your guests. When customers see bartenders using different tools and techniques it peaks their interest and can encourage them to ask questions, try new things, and expand their knowledge. Besides, if your whole list is made up of cocktails that require muddling, your bartenders could be prone to bad flashbacks from about 15 years ago when Mojitos became hot, and just walk out the door. ### Make it Seasonal People want different drinks in different seasons. Unless you are located in the Caribbean or some other tropical location, your guests’ tastes will vary based on the time of year. Your menu should reflect that. Generally, that means more liquor-forward whiskey, brandy, or other dark liquor-driven cocktails in winter, and sweeter, more fruit-forward vodka, tequila, and rum drinks in the summer. You should also try to work with local, seasonal ingredients when you can. If you live in an area that produces fruit, using local fruits during harvest can be a great way to keep your cocktails local, unique, and seasonal. Consider classic foods associated with different seasons like apple cider and pumpkin spice in the fall or citrus, herbs, and berries in spring. Not only will a seasonal menu make sure your menu fits what your guests are looking for, but it will also make sure that your menu has variety throughout the year and doesn’t go stale. ### Make Sure you Can Execute Not all bars have the guests or the team to pull off every type of cocktail. Your average neighborhood bartender is not going to take the time to shave off a piece of grapefruit peel to use when shaking a cocktail to brighten a drink. For that matter, many neighborhood bars don’t even have real grapefruit juice (the cheap can stuff doesn’t count), let alone an actual grapefruit. Ingredients are just one thing to think about when looking at your ability to execute. You also need to consider your physical bar layout and the skill level of your staff. Your physical bar layout needs to be set up in a way that makes it easy for your bartenders to make your cocktails. One of the most important metrics to track in your bar is the time it takes to serve a drink. Without the proper physical setup, you cannot optimize that metric. If your cocktail list contains items that require bartenders to gather ingredients from different areas or use tools that are scattered around behind the bar, your guest experience will suffer. When it comes to your employees, you need to be honest with yourself about their skill level. While I believe that you can train anyone, anything if they want to learn it, you cannot take someone who doesn’t know how to swim, throw them into the ocean a mile offshore, and teach them there. You need to strategically build people’s skill levels over time. ### Be What You Are One of the concepts that we touch on almost every week on this blog and the podcast is the need to have a cohesive concept. Everything about your bar from the website, to your exterior, to the interior design, to the service standards and menus needs to all fit into a single cohesive concept. If you are a dive bar, you probably shouldn’t have $18 cocktails with Cynar in them. Likewise, a high-end cocktail-focused bar probably isn’t a good fit for a Michelada. Your cocktail menu must be cohesive with the rest of your concept. Otherwise, you will confuse your guests and they will not understand what you are. That will lead to them not enjoying your bar as much, and maybe not becoming a regular. When you provide a cocktail list that fits exactly what your customer expects, the list itself can only improve and not muddle their experience. ## Executing your Cocktail Menu Once you have created your cocktail menu, you have to pull it off. That comes down to training your staff on how to make the drinks and creating the physical list that you present to your guests. ### Training Your Team A cocktail menu is only as good as the drinks that get served to your guests. Your guests must get the same drink every time they come in and order a cocktail, regardless of who is working. You need to make sure that you train everyone on your team to execute them properly. Training your team for a cocktail menu rollout requires that you walk them through the process of creating the drinks until they come out perfect every time and everyone has had an opportunity to try them and understand them. One of the best training methods is Tell, Show, Do, Review. Tell your team about the cocktail, the ingredients in it, and the process of making it. Show them how to make the cocktail and each step involved in detail. Then have them do it, making sure they are following the exact recipe and everything down to the presentation is perfect every time. Finally, take the time to review the drink standards, ingredients, and everything else. The goal is that every cocktail should be identical every time it is made, regardless of who makes it. ### Presenting Your Menu To Your Guests No cocktail menu works without a way for your customers to know what is on it. You have a lot of choices when it comes to how you present your cocktail menu to your guests. You could go with chalkboards, digital menu boards, or some other way to display the menu on your wall. Or you could design and print out a physical paper menu and put it on a menu board, in a menu cover, or laminate it. The main thing that you need to keep in mind is that the way you display your menu needs to fit into your overall concept. A high-end bar in the middle of a big city probably shouldn’t just hand folks an old crumpled sheet of paper, just like a custom handmade leather menu cover might seem out of place at a rural dive. Make sure you consider the readability and formatting of your menu to make it easiest for the guests to find what they want to drink. You should also consider where you place items on the page. The top and bottom items in a column tend to be ordered the most and should represent higher-margin items. Finally, you need to consider how you display your prices on the menu. You want guests to order what they want to drink, not what they want to pay for. It is best to put the price in the description, and not aligned to the right side of the page. You should also consider leaving off the dollar sign and decimals so that the price is less obvious. For more information on menu design make sure to check out The Bar Business Podcast episodes Menus That Sell Parts 1, 2, and 3 that go into detail on menu design best practices. ## Final Thoughts Creating a cocktail menu is something every bar needs to do. Cocktail lists are key to driving customers to purchase higher-priced and higher-margin cocktails. Plus cocktail menus create a better guest experience. A properly executed cocktail list is one of the most important tools to drive sales that any bar can have. If you are looking for tips on how to price the items on your cocktail menu, make sure to check out the 5 Steps to Cocktail Pricing for Bar Profits blog post. If you are looking for assistance in optimizing your cocktail list to drive sales and increase profits, [schedule a free thirty-minute strategy session with The Bar Business Coach](/strategy-session) to learn how we can collaborate. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Food and Beverage **Tags:** bar business, bar industry, cocktail menu, hospitality --- ### [Review Sites: The Good, The Bad, and The Ugly](https://barbusinesscoach.com/review-sites-the-good-the-bad-and-the-ugly/) **Published:** January 25, 2024 **Author:** Chris Schneider **Excerpt:** Review sites have a grip on bar marketing. Most potential patrons do research before they go to a bar, and they are more likely to view review sites than your social media. How your bar is presented on review sites is key to attracting new customers and your bar’s online visibility.  **Content:** Review sites have a grip on bar marketing. Most potential patrons do research before they go to a bar, and they are more likely to view review sites than your social media. How your bar is presented on review sites is key to attracting new customers and your bar’s online visibility. It is even more important if you are in a high tourism area. Most tourists don’t have the benefit of local word of mouth, following you on social media, or knowing anything about your establishment. That makes review sites their number-one source of information on where to go. Most of us in the industry have a love/hate relationship with review sites. They are frequently bashed for having no real quality standards for review, not taking down incorrect information, and supporting biased reviewers over good business owners. But, you only have two choices. You can ignore them entirely, at your own peril, or play the game and use them to help bring guests into your bar. By treating review sites as what they are, customer feedback, you can use the information to help improve your business. Careful management of your bar’s image on multiple review platforms needs to be a part of your bar marketing efforts. ## What are the most popular and influential review sites? When it comes to review sites, there are plenty out there, but three have an outsized impact on potential guest traffic. Those are Google, Yelp, and TripAdvisor. What is interesting is that each review site attracts a different audience, and each site has its benefits and issues. This means that with each site you will need a slightly different approach and different expectations. Your overall bar marketing plan should include all three of these sites, and how you intend to handle them. ### Google Google is the most influential review site. Google search handles over 90% of all internet searches worldwide. That means that almost anytime someone searches for your bar online, they are going to use Google and see your rating and reviews. Add to that the fact that Google Maps is the way most tourists will navigate and see what is around them, and the chances of a potential guest not coming into contact with your business on Google before coming in is very low. Your reviews on Google, or at least your rating, will be seen by almost every new customer who visits your bar. ### TripAdvisor TripAdvisor is probably the most widely used review site in the world and is a key source of information for travelers. It has a wider global reach than Yelp, so if you are in an area outside of the US, or an area of the US that is frequented by international travelers, it is going to be very impactful for your bar business. However, inside the US it tends to have fewer reviews than Yelp, so how impactful TripAdvisor is on your business depends on your target guest. ### Yelp Yelp is the review site that is most popular in the United States, it is also probably the most controversial. It is less focused on travel and hospitality than TripAdvisor and allows for reviews on any local businesses. There has been a lot of industry blame on them over the years, and I can tell you that I have personally had some less-than-great experiences with Yelp as a bar owner. Plenty of articles online talk about Yelp being a four-letter word. But here’s the thing, it isn’t going away. And as much of a love/hate relationship as many of us have with it, it is a real way to attract new customers and something that must be managed. You cannot just be mad about Yelp and ignore it. ## How Much Does Your Rating Matter? The short answer is a lot. Review sites provide word of mouth, and the fact is that many travelers, people looking to try a new bar for the first time, or new transplants to the area are going to rely on online reviews and ratings to choose where they want to go. These groups will normally see reviews and ratings before they ever check your social media. Where review sites do not have an impact is on your regular customers. They already love your bar and will be there regardless of what someone says online or how you are rated. But, regulars should only make up roughly 80% of your total volume, so you need to work hard to continuously attract new guests. ### What does the data show? A Harvard study of the impact of Yelp rating changes on restaurants found that an increase in rating of one star corresponded with an increase in sales of 5-9%. They also found that longer reviews carried more impact than shorter ones and that the overall number of reviews influenced the perceived value of the reviews. A study conducted at Berkley estimated that “an extra half-star on Yelp reduces reservation availability by approximately 19 percentage points.” That is a huge impact on the flow of guests and those establishments’ bottom lines. Reviewtracker.com conducted a survey where 33% of respondents said that they would not dine at a restaurant with a 3-star rating. The good news is that they also showed that 68% of Yelp reviews are 4+ stars, with 1-star reviews making up only 16%. The overall star rating for a bar or restaurant is going to have an impact on attracting new customers. The more positive reviews that your bar has, the better off that you are. ## How Can You Leverage Review Sites to Attract Customers? As a bar owner, you have no control over how people rate or what they write about your bar. You don’t have control over which reviews Yelp or Google decides to feature, how they are sorted, or anything about the reviews and ratings. What you can control is how you deal with and leverage reviews and review sites for your business. Review sites need to be part of your overall bar marketing strategy. ### Claim Your Page Claiming your page across all of the review sites is the single most important step in using them to help positively manage your reputation. It gives you the chance to have some input on what the pages say, ensure that the general information is correct, and give you a way to respond to reviews. How you claim your page varies from site to site, but on most of them, it is a relatively simple 10-15 minute process. ### Fill Out Your Profile Once you have claimed your page, you need to fill your bar’s profile out in detail. Whatever information that you are allowed to contribute, you should contribute. To start, make sure you double-check anything that is already in the system. You need to ensure that your address, phone number, hours, and website link are all accurate. Then, make sure to add in your price range, cuisine type, or any amenities that you can. If the site allows you to write an about the business section, not only do you need to fill it out, but you also need to ensure that the brand voice and messaging are consistent with your other digital marketing and play into your overall cohesive guest experience. The last thing you need to do, if the site allows you to, is to add your own pictures. Like with all images you use for your bar across social media platforms, these should be high-quality pictures that show off your establishment and your food. ### Respond to Every Review You need to respond to every review. Not some reviews, not only good reviews, not just bad reviews, every single review on every major review site, and you need to do it within a week of the review being posted. That can seem like a daunting task. But, if you are smart about how you do it, and respond to reviews in the right way, it can greatly increase the perception of your potential customers. In fact, one survey showed that 12% of people said that a response to a negative review would change their feelings about the overall experience, with an additional 82% of respondents saying it could change their feelings, depending on the way the business responds. I would recommend setting time at least once a week to review the reviews that came in and respond to them. How you respond matters. There are a lot of opinions out there about the best way to respond to reviews. Whether you are responding to a good, neutral, or bad review, you need to make sure that you are responding in your brand’s voice. Another tip is to keep your responses brief. You do not need to write a book, just respond, show that you care, and are grateful for their input. When responding to good reviews, it is often enough to thank them for coming in and for their kind words, make a quick statement about something in the review, and invite them back in. Short, sweet, and to the point. An example of a response to a positive review could be: Thank you so much for coming in and your kind words about our bar. I am glad you enjoyed the Sidecar, it is one of my personal favorites on our signature cocktail list. Next time make sure to try our Brandy Flip, lots of guests who love our Sidecar love it as well. See you soon. Bad reviews are a little harder to deal with, both emotionally and in how you respond. When it comes to your emotions, the worst thing you can do is be defensive or try to argue with the reviewer. Nothing is gained from trying to prove a point about the guest having the wrong expectations or explaining why the situation was what it was. You need to try to keep your emotions out of the response as much as possible and show you care about what the reviewer said. You also should provide a way for guests to contact you, and invite them to come in again. An example of a response to a negative review could be: Thank you for bringing your recent experience at My Bar to my attention. We aim to give excellent customer service and the fifteen-minute wait to be greeted by a server at your table is not acceptable. Please accept our sincerest apologies for falling short. I am glad that you enjoyed our cocktails and food. If you would like to personally discuss your experience with me, feel free to email me at owner@mybar.com. We would be honored if you gave us another chance to show you that our service can be just as good as our cocktails. Thanks, Chris Owner You may or may not want to also offer something for free in your response to encourage the guest to come back in. There are different opinions on this approach. Some experts say that offering a free drink or appetizer is a great way to show that you care, while others say it is just a way to encourage people to leave bad reviews to get free stuff. Personally, I think it can go both ways and depends on your local area, culture, and the psychographics of your clientele. It is something worth trying, if you want to, but is in no way a requirement in your response. You need to use your best judgment based on your understanding of your guests. ### Reviews are Testimonials, Use Them Every positive review that you get on any platform is a testimonial about your bar. It is real customer feedback that you can point to and leverage for your marketing. I would recommend keeping a document on your computer where you put quotes for the best reviews you receive. You can even take screenshots of the reviews and use the images. These testimonials can then be used across your social media accounts as social proof of the great drinks, food, and guest experience that you provide. They are a great way to promote specific items, that were positively called out in a review and to use on your website. Just make sure that you are quoting your guests properly and not putting words into their mouths. Anytime you use reviews as testimonials on your social media pages, I would recommend not including the guest’s last name. While they did write that with their name in a public forum, so you are free to use it, it is best to afford your guests a bit of privacy in your digital marketing. ### Track The Trends One of the huge benefits of tracking and responding to your reviews every week is that you can aggregate the feedback from your guests. The easiest way to do this is in a spreadsheet. Create columns for the date of the review, and the rating, and then write down any areas that the reviewer either praised or didn’t like. Over time this will build into a valuable resource that allows you to see trends in your ratings, understand where areas you need to improve highlight what’s going right, and help you retain customers. This data will be crucial for strategic planning, determing topics for training, and ensuring that you’re optimizing your bar. ## Final Thoughts Most of us in the industry are not huge fans of review sites, but they are not going anywhere and have a real impact on your bar. You have to play the game and play it well. By making sure that you have claimed your pages on review sites, filled in all the information that you can, respond to every review, and aggregate the data to help guide your decisions you make sure that you are setting your bar up for success. If you want help optimizing your brand on review sites to create loyal customers, [schedule a free thirty-minute strategy session with The Bar Business Coach](/strategy-session) to learn how we can collaborate. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Marketing **Tags:** bar business, Guest Management, hospitality, Marketing --- ### [The Value of Food-Based Happy Hours](https://barbusinesscoach.com/the-value-of-food-based-happy-hours/) **Published:** January 18, 2024 **Author:** Chris Schneider **Excerpt:** Food-based happy hours are a way to drive guests to your bar without cutting into your bar sales. For many bars, food is used as a way to sell drinks. Statistically, guests who eat food while at a bar stay about an hour longer. That means that food is a great way to increase your beverage sales. By using time-specific food promotions you can keep the higher margins on your drinks while increasing guest satisfaction and length of stay without decreasing your cocktail margins. **Content:** Food-based happy hours are a way to drive guests to your bar without cutting into your bar sales. For many bars, food is used as a way to sell drinks. Statistically, guests who eat food while at a bar stay about an hour longer. That means that food is a great way to increase your beverage sales. By using time-specific food promotions you can keep the higher margins on your drinks while increasing guest satisfaction and length of stay without decreasing your cocktail margins. ## WHAT IS HAPPY HOUR? Most folks who work in and around bars are very familiar with the concept of happy hour. But it actually can mean different things in different places. At its most basic Happy Hour is a time-limited discount on alcoholic beverages. For example, half-priced cocktails from 4:00 pm to 6:00 pm. These discounts are usually very steep and are used to drive guests in during what otherwise may be a slower time of day. Multiple states in the US and countries and cities around the world ban or limit time-specific alcohol discounts. In the US, 9 states ban happy hours outright, and other states restrict happy hours in one or multiple ways: limits on when a happy hour can occur, limits on how long a happy hour can be, limits on the size of the discount, or bans on all-you-can-drink specials. Only 18 states in the US allow happy hours without restrictions. Ireland, France, and the city of Glasgow also ban happy hours outright. The general thought process behind these bans and restrictions is that time-limited discounts encourage people to drink in excess while the discount is available leading to binge drinking and an effort to prevent drunk driving. That means for many bars, they do not have the freedom to do whatever they want for happy hour. But, almost everywhere in the world, offering a time-limited food special is unrestricted. ## WHY ARE FOOD DISCOUNTS BETTER THAN ALCOHOL? When most people think of promotional bar ideas, they think of discounting their beverages. It makes sense. Most bars are doing two or three times the beverage sales compared to food sales. Plus, beverage cost is often lower than food cost, so discounting beverage prices means that you are still making a profit, while discounting food prices can mean taking a loss on the individual item. However, if you look holistically at sales, your goal is to maximize profits. It’s about increasing sales and maximizing profits. It’s about the total value of your transactions with your guests. Which part of the transaction is discounted doesn’t matter if the total transaction brings in more overall profit. ### FOOD-BASED VERSUS BEVERAGE-BASED SPECIALS – THE MATH As an example, let’s compare the difference in overall profits between a 50% off food and a 50% off cocktails special, assuming the guests ordered the same thing. To keep things simple, let’s say the guest ordered two cocktails and an appetizer, two rum and Cokes for $7.50 each and some nachos for $12.50, for a total bill of $27.50, and model out the two scenarios. ![Table showing math based on the scenario above](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/image-2.png?resize=635%2C139 "image-2 - The Bar Business Coach")Now, that is assuming only one person consuming the meal. If you had two guests, both order two drinks and then split the nachos, the difference is even more profound. ![Table showing math based on the scenario above](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/image.png?resize=636%2C142 "image - The Bar Business Coach")The difference is now huge. But that still isn’t factoring in the fact that guests who eat stay on average about an hour longer. If we modify the scenario based on that information, we could say that the food special not only is the reason the food was ordered but that it generated an extra cocktail sale for each of our two guests as well. In that case, with the food happy hour special we are selling three cocktails to each patron and nachos, but without it, we would just be selling two cocktails to each guest. ![Table showing math based on the scenario above](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/image-1.png?resize=638%2C140 "image-1 - The Bar Business Coach")Clearly, the math shows a huge difference between the two discounts. It isn’t going to always work this way in practice, but the point is to not be scared of increased food costs due to discounting food. What matters is not the specific menu item you discount, but the money you put in the till. And, while your actual food cost percentage may be higher due to food specials, you have not cut into your beverage profits at all, so you have maintained your margin on your most profitable products. ## WHAT FOOD DISCOUNTS WORK BEST? You can make almost any food work as a food happy hour special. But, you need to keep your food cost in mind and promote items that will help increase and not decrease sales. You also need to make sure you structure your discounts to not cut too deeply into your ideal food cost. There are a few key considerations for choosing the best items from your menu to discount for a food happy hour special. #### WHAT FOODS TO DISCOUNT? The best foods to discount are ones that you already have a low food cost percentage on. For a happy hour food special, most customers are not looking for a full meal. We are catching these guests on their way home from work, and they are generally after a snack before going home and having dinner a few hours later. So, what you need to do is focus on appetizers and small plates. The good news is that generally appetizers are some of the highest-margin, lowest total food cost menu items that a bar offers. Plus, you do not have to offer all of your appetizers in the special. This strategy works best when you pick five to seven appetizers or small plates to push during your happy hour special. These can change on a regular basis, week-to-week or month-to-month to avoid your guests getting tired of the same items, and the special losing its appeal. Beyond just looking at food costs, you want to pick items that will encourage your guests to drink. The best dishes to drive thirst and therefore beverage sales are items that are fried and salty. For most bars, they already have plenty of items like that on their menu, especially when it comes to appetizers. At the same time, you want to avoid foods that are too filling. You are aiming for an after-work snack, not a full meal. #### PICKING THE RIGHT DISCOUNT One of the easiest and most common happy hour food specials is 50% off your current menu prices. It is easy to understand, and as long as you pick items with a food cost percentage of under 50% (which should be everything on your menu), you are still making a profit on the food that you serve. If you chose several small plates or appetizers from your menu that had a food cost percentage less than 25%, you could even offer a 75% discount and still not lose money on that item. Remember, the goal is not to make money on the food, the goal is to increase drink revenue during the happy hour period. You can also do deals that are not a straight percentage off and do not revolve around your current menu items. For instance, you might offer free food with the purchase of a drink. The whole concept of small plates and tapas stems from this idea. In Spain, after work, many people visit bars and sit outdoors to enjoy a glass of wine. The problem is wine is sweet and bugs love sweet liquids. So, it became common to put a bread plate on top of the wine glass to stop flies from getting into the wine. Smart bar owners made up little bites of food that they would put for free on the plates. And this wasn’t expensive food. That is why many classic tapas dishes have a very low food cost percentage. They saw the plate as an opportunity to differentiate themselves from the competition. You could also look at discounts like buy one appetizer, and get one free. The only real limit is your imagination. Just stay away from complex discounts. You don’t need your bartender to explain the happy hour special for 2 minutes to every guest who walks in the door. ## HOW TO MARKET HAPPY HOUR FOOD SPECIALS? The idea that you can just “build it and they will come” never works in the bar business. Just discounting food and not marketing it to your guests will just result in increased food costs and decreased revenue. You need to make your customers aware of the discount and bring in more guests to increase sales. You can not make a promotion a success unless you promote it. For a food happy hour promotion to work, you need to push it both internally and externally. #### INTERNAL MARKETING From an internal marketing standpoint, you should focus on two things when it comes to pushing a food happy hour special. First, training your team to know how to sell it, and second, using materials within your establishment to help raise guest awareness. Training your team on the special is the single most important thing you can do to push your happy hour special. They must have solid, first-hand knowledge of every menu item that is included in your special. They need to be able to describe them in detail to the guests and ensure the guests that they are getting the same items and portion sizes as when those items are not on special. To speak with that kind of authority, your servers and bartenders should have tried every item on your menu and know the ingredients. One other piece of internal marketing that needs to happen is some way for your guests to know about the special before talking with their server or bartender. This could be a sign promoting out the food happy hour in table tents on each table, a separate happy hour menu on each table during the happy hour times, or just putting it on a chalkboard during the happy hour period. #### EXTERNAL MARKETING To maximize the profitability of your happy hour special you need to reach not just the customers already in your establishment, but the larger customer base you draw from outside of your establishment. This means the promotion should be part of your website, SEO, and social media strategies. You should always have any specials you are currently offering on your website. Increasingly, people will not go out to eat unless they can view the menu and specials online before going out. Studies have shown that Gen Z has a high level of menu anxiety and goes out less because of it. That means they are even more like to view your menu online before they decide to come to your bar. So, your website needs to tell them as much as it can. SEO, or search engine optimization, is essentially how you put things on your website in a way that search engines can read. You are using keywords, tags, and phrases to make Google more likely to show your bar’s website when someone searches. While you can spend a lot of time and money on SEO, the big thing is to just think through what people may search for. For example, you should use the term “happy hour” all over your description of your happy hour special. That way if someone in your area searches for “happy hour” you are more likely to come up higher in the results. Also, think about related terms like “food special” or “appetizers”. For your social media, you need to post about your special. But, just posting a picture of the menu, or of a flyer doesn’t cut it anymore. You could feature a picture of a few of the dishes with a description of the special, just make sure that your food picture is “Instagram worthy”. A better idea would be to post a video of your chef or kitchen manager explaining the food items, going into some detail about how they are made, and inviting people in to give them a try. Social media works best when you create a connection with your guests. ## WHAT TO AVOID IN A HAPPY HOUR FOOD SPECIAL? Happy hour food specials are simple, and there are not many pitfalls to avoid. But, you do need to make sure that you set menu prices for your special that ensure profitability. Like mentioned above, try to discount food items that you are still making a small profit, even after the discount. Always keep your food costs in mind. Another pitfall to avoid is serving an item on special that is different than the same item normally. You do not want to reduce portion sizes. This will make it seem like you are not offering your guests a deal, and rather than feeling good about the transaction, they could view it as a bit of a bait and switch. Finally, avoid running a discount without supporting it. Make sure that you have the discount properly programmed in your POS system, that your team is well-trained on it, and that you have your internal and external marketing on point. The benefits of a food-based happy hour come from increased sales, and that doesn’t happen without systems, training, and promotion. ## FINAL THOUGHTS However you determine to run a food-based happy hour special, make sure that you rely on your sales data to show you how well it is working. While you will see increased food costs, you should also see increased alcohol revenue, guest counts, and ideally a higher guest check average, meaning you are not just bringing in more bar patrons, but that they are spending more on average. If you would like to learn more about how to use food-based happy hours to increase profitability for your bar or want assistance with executing a happy hour strategy, [schedule a free thirty-minute strategy session with The Bar Business Coach](/strategy-session) to learn how we can collaborate. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Food and Beverage **Tags:** bar business, bar industry, food menu, food specials, happy hour --- ### [7 Things to Consider When Purchasing a bar](https://barbusinesscoach.com/7-things-to-consider-when-purchasing-a-bar/) **Published:** January 11, 2024 **Author:** Chris Schneider **Excerpt:** For most aspiring bar owners looking to get into the bar business, whether they are looking to purchase a neighborhood bar, sports bar, wine bar, or gastropub, purchasing an established bar is the easiest, cheapest, and often smartest way to become a bar owner. Not only are you buying all of the used equipment you need at once, but you are also purchasing what is hopefully a successful bar concept in a great location and with a solid customer base. **Content:** For most aspiring bar owners looking to get into the bar business, whether they are looking to purchase a neighborhood bar, sports bar, wine bar, or gastropub, purchasing an established bar is the easiest, cheapest, and often smartest way to become a bar owner. Not only are you buying all of the used equipment you need at once, but you are also purchasing what is hopefully a successful bar concept in a great location and with a solid customer base. Plus, you should have some standards and procedures already in place, so you don’t have to build everything from scratch. However, there are a few key things you should always remember to investigate when looking at bars that are available for purchase. First, a quick reminder. I am not an attorney or accountant. While the information here is good general information, everyone’s financial, tax, and legal considerations are different. Make sure to engage local, qualified professionals familiar with your circumstances to advise you on your purchase. ## WHAT DO I NEED TO CONSIDER WHEN PURCHASING A BAR? If you research purchasing a business, you will come across the term due diligence a lot, but it isn’t always well-defined. Oxford defines it as: “a comprehensive appraisal of a business undertaken by a prospective buyer, especially to establish its assets and liabilities and evaluate its commercial potential.” In simple terms, you need to know everything about what you are stepping into before you lay down significant money to purchase a business. Think about buying a car. You wouldn’t just read a few articles online and write a check for $45,000. You want to see the car, drive it and understand how it feels, check if the seats are comfortable, and know exactly what you are purchasing. If you are buying a bar, you are spending a lot more than $45,000, so you need to investigate even more. ### CONSIDERATION 1: WHAT ARE YOU BUYING? One of the first things you need to figure out when purchasing a bar is what are you buying. In general, there are two types of purchases of a business, purchasing the shares/stock of a company or purchasing the assets of a company. When you purchase the shares/stock of a company, you are buying the existing corporate entity. That means that the licenses, contracts, debts, receivables, and everything related to the company are transferred to the new owner. This can be a benefit if you are in a jurisdiction that makes it difficult to transfer licenses, or an issue if you are buying a business with outstanding payroll or sales taxes. An asset purchase is just that, you are purchasing the assets of the company, but not the company itself. This is the more common way that bars are sold. It avoids any issues with liabilities that the company still has, since those contracts, back taxes, or other issues are still with the old owner and their company not on your new company. However, this means that all licensure, contracts, and so on must be transferred or redone. You may get different contract rates than the prior owner had with suppliers, insurance companies, and other vendors. While asset sales are seen as being safer, you need to work with your personal accountant and/or attorney in determining the proper way to buy the business you are looking into. There are pros and cons to either type of purchase. Make sure that if you purchase a business through a company stock sale you are doing in-depth reviews of all existing contracts, ensuring there are no outstanding tax liabilities, and that all compliance requirements are currently being met. ### CONSIDERATION 2: THE BOOKS When purchasing any business, especially a bar, you must understand the current state of the business. One of the best ways to understand what a bar is currently doing is to do a detailed analysis of their books. You need to review the financial statements to see if they are in line with industry averages, and if anything appears to be an outlier. Keep in mind that with any small business purchase, the books are not going to be as clean and well organized as what you would see in an example in a textbook. They will always be a bit messy, and frequently there will be accounts – a bookkeeping term for categories in the chart of accounts which are what you see as line items on a financial statement – that seem to not make sense or where the numbers seem off. One common reason why something may seem out of line with industry norms is that the owner is including some expenses that are directly related to the business, but not required for the operation of the business on the books. For example, maybe the owner has a truck that they use for getting items for the bar when they need to. If this truck is not included in the sale of the business, then the expenses related to the truck do not need to be considered when you review the financials. Another example could be the owner including travel to industry events or conferences. While industry events can be fun, attending them is generally not required for the business to operate. You need to adjust the books to only reflect the true, required operating expenses to get a better idea of the income. Sometimes, when reviewing the financials of a bar that is for sale, the revenue can seem off. One great way to double-check the revenue figures, you are seeing in the books is to request bar POS system data, so you can see exactly what was rung in and merchant services statements since those will show you the exact volume of credit card transactions. There is one other thing you should always do when evaluating the books for a potential bar purchase, have your advisors review them. Coaches, consultants, and accountants with bar industry experience often can see things in financial statements that may not immediately present themselves to someone with less experience reviewing them. Having looked at the books of thousands of companies over the years, I can tell you that experience makes any potential issues much easier to spot. So, make sure you have someone with a wealth of knowledge review the financials to see if there is anything off. ### CONSIDERATION 3: BUSINESS LICENSES AND GOVERNMENT COMPLIANCE You cannot operate a bar without the proper licenses and without complying with all relevant laws and regulations. Depending on where you are located these can include many different governmental and regulatory bodies, from the country level down to the city or even a local district. That means you need to know exactly what is required for your specific location. One of the most important licensing requirements is that in most areas you will need a liquor license to sell alcoholic beverages. In the US these are regulated on a state-by-state basis, with different requirements, license types, and restrictions in each state. Some states regulate the issuance of liquor licenses at the state level but also require county and/or local approval of all licenses that are issued. This means that transferring a liquor license may require multiple approvals at multiple levels of government. You need to know the exact process for your specific location, and that you can transfer the existing bar’s liquor license without any anticipatable issues. You will also normally need a food service license from your local health department to be able to sell food to the public. Depending on your local laws you may require other business licenses as well. When it comes to laws and regulations, you need to make sure that you are fully aware of all requirements for a bar or food service establishment and that the bar you are purchasing is currently in compliance. This could include requirements such as having a proper grease trap, maintaining a proper fire suppression system, or health code compliance with lighting. Many little details are regulated, and once you purchase a business, you are now the responsible party for fixing any issues that may exist. That is why it is key to know and understand all of the various compliance requirements and to ensure that the business you are purchasing currently meets those requirements. One other note of caution. If you are purchasing a business through an asset sale, where a new corporate entity is taking over the assets and operations, you may have different compliance requirements than the prior bar owner. For instance, if a new law regarding grease traps was passed while the prior owner operated the business, they may have been grandfathered in and were not required to meet the new standards. However, a new business operating in the same location may be required to do so. It is important to work with a qualified local attorney on these sorts of issues. Each jurisdiction will treat these differently, and not knowing what may need to be updated for compliance reasons as part of a sale can lead to bad surprises. No one wants to purchase a business and then be told that they must shut down and spend tens of thousands of dollars on updating the facility and equipment to open the business back up. ### CONSIDERATION 4: THE LANDLORD Most bars have landlords. If you are lucky enough to purchase the building a bar is in, along with the business, you are one of the lucky few. But for everyone else, having a landlord is just part of the deal. Your relationship with your landlord is one of the most important of all of your business relationships. How well the two of you get along can be a driving factor in your ability to update your facility, change your signage, or even have the hours that you want. You always want a landlord that you can have a good relationship with. I would avoid renting from someone who has a reputation for being difficult to deal with and whose current tenants are unhappy. You can always talk to other small business owners in the area to gauge what they think of your potential new landlord. Most business owners will be very direct in their thoughts. Most business sales do not come along with a new fresh lease, but an assignment of the current lease. This means you are taking over whatever lease the current bar owner has with the same terms, conditions, and length that currently exist. You need to have your attorney review the lease and see if any unusual terms need to be re-negotiated before an assignment. You also need to make sure that there is sufficient time remaining on the lease. It isn’t a good idea to purchase a business for hundreds of thousands of dollars and only have the rights to the space the business is in for a year or two. You will never be able to make back your initial investment before you potentially lose access to the space. While I am a huge fan of doing business on a handshake, you need contractional access to the space for at least eight to ten years to make sure that you have time to make your initial investment back. Even if you have a great landlord who says they want you in that business for decades, people sell properties and landlords change. Without the contractual right to the location for a longer period you cannot ensure that your business will be allowed to operate in that location. On a side note, it is generally not smart, unless you are in an area where this is commonplace, to sign an initial lease term over five years. You want to limit your potential liability if things don’t go well. However, you need to make sure that you have contractional options to extend the lease. For instance, an initial three-year term, with four, three-year options would give you the rights to the space for 15 years, but limit your liability exposure to only three years at a time. Most landlords are going to want longer terms than three years, such as a five-year lease with two five-year options, but everything is negotiable. Your attorney should be able to help you in negotiating the best lease terms based on what is standard in your area. ### CONSIDERATION 5: EQUIPMENT When purchasing an existing bar, most of the liquidatable value of what you are buying is in bar equipment. This includes all of the appliances in your kitchen, refrigeration both in the back-of-house, your walk-in and reach-ins, and front-of-house, like your draft system and bottle coolers. One good thing about most commercial bar equipment is that it lasts a long time. It is not uncommon in an older bar to have refrigeration units that are 30 or 40 years old and run great. However, those systems can be very expensive to replace. You cannot just take the current owner’s word that everything is in great shape. You need to have the critical and more expensive systems evaluated by a professional. If the current owner is using a company that regularly comes in and performs preventative maintenance on their equipment, they should be able to provide you with a statement from that company detailing the expected future usable life of that equipment. If not, you need to have your own expert come in and make an evaluation. You also need to make sure that you have the electrical, plumbing, and HVAC inspected. Not only will this help you make sure you don’t have any surprise expenses, but it can also help in ensuring that everything is up to the current code. The extent to which you need these systems inspected will depend on your lease if you are not purchasing the building. Some leases will have the lessee responsible for all repairs and maintenance of HVAC systems, for example, but not responsible for replacement, others will have the lessee responsible for maintaining and replacing the system if there are issues or have the landlord fully responsible for all maintenance and replacement. You need to make sure that whatever your lease responsibilities are, you have inspected and confirmed the condition of what you are on the hook for taking care of. ### CONSIDERATION 6: FURNITURE AND FIXTURES You must evaluate the condition of all furniture and fixtures you are buying. Tables, chairs, bar tools, and the like all have a serviceable life. You need to get some idea of how long the items you are purchasing will be usable. The single biggest thing to evaluate when it comes to bar furniture is the bar top itself. You need to make sure that the underlying structure is sound. Many bars are constructed out of wood. This means that they are prone to rotting over time since bars tend to come into contact with a lot of moisture. Depending on the material of the bar top itself and how it is sealed, there could also be structural and rotting issues in the top itself. Replacing physical bars tends to be expensive, so you need to know exactly what you are buying and any issues that come with it. When it comes to seating, you need to check that the seats, if they are upholstered, are not torn or worn to the point that they need replacement. Many bars use relatively standard seating, and you can buy a seat for a chair relatively inexpensively and replace it. But if you are purchasing a successful bar with more unique furniture what was a fifty-dollar, one-hour fix for a common chair or bar stool, could be a lengthy custom carpentry job. Always carefully inspect banquets or booths to make sure that they are structurally sound. If you notice issues with seats sagging, or booths generally being wobbly, you may need to work with a local carpenter to see if it will be easier and cheaper to replace those booths and banquets or to fix them. When it comes to tables, you need to look at both the tops and the bases of each table. Just like with seating, most restaurant tables are relatively standard, so finding replacement tops or bases shouldn’t be too difficult. But, if you have something unique, you need to make sure that your tables are structurally sound and in good condition. The more unique something is, generally the harder and more expensive it will be to fix or replace. ### CONSIDERATION 7: STAFF Most people purchasing a bar are planning to continue operations as they are with some tweaks, rather than changing the bar concept. That normally means that maintaining the current staff in their current positions is important to the sale of the business. You need to work with the current bar owner to see who they expect to stay with the business after the sale and who they expect to leave. It is not uncommon for employees to leave a bar when it is sold. This is especially true when the seller owns multiple bars, and the employee is going to transfer to another establishment that their current boss operates. Losing servers is generally not a hard hurdle to overcome, however losing key employees like lead bartenders, the bar, kitchen, or general manager can be very difficult. The last thing you want to do is purchase a bar and then walk in, only to find out that the management staff no longer wishes to work there. The current owner should be able to give you a decent idea of who is going to stay. It is common for employees of the bar to not be made aware of an upcoming sale until close to the closing, so what you are told can change over time. You just need to get all of the information that you can to plan as much as possible for any staffing needs you will have in the first week or two of ownership. There are a few instances where you may not want to retain staff or need to bring additional staff in with you when you take over the business. These are most common around management. It all depends on if you plan to operate the bar as the manager or not. The goal of every owner should be to free themselves up to work in and not on the bar, but especially in the early stages working as the general manager can be helpful to gain an understanding of the business and work on perfecting the standards and procedures. If you intend to be the day-to-day manager, and there is already a general manager in place, you may not want to employ that manager after the sale. Conversely, if you intend to have a general manager, and the current owner is filling that role, you may need to have a manager ready to go as soon as you take over. This means that you will need to find, interview, and work towards hiring a manager while you are doing your due diligence and investigating the purchase. ## PUTTING IT ALL TOGETHER Anytime you are purchasing a business there is a lot to consider, far more than can be included in one article. It is important to have qualified advisors who can assist you in identifying potential pitfalls and who know the common problems that bar buyers run into. You have to check every facet of the bar business you are buying. The last thing you want is to purchase a business only to be hit with multiple costly and unexpected issues. You also need a business plan to help guide your operations after the sale. If you are looking for additional information on what to look for when you buy a bar, or guidance related to a purchase you are currently investigating, [sign up for a free 30-minute strategy session with The Bar Business Coach](/strategy-session) to gain more insights and see how we can assist you with your business purchase and future operations. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Business Management **Tags:** bar business, bar industry, Bar Purchase, Buy a Bar, hospitality --- ### [5 Steps to Cocktail Pricing for Bar Profits](https://barbusinesscoach.com/5-steps-to-cocktail-pricing-for-bar-profits/) **Published:** January 4, 2024 **Author:** Chris Schneider **Excerpt:** For many bar owners, one of the most difficult tasks is determining what price to charge for cocktails. This guide will walk you through a methodology that you can use to maximize your bar profits through your pricing, ensuring that you can hit the margins you need. Without a repeatable, standardized approach to pricing, you are only guessing, which means leaving money on the table.  **Content:** For many bar owners, one of the most difficult tasks is determining what price to charge for cocktails. This guide will walk you through a methodology that you can use to maximize your bar profits through your pricing, ensuring that you can hit the margins you need. Without a repeatable, standardized approach to pricing, you are only guessing, which means leaving money on the table. ## WHY DO YOU NEED TO CREATE A STANDARDIZED APPROACH TO COCKTAIL PRICING? Every business is different. It’s unlikely that your bar will use the exact same pricing model as your competitor down the street. And, if we are honest, they probably are not doing the research you are doing, putting in the time to gain knowledge, and will have a more haphazard approach. This is what most bar owners do, and why most bar owners are stuck with net profits under 10% of revenue. You can only reach world-class profits (15-20%) when you pay attention to the details. The problem is that paying attention to every detail, all day, every day, yourself is not a sustainable model. You have to create systems, procedures, and standards that allow you to delegate some of your work, or that automate some of the processes. This is the only way to have a work/life balance and to optimize the time you spend in your business. The five steps to cocktail pricing below will empower you to make sure that you have your theoretical costs set up for a 15% net profit, and have systems in place that you can rely on every time you need to adjust your cocktail menu pricing. ## THE 5 STEPS TO COCKTAIL PRICING These five steps will guide you through the journey of pricing a cocktail from start to finish, they take some time, but once you have gone through this process once, and set up your systems, re-pricing your items to adjust for supplier price changes or recipe changes will be easy. ### STEP 1: DETERMINE YOUR MARGIN You will never maximize your net income if you don’t start by watching your Prime Cost. Prime Cost is the industry term for your cost of product production. It is similar to what most industries would call gross margin, although, unlike some other industries it includes your labor costs. To maintain a 15% net profit, you need a prime cost percentage that is no greater than 55%. Prime Cost Percentage = (Food & Beverage Costs + Labor Costs) / Total Sales Since Prime Cost includes your labor and food & beverage costs, for pricing we need to remove the labor component from the total so that we know what our target food & beverage cost is. Most bars that maintain a Prime Cost of 55% are between 25% and 30% on both food & beverage cost and labor cost as a percentage of sales. You could maintain both at 27.5% or more commonly, have a labor cost closer to 30%, and maintain a composite food & beverage cost at 25%. It will all depend on your individual bar’s concept, offerings, service standards, and so on. There is one other consideration to keep in mind. Not all items will have the same cost percentage. While you could create a cocktail menu, on which every item had an exactly 25% beverage cost, more likely you will have some items that are a higher cost and some that are a lower cost. That means to hit the 25% target, you have to factor in your product mix and the popularity of each item. Menu engineering is a tool that can help you do this. Once you have determined the cost percentage that you need for the cocktail you are pricing, it is time to move on to step 2. ### STEP 2: KNOW YOUR PRODUCT COSTS In step one, we determined the margin needed to be successful as a business, now we have to determine how much the cocktail costs so we can apply the cost to that margin and determine a price. Where many bar owners go wrong is in guessing a cost, coming up with a figure that they think is roughly around what the actual cost is. There are two major problems with this approach. First, when we guess, we are often wrong. The bar business is a business of details and data just as much as it is about providing a great guest experience. Without an accurate beverage cost for a cocktail, down to the penny, there is no way you can ensure that you hit the margin that you need to maximize your profits. Second, to the penny costing is the only way you can conduct analytical reviews of your menu items. Tools like menu engineering only work if you know exactly what something costs. Being off by three or four percent can be the difference between being able to take your family on vacation for spring break or not. You must know your costs to the penny. One thing to always remember when costing a cocktail is that everything that goes into the cocktail costs something, and that includes the garnish. You have to cost every single thing that is involved in the cocktail. If you make your own syrup or ingredients that go into a cocktail, you need to precisely cost those so they can be figured into your cocktail cost. For example, if you were pricing a simple Paloma, you would need to include the costs of the tequila, the grapefruit and lime juice, simple syrup if you use it, soda, and if you garnish with Tajin and a grapefruit wedge, those need to be included as well. ### STEP 3: DETERMINE YOUR THEORETICAL PRICE This is the easiest step of all, it is merely dividing the cost of the cocktail by the margin that you need to target. Theoretical Price = Cost / Margin So, say your Paloma cost is $2.00 and your cost margin is 25%. You get the following equation: Theoretical Price = 2.00 / 0.25 = $8.00 If only the math worked out that simply most of the time. You will rarely ever have an item that has a cost that comes out so nicely. More likely your cost will be something like $2.36, giving you a theoretical price of $9.44 (2.36/0.25=9.44). The difference between guessing what something costs $2.00 and knowing the exact to the penny cost of $2.36, really makes a big impact on the final price and your margins. I am sure some of you are asking the question, why does this say theoretical price and not just price? The answer is simple, in steps 4 and 5 we optimize this price to include taxes and fees and round to a logical number. If you are a business that does not include any taxes or fees in your total price and is cash-free, you could stop here. For everyone else, charging $9.44 for a cocktail just doesn’t make sense. ### STEP 4: ADD IN FEES AND TAXES If you look at the sentiment of guests on the internet, there is increasing backlash against bars that include credit card fees, service fees, kitchen fees, and other random fees that are added to the bill and not included in the price. Further, for most bars, it makes sense to include any sales or other taxes in the price of both beverages and food. This was very common historically in the USA and is by far the more common model globally, where the price is the price inclusive of everything. This is especially true for cash transactions since it can allow you to have all your prices set to the quarter, or half-dollar eliminating the need for maintaining smaller change in your cash drawer. To calculate what you need to add to your price for taxes and fees, first, you have to determine what you want to include. For most bars, I recommend calculating credit card processing and sales taxes in the price. But, depending on your exact situation this can vary. One thing to keep in mind is that both credit card fees and sales taxes are a function of the total end price, so if you add credit card fees in first and then sales tax, your actual credit card fees will be slightly higher than you modeled. The easiest thing to do is factor this in when you go to round prices, in the next step. However, a good rule of thumb is to add in credit card fees first and then sales taxes since the sales taxes generally are a much higher percentage than credit card fees. To add in your credit card fees, you first have to know what they are. Most credit card fees are composed of two components, a percentage that is charged on the total and a per transaction fee. The percentage can either be a flat rate or what is called interchange plus which takes the exact fee from the credit card company itself and the processor adds a small additional fee for processing the payment. The easiest way to model your credit card processing is a percentage. If you have been in business for a while, you can just take your total credit card fees divided by your total credit card sales and get an effective rate that you can use for modeling. If you have a new business, you can ask the credit card processor you are working with, or just use 3% as an estimate. Most bars will have an effective credit card rate of 2.5-3.5% so 3% is a good starting point. Just make sure you update all of your modeling once you have enough data to determine your actual effective rate. Your sales tax rate will be whatever rate your jurisdiction charges. In the USA this can be composed of multiple individual rates such as state, county, and local sales taxes, food and beverage taxes, or regional transit district taxes. If all depends on where you are. In most of the rest of the world, this will be your VAT rate. Our equations here will be: Theoretical Price + (Theoretical Price x Credit Card Fee Rate) = Price with CC Fees Price with CC Fees x Sales Tax Rate = Inclusive Theoretical Price Let’s use the $9.44 that we determined for a Paloma in the previous section as an example, with a credit card processing effective rate of 2.89% and a tax rate of 9%. 9.44 + (9.44 x 0.0289) = $9.713 9.713 + (9.713 x 0.09) = $10.587 ### STEP 5: DETERMINE THE FINAL PRICE As mentioned above, one of the goals of good pricing, especially if you have significant cash sales is to help eliminate the need for lots of different coins. This helps in a few ways. First, it decreases the number of coins you need to have on hand and count daily. Second, it makes it much easier for your bartenders to make change for guests quickly and easily. That means that you need to round your theoretical inclusive price to a logical number. When it comes to rounding prices, you generally want to round up and not down. Rounding up will give you a bit more cushion to your margins rather than cutting into them. This is a judgment call. I generally round anything more than 0.05 over the nearest quarter up, if I am rounding to the quarter, and anything more than 0.15 up when rounding to the nearest half-dollar. So for our example Paloma our un-rounded price was $10.587 or really $10.59. This is a case where all other things being equal, if I was rounding to the quarter, I would price the drink at $10.75, but if I was rounding to the half dollar, I would price the drink at $10.50. That being said, if the Paloma was the number one selling cocktail in the bar, I would be more likely to round this number up than down. Once you have rounded off your price, you have a price you can charge that will maintain your margins and help to ensure that you are maximizing your bottom line, which, as the owner, is what you get to take home. ## PRICING FAQS ### WHAT ABOUT MY COMPETITION’S COCKTAIL PRICING? Any time you price a menu item, you need to make sure that it fits in with the overall pricing in your market. Moist neighborhood bars in any area are going to have almost identical pricing. However, you cannot just pick what your competitor does, you have to make sure that you can make the margin you need. If you do the math and end up with a price significantly under the competition, you can charge the market rate and make a great margin, or charge a lower price and try to capture the volume in the market for that cocktail. If your price is significantly higher, you may need to adjust your ingredients to be able to offer the price at the market rate, or market your drink on why it is different, better, and therefore more expensive. ### WHY CAN’T I JUST USE THE COMPETITION’S PRICES TO SET MY PRICES? You absolutely can. Chances are they are making the normal 5-10% margins that most bars make. If that is fine with you then just copy their prices. If you want to maximize your bottom line, have a better work/life balance, and run a world-class bar you need to do your math, have theoretical pricing models that you use, and set yourself up for a 15%+ bottom line. ### WHAT IS THE BIGGEST MISTAKE BAR OWNERS MAKE WHEN DETERMINING COCKTAIL PRICES? The biggest mistake bar owners make is not doing their costing correctly to the penny. If you do not know your costs exactly, there is no way you can set up systems and tools that allow you to consistently achieve your target net income percentage. ### WHERE CAN I GET MORE ASSISTANCE WITH COCKTAIL MENU PRICING? The Bar Business Coach is here and available to help you with your bar, including menu development, item costing, and pricing. You can schedule a [free 30 minutes strategy session here](/strategy-session) to learn more about our coaching and consulting services and see if we would be a good fit to work together. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Food and Beverage **Tags:** bar business, bar industry, cocktail menu, hospitality, pricing --- ### [Mastering The Art of Hiring and Training a Bar Manager](https://barbusinesscoach.com/mastering-the-art-of-hiring-and-training-a-bar-manager/) **Published:** December 31, 2023 **Author:** Chris Schneider **Excerpt:** Running a thriving bar business demands more than just great drinks and a welcoming atmosphere; it hinges on having an exceptional bar manager. There is no way you can spend your time working on your bar unless you have a manager in place to handle the day-to-day operations. The process of hiring and training a bar manager can significantly impact the success of your establishment. **Content:** Running a thriving bar business demands more than just great drinks and a welcoming atmosphere; it hinges on having an exceptional bar manager. There is no way you can spend your time working on your bar unless you have a manager in place to handle the day-to-day operations. The process of hiring and training a bar manager can significantly impact the success of your establishment. ## TRUST: THE CORNERSTONE OF HIRING Hiring a bar manager is not merely a business decision; it’s entrusting someone with your livelihood. It’s common to grapple with fears and trust issues in this process. However, it’s crucial to remember that there are many experienced and trustworthy managers out there, and the key is to find the right fit for your business. - Promoting from Within: Considering promoting a current staff member to the role of bar manager can be a motivating factor for your team. It demonstrates that there’s room for growth within your business. Yet, it also presents challenges, such as navigating pre-existing relationships within the team. It is often harder for a manager promoted from within to initially have the power of management. Too many of their former peers will still think that they are on the same level and may have a tendency to think they can avoid following directions. - External Hiring: Opting to hire externally can infuse fresh perspectives and innovative ideas into your bar. However, this route necessitates a comprehensive hiring process to ensure the new manager aligns with your bar’s culture and values. Look for candidates who understand the business and how to effectively manage it. But be open to looking outside of the bar industry to hospitality industry managers from restaurants or hotels. Ensuring that your new hire will be able to fit in with and be a champion for your culture is more important than having specific industry knowledge. - Hiring Friends: Hiring a friend may seem like a secure choice due to an existing trust level. However, it can blur the lines between professional and personal relationships, potentially leading to conflicts. Too often you see situations where someone hired a friend only for that friend to not take the job seriously. Many restaurant and bar rescue shows have been made around this exact premise. That isn’t to say it cannot work, but you have to hire someone who can delineate between your personal and professional relationships. ## EFFECTIVE TRAINING AND TRANSITION Regardless of the path you choose, the key to success is providing your new manager with thorough training and facilitating a smooth transition into their role. Expecting them to excel without proper support can be a recipe for disaster. Instead, build their confidence by gradually delegating responsibilities, allowing them to grow into their position, and allowing you to build confidence and trust over time. Moreover, implementing systems is crucial. These checks and balances ensure that your delegated responsibilities are executed correctly, providing peace of mind and enabling your manager to perform effectively. Hiring and training a bar manager is a pivotal process in running a successful bar business. It demands thoughtful consideration, comprehensive training, and a supportive team to navigate the challenges and achievements of bar ownership. By mastering this art, you’re well on your way to maximizing your bar’s potential and achieving long-term success. For an in-depth discussion on this topic, [tune in to The Bar Business Podcast episode](https://www.buzzsprout.com/2128805/13669809). ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Team Management **Tags:** bar business, bar industry, bar life, Hiring, hospitality, Management --- ### [Sunday Morning Coffee](https://barbusinesscoach.com/sunday-morning-coffee/) **Published:** December 31, 2023 **Author:** Chris Schneider **Excerpt:** Sunday morning is my time to sit, think, reflect, read, and write with a fragrant cup of strong coffee. It has become one of the true joys in my week. It is one of the rituals that centers me, keeps me sane, and keeps my priorities in focus. **Content:** As a veteran of the hospitality, and more specifically bar, industry, one ritual that I have always held sacred is my Sunday mornings. That slow, peaceful morning, a fresh cup of steaming, dark, intense coffee, and my thoughts. Too often in hospitality, owners, managers, and everyone really, gets pulled into the craziness of the business. The weird hours, the physicality of the work, and our tendency to enjoy experiencing hospitality after work as much as we enjoy providing hospitality during work. We work hard, and party harder, and many of us barely make it from one day to the next as a functioning human. I remember when I bought my first bar. I was greener than I should have been, overly ambitious, and wanted to make my mark. I poured everything I had into my bar. I worked 80 to 100 hours a week for months. I kept pushing and pushing and pushing. It yielded great results. I managed to decrease costs, increase sales, and improve guest satisfaction and overall I was killing it as a new owner. But, for all that success, for everything that I was accomplishing, I was losing. Personally, I wasn’t functioning. I was too tired. I worked when I should have been sleeping. I was gaining weight because I was just grazing off the line throughout the day. I wasn’t getting any good physical activity. My personal life suffered as family and friends were pushed to the side for the business. I was achieving outstanding success in my business while slowly spiraling out of control. Had I continued down that path, I would have probably lasted another six, maybe twelve, months before having some kind of major medical issue, a mental break, or other catastrophic event. I was only in my 20’s. I was way too young to be down the road I was going. Two things saved me: First, I hired an amazing general manager and realized that the money it cost me was worth it. Yes, it cut a huge chunk out of the money that I was putting in my pocket. But, it gave me my life, friends, and family back. Money isn’t everything. Second, I stopped working on Sundays. To this day, I hold Sundays as a sacred day of rest. I don’t do any “real work” on Sundays. I read, write, work in my yard, run errands, and so forth. But, I never do “real work”. Sunday morning is my time to sit, think, reflect, read, and write with a fragrant cup of strong coffee. It has become one of the true joys in my week. It is one of the rituals that centers me, keeps me sane, and keeps my priorities in focus. Not everyone in Hospitality can have every Sunday morning off. Maybe your Sunday morning can be Monday afternoon or Wednesday evening. If you subscribe to a work hard/play hard hospitality lifestyle, you also need a time in your week, each and every week, that is held sacred to relax, think, and reflect. It is essential for maintaining your physical and mental health. That time is what will allow you to be the best you. Find your Sunday morning coffee. ![author avatar](https://secure.gravatar.com/avatar/83b223c43241e9855b815701fa5e10cbeb67020d93adfef5e25441d6f169a9f2?s=300&d=mm&r=g) Chris Schneider [See Full Bio](https://barbusinesscoach.com/author/lrwrflmy/) [ ](https://barbusinesscoach.com/author/lrwrflmy/) **Categories:** Mindset **Tags:** bar business, bar industry, bar life, hospitality, restaurant industry, work/life balance --- ## Pages ### [Home](https://barbusinesscoach.com/) **Published:** January 18, 2024 **Author:** Chris Schneider **Content:** # Elevate Your Bar, Elevate your life The bar business isn’t easy but with the right tools, strategies, and approach you can maximize your success. [Meet with Me to Learn How](/strategy-session) Book your Free 30-Minute Strategy Session Now! ## Unlock the Potential of Your Bar ###### Maximize your success organic ### Get personalized coaching for your bar Learn how our coaching program can help you optimize your business and maximize profits. organic ### Transform your establishment into a thriving and profitable venture Discover tailored approaches to menu development, team management, marketing, and more. ## The Bar Business Coach Framework organic ### Master your Mindset Maximize your potential to lead organic ### Craft Your Concept Create a structured path to profits organic ### Cultivate Your Culture Build a community around your team and guests ## Discover these Bar Owner Resources [![Cup Filled With Coffee Near Book](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/cup-filled-with-coffee-near-book-261579-scaled.jpg?resize=1290%2C968 "Photo by Pixabay - The Bar Business Coach")](/blog) ###### Bar Business Blog [](/blog) [![](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/IG-Post.jpg?resize=1200%2C1200 "IG Post - The Bar Business Coach")](www.barbusinesspodcast.com) [](https://www.barbusinesspodcast.com) ###### Bar Business Podcast [![](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/Instagram-photo-size-1080-x-1080-v-scaled.jpg?resize=1290%2C1290 "Instagram-photo-size-1080-x-1080-v - The Bar Business Coach")](/book) ###### Top-Shelf Profits book ## Get your free workbook craft your mission, vision, and core values Bar’s thrive when they have a culture that guides the business to success. You need a strong mission, vision, and core values to serve as the litmus test for your decisions. These cultural foundations will be the basis for everything from how you train, to how you hire, to how you deal with problem guests. Get your free guide to creating or refining your mission, vision, and core values. [Get Your Workbook Now](/workbook/) ![](https://i0.wp.com/barbusinesscoach.com/wp-content/uploads/2024/01/Screenshot-2024-01-26-133201.png?resize=589%2C776&ssl=1 "Screenshot-2024-01-26-133201 - The Bar Business Coach") ![Side view concentrated professional barman wearing uniform working at bar counter in cozy fine dinning restaurant](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/side-view-concentrated-professional-barman-wearing-uniform-working-at-bar-counter-in-cozy-fine-dinning-restaurant-3873980-scaled.jpg?resize=1290%2C898 "Photo by MorNa Tang - The Bar Business Coach") ## Take action to make your bar what you’ve always wanted it to be! Running a bar is a complex business, but it doesn’t mean you can’t achieve your dream of having a profitable bar while still enjoying quality time with your loved ones. You deserve a bar that provides you with financial stability, freedom, and a good work-life balance in recognition of the effort you put in. [Talk with The Bar Business Coach](http://lrw.rfl.mybluehost.me/strategy-session/) --- ### [Books](https://barbusinesscoach.com/book/) **Published:** January 19, 2024 **Author:** Chris Schneider **Content:** # Bar Business Books ## How to make top-Shelf Profits in the bar business ###### Proven Business Strategies to Build the World-Class Bar Concept of Your Dreams [![](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/Instagram-photo-size-1080-x-1080-v4-1024x1024.jpg?resize=1024%2C1024 "Instagram-photo-size-1080-x-1080-v4 - The Bar Business Coach")](https://www.amazon.com/dp/B0C5BMKDJN)*Bought this book after binging all the podcast episodes. Love that it’s written in a very personable and easily digestible way. If you haven’t bought it, I suggest you do.* *– Robert C.* ### CRAFT THE PERFECT BAR Whether you operate a neighborhood watering hole, manage a high-end gastro pub, or are looking to get into the bar business for the first time, this book will give you the know-how to put your establishment on the **path to success**. Most bars fail. That’s the reality. And even successful bars don’t generally produce the profit they should. What separates those who barely get by from the wildly successful? **Knowledge of the business** side of the hospitality industry. **Learn over 75 lessons** from hospitality industry veteran Chris Schneider. He shares decades of experience as he delves into everything from company culture to bar equipment to finances. These easy-to-read lessons provide straightforward, actionable strategies that you can implement right now: - Embrace a winning mindset - Create a stronger team culture - Supercharge your marketing - Deliver a unique guest experience - Optimize your beverage and food menus - Put more money in your pocket ### Silver Award Winner – the Nonfiction Book Awards *“It is clear Schneider has experience in a real bar business so it is not just theory. He is very generous in passing on the dos and don’ts to help people be efficient and profitable with their own business. Starting from what you want from the business, the vision behind it, Schneider leads you clearly through stages of funding, what the dreaded health inspectors want, and the crucial need to provide a clean and safe space for customers.”* *“I love the checklist and setting standards approach, and Schneider’s comments on design for both front-of-house and behind the scenes. There are lots of tried and tested pointers to being successful—75 lessons in all—so the book is well structured. It does exactly what it says on the cover…”* “I *am not in the bar business but after reading this book, it gives me encouragement to startup a business! Schneider has structured the book in a very understandable way and not to make this look scary. Of course, getting into any business is a bit scary but when you have excellent guidance like this book, it makes life a little easier.”* ## Coming Soon : Menus that Sell ###### CREATE BAR AND RESTAURANT MENUS THAT EXCITE GUESTS, BOOST SALES, AND BUILD LOYALTY ![Menu's that Sell Cover ](https://i0.wp.com/barbusinesscoach.com/wp-content/uploads/2026/01/menus.png?fit=621%2C935&ssl=1 "menus - The Bar Business Coach") Your menu is more than a list of food and drinks—it’s your most powerful marketing tool. It tells your story, shapes your reputation, and determines whether your tables are full—or empty. **Every description, price point, and design choice impacts your bottom line.** In this game-changing guide, industry veteran Chris Schneider shows you how to create menus that excite guests, boost sales, and build loyalty. From eye-catching layouts to profit-driving pricing strategies, from highlighting your signature dishes to training your team to deliver on them, this book gives you the step-by-step road map to culinary and bar success. Whether you’re fine-tuning a high-end steak house, launching a neighborhood gastropub, or revamping a busy bar, you’ll learn how to - Craft menus that spark cravings and drive upsells - Spotlight dishes and drinks that showcase your brand - Price for profit whiledelighting guests - Train staff to sell with confidence and consistency If you’re ready to transform your menu into your ultimate profit center, this is the book you’ve been waiting for. --- ### [The Bar Business Podcast](https://barbusinesscoach.com/podcast/) **Published:** January 16, 2026 **Author:** Chris Schneider **Content:** # The Bar Business Podcast ## Helping you spend more time working on your bar, and less time working in your bar. Welcome to the Bar Business Podcast, the go-to resource for bar owners who want to work smarter, not harder. In today’s ever-evolving hospitality industry, it’s not enough to simply run a bar – you need to be ahead of the game and constantly striving for success. Our host, Chris Schneider, draws on his over twenty years of experience in the industry to bring you valuable insights and practical advice every week. From creating a winning menu and designing a stylish bar, to effective marketing strategies and HR best practices, we’ve got you covered. Join us on the journey to bar business success and take the first step towards a brighter future for your establishment. ##### Make sure to check us out on: [Apple Podcasts](https://podcasts.apple.com/podcast/id1670251637) | [Spotify](https://open.spotify.com/show/08ie6dYkFixl4gWUjAo1yr) | [iHeart Radio](https://www.iheart.com/podcast/269-the-bar-business-podcast-108433829/) ![Bar Business Podcast Cover Art](https://i0.wp.com/barbusinesscoach.com/wp-content/uploads/2026/01/cover3000x3000px.png?resize=1024%2C1024&ssl=1 "cover3000x3000px - The Bar Business Coach") ## Our partners [![Quixspec logo](https://i0.wp.com/images.squarespace-cdn.com/content/v1/632f806b5011c727a1aa1212/0d213d6a-0415-4f55-8b11-4c9a9e96d3df/Container.png?w=1290&ssl=1)](https://www.quixspec.com/) **What makes QuixSpec different?** You know your business inside and out. You can read a room, predict busy nights, and manage through any crisis. But when it comes to the numbers that drive profitability – the real data you need for strategic decisions – most systems fall short. - **Industry-Specific KPIs:** Get actionable key performance indicators that allow you to make data-driven decisions that drive profitability. - **Intelligent Forecasting:** Most forecasting tools ignore hospitality realities. QuixSpec factors in weather patterns, local events, and industry-specific variables that truly move the needle. - **Weather Integration:** Know exactly when that thunderstorm will cut patio sales or when perfect weather will boost outdoor dining traffic. - **Local Events Impact:** Track how hometown playoff games, concerts, and community events affect your business and plan accordingly. - **Coming Soon: Complete Financial Picture:** The only bar and restaurant-specific platform that analyzes both P&L AND balance sheet data for a complete financial health understanding. - **Coming Soon: Customer Feedback Intelligence:** Automatically analyze customer reviews and social mentions to spot trends in service, food quality, and atmosphere. [![Dinning Alliance Logo ](https://i0.wp.com/images.squarespace-cdn.com/content/v1/632f806b5011c727a1aa1212/50355436-afcc-4428-b32a-9a6532e8157b/Untitled%2B%285%29.png?w=1290&ssl=1)](https://mydiningalliance.com/register/easy/?c=cjps&segment=Restaurant) **What is Dinning Alliance?** Dining Alliance helps foodservice operators of all sizes unlock real savings and earn CashBack through our industry-leading rebate program. Operators gain access to over 175,000 rebated line items from more than 350 top manufacturers—including trusted names like Tyson, Smithfield, Pepsi, Keurig Dr Pepper, McCormick, Conagra, Barilla, Unilever, and many more. In addition, gain access to exclusive discounted pricing with your non-food vendors like DirecTV, Cintas, Airgas and more! **Here’s how to get started:** 1. Click [here ](https://mydiningalliance.com/register/easy/?c=cjps&segment=Restaurant)and fill out the form 2. Schedule time with Kyle to complete your setup 3. Collect your savings Whether you’re looking to reduce costs or earn more on the back end, Dining Alliance’s rebate and discount program is built to help operators thrive. I am a proud partner of Dining Alliance. When you use the link above to schedule your time with Kyle and start earning CashBack, you are directly supporting this podcast. --- ### [FAQ](https://barbusinesscoach.com/faq/) **Published:** January 15, 2026 **Author:** Chris Schneider **Content:** ## **The Bar Business Coach: Frequently Asked Questions** ### **General Coaching & Business Strategy** **1. What is The Bar Business Coach’s primary mission?** The Bar Business Coach, led by Chris Schneider, helps independent bar owners transition from reactive operators to proactive, profitable business owners. The goal is to maximize financial success while ensuring owners regain their personal freedom and work-life balance through structured systems. **2. Who should hire a bar business coach?** Independent bar owners who feel stuck, under-profitable, or overwhelmed by daily operations are ideal candidates. Whether you are just starting out and want to build a solid foundation or you are a veteran owner looking to optimize labor and COGS, coaching provides the objective data and framework needed to scale. **3. What is the “Bar Business Coach Framework”?** Chris Schneider’s framework consists of three pillars: **Master Your Mindset** (leadership development), **Craft Your Concept** (operational systems and profit strategies), and **Cultivate Your Culture** (building high-performing teams and guest loyalty). **4. How long does it take to see results from bar coaching?** While long-term cultural shifts take time, most clients see immediate “quick wins” in profitability and labor efficiency within the first 30 to 90 days of implementing Chris Schneider’s data-driven strategies. --- ### **Profitability & Financials** **5. How do I increase my bar’s profit margins?** To increase margins, you must focus on the “Three C’s”: Controlling COGS, Capping Labor Costs, and Creating Guest Value. Chris Schneider teaches owners how to use automated tools and weekly audits to identify inventory leakage and optimize pricing based on overhead rather than just competition. **6. What is the target COGS for a successful bar?** While it varies by product mix, a healthy target for Cost of Goods Sold (COGS) in the bar industry is typically **18% to 24%** for spirits and beer. If your COGS exceeds 25%, coaching can help you identify whether the issue is over-pouring, theft, or improper pricing. **7. How do I calculate Sales Per Labor Hour (SPLH)?** Divide your total gross sales by the total number of labor hours worked during a specific shift. For example, $3,000 in sales divided by 20 labor hours equals an SPLH of $150. This metric is the most accurate way to measure and forecast labor efficiency. **8. Why is labor cost percentage a misleading metric?** Labor cost percentage only tells you what you spent relative to what you made; it doesn’t tell you *when* you were inefficient. Using SPLH (Sales Per Labor Hour) allows you to see exactly which hours of the day are overstaffed, saving hundreds of dollars per week. --- ### **Operations & Management** **9. How do I choose the right POS system for my bar?** A bar-specific POS system should prioritize speed and data reporting. Chris Schneider often recommends systems like **SpotOn** for their robust backend analytics, which integrate easily with labor and inventory tracking to provide real-time profitability snapshots. **10. What is the “72-Hour Window” in guest experience?** The 72-hour window is the critical timeframe after a guest’s visit during which they decide whether or not to return. Chris Schneider emphasizes that follow-up marketing and the initial “wow” factor during service are essential to securing long-term customer loyalty. **11. How can I stop employee theft at my bar?** Combating theft requires a combination of culture and technology. Implementing blind drops, mandatory waste logs, and weekly inventory weigh-ins creates a “culture of accountability” where staff knows the numbers are being watched. **12. Do I need standard operating procedures (SOPs) for a small bar?** Yes. SOPs are the only way to ensure consistency when the owner isn’t present. From “opening checklists” to “conflict resolution protocols,” having written standards allows your bar to run as a business rather than a personality-driven hobby. --- ### **Resources: The Book & Podcast** **13. What is Chris Schneider’s book “Top-Shelf Profits” about?** *[How to Make Top-Shelf Profits in the Bar Business](https://www.amazon.com/dp/B0C5BMKDJN)* is a comprehensive guide that breaks down the technical side of bar ownership. It covers inventory management, menu engineering, and the “mindset” shifts required to lead a successful hospitality team. **14. Where can I listen to The Bar Business Podcast?** The Bar Business Podcast is available on all major platforms, including [Apple Podcasts](https://podcasts.apple.com/us/podcast/the-bar-business-podcast-smart-hospitality-marketing/id1670251637) and [Spotify](https://open.spotify.com/show/08ie6dYkFixl4gWUjAo1yr). With over 200 episodes, it covers everything from Gen Z marketing to deep dives into bar automation and financial planning. **15. What topics are covered on The Bar Business Podcast?** The podcast features interviews with industry experts on topics such as TikTok marketing for bars, year-end tax planning, labor cost optimization, and the latest in bar technology. --- ### **Staffing & Culture** **16. How do I reduce staff turnover in my bar?** Reducing turnover starts with “Cultivating Your Culture.” Chris Schneider advocates for clear mission and vision statements that give employees a sense of purpose beyond just “slinging drinks,” combined with fair labor practices and clear paths for advancement. **17. What is the best way to hire bartenders and servers?** Focus on “hiring for attitude and training for skill.” Use a structured interview process that tests for reliability and cultural fit, ensuring that new hires align with your bar’s core values before they ever step behind the pine. **18. Does Gen Z marketing actually work for bars?** Yes, but it must be authentic. 55% of TikTok users have visited a restaurant after seeing menu content. Chris Schneider teaches that while viral videos are great for reach, converting those views into repeat guests requires a specific digital-to-physical funnel. --- ### **Getting Started** **19. How do I book a strategy session with Chris Schneider?** You can book a free, 30-minute strategy session directly through [barbusinesscoach.com/strategy-session](/strategy-session "barbusinesscoach.com/strategy-session"). This session is designed to identify your biggest “bottlenecks” and determine if the coaching program is the right fit for your goals. **20. Is the “Mission, Vision, and Core Values” workbook free?** Yes! Chris Schneider offers a free workbook on the website to help bar owners build the cultural foundation of their business. This serves as the “litmus test” for every decision made within the bar. --- ### [Workbook](https://barbusinesscoach.com/workbook/) **Published:** July 16, 2025 **Author:** Chris Schneider **Content:** ## Get Your Free Workbook: Craft Your Mission, Vision, and Core Values You’re exhausted from making the same decisions over and over. Your team doesn’t know what you actually stand for, so they can’t deliver consistent experiences. Guests leave and you’re not sure why. The bars that seem to have it figured out? They have something you don’t: a clear culture that guides everything they do. Mission, vision, and core values aren’t corporate fluff. They’re your decision-making toolkit. When you define what your bar stands for, every choice becomes obvious. Hire this person or not? Easy. Handle this situation how? Your values tell you. This workbook walks you through creating the cultural foundation your bar is missing. You’ll assess your current situation, craft statements that truly matter, and develop a plan to make it all stick with your team. No theory. Just the system I use with clients to transform their operations. Here’s what changes: You’ll stop second-guessing every decision. Your team will know exactly what’s expected. Guests will feel the difference and keep coming back. Most importantly, you’ll finally have a bar that works without you constantly managing every detail. ### **Get the workbook now** Name Email\* Submit ![](https://i0.wp.com/barbusinesscoach.com/wp-content/uploads/2024/01/Screenshot-2024-01-26-133201.png?resize=589%2C776&ssl=1 "Screenshot-2024-01-26-133201 - The Bar Business Coach") --- ### [Links](https://barbusinesscoach.com/links/) **Published:** July 15, 2025 **Author:** Chris Schneider **Content:** ![](https://i0.wp.com/barbusinesscoach.com/wp-content/uploads/2025/07/Copy-of-Headshot-Blue.jpg?resize=1024%2C898&ssl=1 "Copy of Headshot Blue - The Bar Business Coach") #### Chris Schneider --- [Book A Free Strategy Session](/strategy-session/) #### Get In Touch with Me [LinkedIn](https://www.linkedin.com/in/chris-schneider-74732021/)[Instagram](https://www.instagram.com/barbusinesscoach/)[Facebook](https://www.facebook.com/barbusinesscoach)[Email](mailto:chris@barbusinesscoach.com) #### The Bar Business Podcast [Bar Business Podcast Website](https://www.barbusinesspodcast.com)[Bar Business Podcast YouTube](https://www.youtube.com/@barbusinesscoach)[Spotify](https://open.spotify.com/show/08ie6dYkFixl4gWUjAo1yr)[Apple Podcasts](https://podcasts.apple.com/us/podcast/the-bar-business-podcast-smart-hospitality-marketing/id1670251637) #### The Bar Business Coach [Bar Business Coach Website](https://barbusinesscoach.com/)[Bar Business Nation FB Group](https://www.facebook.com/groups/barbusinessnation) #### Bar Owner Resources [FREE Foundations of Bar Culture Workbook](/workbook/)[My Book – How to Make Top-Shelf Profits in the Bar Business](https://www.amazon.com/dp/B0C5BMKDJN)[The Bar Business Blog](/blog/) --- ### [Strategy Session](https://barbusinesscoach.com/strategy-session/) **Published:** January 21, 2024 **Author:** Chris Schneider **Content:** ![](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/StratSes-copy-1024x452.png?resize=1024%2C452 "StratSes copy - The Bar Business Coach") ## Meet With Me to Discover How we can collaborate Are you looking to optimize profits in your bar? The bar business isn’t an easy way to make a living, but you can succeed by mastering your mindset, crafting your concept to drive business, and cultivating a culture that makes your team world-class and gets your guests flocking in the door. If you’re ready to turn things around and work less IN your bar and more ON your bar, don’t hesitate to schedule a call below. I’ll help you create a blueprint for success customized to your bar’s unique needs. ![](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/Headshot-transparent-1-1024x871.png?resize=1024%2C871 "Headshot-transparent-1 - The Bar Business Coach") # The Bar Business Coach Framework ## Master Your Mindset Maximize Your Potential to Lead Unlock the key to a thriving business by starting with the right mindset. Gain a deep understanding of your unique personality, values, strengths and weaknesses to manage your bar effectively. This knowledge will empower you to chart your own path, unlock your full potential, and operate your bar successfully. ## Craft Your Concept Create a Structured Path to Profits A successful bar requires a well-crafted concept that is seamlessly reflected in every aspect of the guest experience. From menus to management, each element should align with guest expectations to ensure profitability. By optimizing for a cohesive concept, we can refine your bar’s offerings to deliver maximum profits. ## Cultivate your Culture Build a Community Around Your Team and Guests Developing a thriving bar requires more than just a concept. It demands a strong and distinctive internal culture that aligns with your corporate values and team management. Your unique identity and values need to shine through your marketing efforts so you can attract the team and customers your bar needs. --- ### [Contact](https://barbusinesscoach.com/contact/) **Published:** January 18, 2024 **Author:** Chris Schneider **Content:** ## Elevate your Bar, Elevate your Life Unlock the Potential of Your Bar with The Bar Business Coach[](https://startertemplatecloud.com/e28/#) [**Email** Chris@BarBusinessCoach.com](mailto:chris@barbusinesscoach.com) [Phone +1 812-994-2202](tel:18129942202) ## Schedule Your Free 30 Minute Strategy Session Are you looking to take your bar business to the next level? Want to spend less time working IN your bar and more time working ON it? If you answered yes, then it’s time to schedule your strategy session with Chris Schneider, The Bar Business Coach. In this 1:1 session, you’ll learn how to optimize your bar through mastering your mindset, crafting a winning concept, and creating a world-class culture that will have your guests flocking in the door. Don’t wait – schedule your strategy session today and take the first step towards bar business success! [Schedule Your Free Strategy Session](/strategy-session) ## Contact Us Have questions or want to learn more? Fill out the form below and we’ll get back to you as soon as possible. Your Name Email Address\* Message\* EmailSend Message --- ### [Foundations of Bar Culture Workbook](https://barbusinesscoach.com/foundcultworkbook/) **Published:** March 8, 2024 **Author:** Chris Schneider **Content:** ## Get Your Free Workbook To Help Craft Or Refine Your Mission, Vision, And Core Values ![](https://i0.wp.com/barbusinesscoach.com/wp-content/uploads/2024/01/Screenshot-2024-01-26-133201.png?resize=589%2C776&ssl=1 "Screenshot-2024-01-26-133201 - The Bar Business Coach") Name Email\* Submit Bar’s thrive when they have a culture that guides the business to success. You need a strong mission, vision, and core values to serve as the litmus test for your decisions. These cultural foundations will be the basis for everything from how you train, to how you hire, to how you deal with problem guests. Get your free guide to creating or refining your mission, vision, and core values. --- ### [Coaching](https://barbusinesscoach.com/coaching/) **Published:** January 19, 2024 **Author:** Chris Schneider **Content:** ## Spend less time working IN ## your Bar, And more time working ## ON your bar Are you tired of working hard for little profit? It’s time to level up your bar business! Imagine a bar that not only consistently profits 15% or more, but also allows you to spend quality time with your loved ones, while delivering a world-class experience to your team and guests. The Bar Business Coach Framework can help you achieve all of this and more. Discover the path to increased profits and a sustainable work/life balance today! [Schedule your call now!](/strategy-session) ## Does this sound Familiar? - Are you feeling overwhelmed with the daily operations of your bar? - Do you feel like you’re stuck and cannot find a way forward? - Are you worried about high, uncontrolled costs? - Are you worried that you cannot rely on the skills of your team? - Do you feel like you’re missing out on important relationships due to the demands of your business? - Do you feel like you’re lost and cannot find a way forward? Don’t worry! There is a solution that can help you reclaim your time, increase your profits, build a team you can rely on, and live the life you’ve always dreamed of. ## Coaching is the answer! **It’s time to take control and build a sustainable future for yourself. We can guide you in increasing your profits, streamlining your operations, and reclaiming your precious time. Don’t let your business control you – let us help you create a bar that works for you. Join us today and start building the business and lifestyle you’ve always dreamed of.** [Get Your Free Strategy Session](/strategy-session) ## The Bar Business Coach Framework ## Master Your Mindset Maximize your Potential to Lead Unlock the key to a thriving business by starting with the right mindset. Gain a deep understanding of your unique personality, values, strengths and weaknesses to manage your bar effectively. This knowledge will empower you to chart your own path, unlock your full potential, and operate your bar successfully. ## Craft your Concept Create a Structured Path to Profits A successful bar requires a well-crafted concept that is seamlessly reflected in every aspect of the guest experience. From menus to management, each element should align with guest expectations to ensure profitability. By optimizing for a cohesive concept, we can refine your bar’s offerings to deliver maximum profits. ## Cultivate your Culture Build a Community Around Your Team and Guests Developing a thriving bar requires more than just a concept. It demands a strong and distinctive internal culture that aligns with your corporate values and team management. Your unique identity and values need to shine through your marketing efforts so you can attract the team and customers your bar needs. # Coaching FAQ What is coaching? Our personalized coaching program is designed to help you unlock the full potential of your bar and achieve your goals. We provide customized training and tools to help you optimize your mindset, fine-tune your concept, and energize your business culture. With our support, you can tackle any challenge and seize every opportunity. Our ultimate goal is to equip you with the knowledge and skills you need to succeed, and guide you through a systemized path to implement new ideas and processes into your bar. Let us help you transform your bar business and reach new heights of success. Why do I need a coach? Just like the world’s top athletes, the most successful individuals rely on coaching to take their game to the next level. And with my expert coaching program, you can do the same. Imagine working 1:1 with me, where I will push you to new heights and hold you accountable every step of the way. With my customized coaching plan, you’ll have a roadmap for success that’s tailored to your unique goals and needs. Whether you’re looking to increase profits, streamline operations, or build a better team, I’ll work with you to make it happen. Don’t settle for average when you could be the best in the business. Let me help you achieve your full potential and reach your goals. Isn’t coaching expensive? Let me make a case for why this could be one of the best decisions you ever make. Imagine what a 5-10% increase in your bottom line could mean for your business. Better profits could mean more time away from your business, less stress about money, and a better life. When you take a closer look at the return on investment, coaching is not only an excellent deal but also a potential game-changer for your business. My coaching program is designed to help you work smarter, not harder, and achieve significant improvements in profitability. We’ll work together to identify areas where your business could improve and create a plan to get you there. Don’t let cost hold you back from achieving success. By investing in coaching, you’re investing in your future. With our commitment to your success, you can be confident that you’re making the right choice. What is the Bar Business Coach philosophy? Every successful bar business requires the right mindset, concept, and culture. By combining interpersonal skills with detailed data and smart decision-making, any establishment can increase its net income. My philosophy focuses on developing strong relationships with customers, utilizing the latest data-driven insights, and monitoring our progress to ensure ongoing success. With this approach, I can assist you in building a profitable and sustainable business that you can be proud of. How do you know you can help my bar? The short answer is, I don’t. I cannot guarantee that I will be able to assist everyone, but I can assure you that we can have an open discussion to determine if we are a good fit for working together. With years of experience in the industry, I have worked with numerous clients and helped them achieve their goals. I am confident that I can do the same for you. So why not take the first step and get in touch today? Let’s discuss your business, your goals, and how we can collaborate to turn your dreams into a reality. How can I get started? Are you ready to take your business to the next level? Schedule a free strategy call with me today and let’s unlock your full potential. In just 30 minutes, I’ll help you identify the areas in your business that need improvement and show you how to achieve your goals. With years of experience in the industry, I’ve helped countless bar owners increase their profits, build better teams, and establish a culture of success. And I can do the same for you. Don’t let your business fall behind. [Click here to schedule your free call now and let’s get started on the path to success.](/strategy-session) ## Take Control of your bar and your life today! --- Don’t let your dreams of making your bar more successful fade away. Take the first step towards the life you dream of and book a free, no-obligation call with me today. I’m confident that after our call, you’ll see the value of bar coaching and how it can transform your business. This is your chance to take control of your future. So, don’t wait any longer and sign up for a call with me now. I’m excited to help you achieve your goals and take your career to the next level. [Let’s Optimize Your Bar](/strategy-session) --- ### [About](https://barbusinesscoach.com/about/) **Published:** January 18, 2024 **Author:** Chris Schneider **Content:** ## Meet ## Chris Schneider Bar Business Coach | Podcast Host | Award Winning Author ![This image has an empty alt attribute; its file name is Headshot-transparent-1-1024x871.png](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/image-3.png?resize=1024%2C871 "undefined - The Bar Business Coach") ![Person Holding Clear Drinking Glass](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/person-holding-clear-drinking-glass-5858063-684x1024.jpg?resize=684%2C1024 "Photo by Pavel Danilyuk - The Bar Business Coach") Bar Coaching and Consulting Expert ## Who I Serve 01 ### Independent Bar Owners I work exclusively with independent bar owners. Why? Because as a former owner of multiple bars myself, I understand your challenges. 02 ### Bars Looking to Maximize Success If your bar is “just getting by”, “okay as long as I am there”, or “not as profitable as I expected” then I am here for you. 03 ### People Getting Into the Bar Business Are you just starting, but want to make sure that you hit the ground running? I can help you set the foundations that you need to create an amazing bar. [Schedule Your Free Strategy Session](/strategy-session) ### Experienced Over 20 Years in Hospitality ### Podcast Host Top Bar Industry Podcast ### Award-Winning Author Nonfiction Book Awards ## About Chris Chris Schneider is an industry veteran with over two decades of experience in the hospitality sector. He has worked in every position, ranging from fast food to upscale dining establishments. Chris has owned, operated, and managed multiple businesses, with a primary focus on the neighborhood bar segment. He firmly believes that the hospitality industry can be transformed and taken to greater heights by blending traditional techniques with contemporary technology and data analysis. With extensive experience in accounting, professional services, and customer service delivery, Chris utilizes his expertise to assist his coaching clients. As the founder of The Bar Business Coach, Chris is committed to modernizing the approach of bar and restaurant owners towards their businesses. He helps them develop the necessary tools, standards, and procedures to achieve excellence and profitability. Furthermore, Chris is an award-winning author, for his book “How to Make Top-Shelf Profits in the Bar Business”, and he also hosts The Bar Business Podcast. He has been featured in articles from Bar and Restaurant, Beer Connoisseur, The Food Institute, and Fox News. Currently residing in southern Indiana, Chris is dedicated to sharing his knowledge and expertise with the industry’s professionals, enabling them to achieve greater success and profitability. ## The Bar Business Coach Framework - Master Your Mindset – Maximize your potential to lead - Craft Your Concept – Create a structured path to profits - Cultivate Your Culture – Build a community around your team and guests ![](https://i0.wp.com/lrw.rfl.mybluehost.me/wp-content/uploads/2024/01/pexels-chan-walrus-941864-scaled.jpg?resize=1290%2C726 "pexels-chan-walrus-941864 - The Bar Business Coach") --- ## Categories ### [Mindset](https://barbusinesscoach.com/category/mindset/) --- ### [Concept](https://barbusinesscoach.com/category/concept/) --- ### [Culture](https://barbusinesscoach.com/category/culture/) --- ### [Team Management](https://barbusinesscoach.com/category/culture/team-management/) --- ### [Marketing](https://barbusinesscoach.com/category/culture/marketing/) --- ### [Food and Beverage](https://barbusinesscoach.com/category/concept/food-and-beverage/) --- ### [Bar Business Coach Services](https://barbusinesscoach.com/category/bar-business-coach-services/) --- ### [Business Management](https://barbusinesscoach.com/category/concept/business-management/) --- ### [Strategic Planning](https://barbusinesscoach.com/category/mindset/strategic-planning/) --- ### [Personal Development](https://barbusinesscoach.com/category/mindset/personal-development/) --- ### [Public Policy](https://barbusinesscoach.com/category/public-policy/) --- ### [Technology](https://barbusinesscoach.com/category/concept/technology/) --- ### [Guest Experience](https://barbusinesscoach.com/category/culture/guest-experience/) --- ## Tags ### [bar industry](https://barbusinesscoach.com/tag/bar-industry/) --- ### [restaurant industry](https://barbusinesscoach.com/tag/restaurant-industry/) --- ### [work/life balance](https://barbusinesscoach.com/tag/work-life-balance/) --- ### [bar business](https://barbusinesscoach.com/tag/bar-business/) --- ### [bar life](https://barbusinesscoach.com/tag/bar-life/) --- ### [hospitality](https://barbusinesscoach.com/tag/hospitality/) --- ### [Hiring](https://barbusinesscoach.com/tag/hiring/) --- ### [Management](https://barbusinesscoach.com/tag/management/) --- ### [cocktail menu](https://barbusinesscoach.com/tag/cocktail-menu/) --- ### [pricing](https://barbusinesscoach.com/tag/pricing/) --- ### [Bar Purchase](https://barbusinesscoach.com/tag/bar-purchase/) --- ### [Buy a Bar](https://barbusinesscoach.com/tag/buy-a-bar/) --- ### [food menu](https://barbusinesscoach.com/tag/food-menu/) --- ### [food specials](https://barbusinesscoach.com/tag/food-specials/) --- ### [happy hour](https://barbusinesscoach.com/tag/happy-hour/) --- ### [Marketing](https://barbusinesscoach.com/tag/marketing/) --- ### [Guest Management](https://barbusinesscoach.com/tag/guest-management/) --- ### [mindset](https://barbusinesscoach.com/tag/mindset/) --- ### [photography](https://barbusinesscoach.com/tag/photography/) --- ### [strategic planning](https://barbusinesscoach.com/tag/strategic-planning/) --- ### [continuous improvement](https://barbusinesscoach.com/tag/continuous-improvement/) --- ### [no tax on tips](https://barbusinesscoach.com/tag/no-tax-on-tips/) --- ### [taxes](https://barbusinesscoach.com/tag/taxes/) --- ### [tips](https://barbusinesscoach.com/tag/tips/) --- ### [POS System](https://barbusinesscoach.com/tag/pos-system/) --- ### [SpotOn](https://barbusinesscoach.com/tag/spoton/) --- ### [Restaurant Tech](https://barbusinesscoach.com/tag/restaurant-tech/) --- ### [AI](https://barbusinesscoach.com/tag/ai/) --- ### [Gen Z](https://barbusinesscoach.com/tag/gen-z/) --- ### [Mocktails](https://barbusinesscoach.com/tag/mocktails/) --- ### [yearend planning](https://barbusinesscoach.com/tag/yearend-planning/) ---