The Hart Inn - shadow-crown.co.uk · 2016 . The Hart Inn . Business Development . Very attractive,Grade II listed family friendly North Devon Pub / Restaurant. With a 16th Century,

Shadow Crown Developments

2016

The Hart Inn Business Development Very attractive, Grade II listed family friendly North Devon Pub / Restaurant. With a 16th Century, classy cottage appeal - coupled with re-establishing itself as a local’s venue, has the potential and opportunity to develop back in to an Inn by way of developing the current landscape for 3 Letting (B&B) accommodations.

SCS Partner One The Hart Inn The Square Hartland Bideford Devon EX39 6BL

E: [email protected]

mailto:[email protected]

2016 The Hart Inn [Business Plan]

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Index

Sections: Page

1. Key Personnel 5 PERSONAL PROFILES QUALIFICATIONS TRAINING NEEDS

2. Outlet Analysis 6-10 THE LOCATION HISTORY TRADING AREA THE CUSTOMER FEATURES AND BENEFITS STANDARDS THE PRODUCT

3. Demographics 11-12

4. Trade Development 13-16 TRADING STYLE UNIQUE SELLING POINT THE FOOD OFFERING THE DRINKS OFFERING PROMOTIONS & MARKETING

5. Competitor Analysis 17-23 IDENTIFY AND LOCATE COMPETITORS OTHER COMPETITION

6. SWOT Analysis 24

7. Plans for the Business 25-26 SHORT TERM MEDIUM TERM LONG TERM STEPPING STONES

8. Marketing, Merchandising, Promotions and Communications 27-28 OPERATING PLAN

9. Standard Setting 29-30

10. Facilities 31-32

11. Food Opportunities 33-37

12. Staff Training & Customer Care 38

13. Controls 39

14. Development/Refurbishment Plans 40-47

15. Financial Analysis 48-50 ADDITIONAL HELP FOR SUCCESS FINANCIAL PROJECTION VARIATIONS


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KEY PERSONNEL

The following two names (persons) are the only participants (Partnership):

Partner One Nominated Partner & Financier

Key Roles: Front of House / Customer Care, Administration & Project Management

Background: Business Design, Management & Development Customer Services and Training

Qualification: NVQ Retail Management to Master in International Management

Focus: Customer Orientated Environments

I have worked in many industries over the years, be them another’s or my own, long or short-term contracts, as well as new project initiatives. This diversity and flexibility has led to the development of a wide range of skill and experience. The fruits of this journey to-date have taught me, that both negatives and positives, if used properly, can provide unique and productive outcomes. With the use of a wide learning/experienced lens, I am able to take in new ideas from all over the world and have indeed led to the achievement of my Masters Degree. Within this, I have become good at what I do.

Partner Two Partner

Key Roles: Hospitality, Kitchen Manager, & Stock Control

Background: Outdoor Pursuits, Training, Customer Care, Hospitality, and Catering

Qualification: A Level Art, Btec Customer Care, Health & Safety, Food Handling, and DSA Qualified

I have worked as a self-employed agent for most of my working career; this covers working with equestrian and motor vehicles as both a personal hobby, and as an outdoor activity for other people’s entertainment. Within this, I have also worked within the public sector relating to customer care, and teaching people how to drive. These experiences also ventured in to the maintenance of hygiene and safekeeping of buildings up to 100 rooms.

Combined We have approximately 10years plus in the Hospitality Industry, and the same again in varying customer care sectors.

Training Already being in procession of a personal license, and a lot of background skill and knowledge, we will still be looking to undertake whatever training is both needed and or available. This will range from refreshing or updating knowledge for Industry related business laws / practices, cellar management, to refreshing any Kitchen management certifications.


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OUTLET ANALYSIS

The Hart Inn

The Square Hartland Bideford Devon EX39 6BL

Location: [Image 1]

Hartland being accessible from A39 is a picturesque 11-12th Century North Devonshire Market Village, situated approximately 2-3 miles from both the Atlantic and Bristol Channel. Its position within the ward of Hartland and Bradworthy is-evenly situated as such, that you have access to larger trading areas of Bideford and Barnstaple to the east, and Kilkhampton and Bude to the southwest.

As of 2011, the electoral ward was-measured, by the Office for National Statistics (ONS), to home approximately a growing population of 3,019 people, with around half being-situated within a more-immediate approximation of a 3-5mile radius.

The Hart Inn itself overlooks the main market area of the village, landmarked by a war memorial, and is-known to the locals as the Square. Within the village, the Hart Inn currently shares its trade with three other immediate and prominently named establishments, with The Kings (Sports) being the Closest, then the British Legion (Social Club), and finally The Anchor (Hotel). Along with the Parish Hall and a free car park, Chapel and public toilets, Hartland also makes home for a Café, Artist Shop, Physiotherapist, Doctors Surgery, Hardware Store, Post office, Pottery Shop, Spiritualist, a small Repair Garage, and a Coastal Photographer.

Total area: 8,353.44 ft² (776.06 m²)


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History:

Well Established and Growing

With the Hartland Abbey, and St Nectan’s Church, playing a prominent role throughout the centuries, Hartland predates the 12th century, and with a mention in the 11th Century Doomsday book. It has also-been noted that "Hartland" is presumably derived from the Old English word "Heort", or a deer. However, within the same noting, the unreformed borough was-known in the past as, Harton, which was later in the 1800s abolished.

Throughout this history, The Hart Inn has not really had any mentions, which leads people to believe, that it first started out as a residential property, to then later on in the villages life (1890s to 1905), became a Public house. The building is estimated to be a 14-16th Century building, and whilst currently known as The Hart Inn, the earliest found record show that the Hart Inn was-previously known in 1914 as, The New Inn, which also in approximation saw the emergence of both the Anchor Inn, and the Kings Arms.

Once a letting establishment that welcomed travelers, it is still to this day a prominent feature overlooking the villages’ main trading area. This picturesque period building is Grade II listed, and both externally and internally, boasts allot of the period features, which also adds to the Market villages’ already charming environment.

(^ Early 1900s)

(Early 2000s >)

The Establishment over the years has been home to many proprietors / tenants, which have made both personal roots and family & friends to all that have led this business, including today with our selves.


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Trading Area: Dated Cottage Environment

As highlighted across prior pages, the trading area has - over the years been styles as both an eatery and or a drinking establishment. The trading areas can be-accessed via the front off the Square, and or from the rear car park through the garden.

Served from a fair sized commercial kitchen, which still has room for improvement, the main trading area will seat, internally, an approximated maximum capacity of 56 covers; this is broken down as 32 in the main bar area, a further 16 in snug room 1 (next to the kitchen), and 8 in snug room 2 (front of building). Further capacity can seat an additional 17- 32 covers, be them drinking or eating; this is broken down as - 4 to the front of the building overlooking the square, and 13-28 within the garden to the rear of the building. All told, the total trading area will cover approximately 84 people.

As noted within our time here - and mainly over the festive periods, footfall for drinking can also accommodate approximately the same number, topping out at an approximate maximum of one hundred bodies.

Unfortunately, and based on the established layout of the building, this does not give real room for offering such bar games as, Pool, Bowls and or Darts.


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The Customer: Polite, Traditionalists, yet Assertive

Living in and exploring the area for the past months, and from our progressive support, among a growing loyalty base, I have come to understand the local psyche; the village is looking for a community partner, and not a ruthless competitor. Therefore, whilst a competitive spirit is certainly needed, it needs to be marginally latent, as a full on approach may either - hamper or harm any potential, and or further growth of the Hart Inn.

From this knowledge, I have begun to identify the broader intrinsic and extrinsic aspects of the local and surrounding areas of the Borough. This now, and within itself helps me to identify both the current social and economic structuring, trends and economic direction for the business.

Along with being sticklers for detail, and good customer service, the last notable aspect that is also present within the Hartland community - is that they like a level of consistency, and a friendly and welcoming face. More information relating the customer can be-found within Demographics (Page 11).

However, to identify the audience by type at this stage, we are looking at a progressively growing demographic of either or both couples, and or family units that may include pets. Further to this, there is also a clear age grouping of mid- thirties upwards. When exploring activity platforms, we find we now have a growing number of social drinkers, as well as a spillover from the local and visiting skittles teams, which also include dart, card, and pool players; we also capture a lot of walkers, and holidaymakers. In general-terms of speaking, the Hart Inn has quite a wide demographic platform.

Features and Benefits:

Flexible, Adaptable and Welcoming

The Hart Inn is able to sum up its own Features and Benefits when you simply walk-in and explore the design of, and the air surrounding the Hart Inn. The Hart Inn still presenting allot of its old, otherwise original character features, it benefits from a prominent position overlooking the market area, on approach, and whilst being obvious that it is a Public House, has a greater display area to inform passers-by, and visitors, as to what it is offering and when.

From the latter talks, other aspects are that, the Hart Inn also benefits from access from the first mentioned market square, but is also accessible from the residential area to the rear of the building; therefore, it is-centrally positioned. Furthermore, the floor space has room enough to accommodate people both standing and seating. Additionally, all areas being serviceable; that is, it’s Bar, Snug Rooms, Toilets, and garden areas are easy to access by all, as well as those whom have mobility problems (which also does increase the diversity of footfall to the business).

To draw further from the location and history, the Hart Inn has-been rated by the locals as being: the picturesque and pleasantly designed building of its competitors; otherwise is warm, welcoming, and relaxing. This in-turn lends itself well to providing a home from home feature, yet benefits by presenting a well-to-do luxurious atmosphere - that customers neither have-to clean or maintain.

Standards:

High

Better still, to draw further on the latter, the view for the Hart Inn is, it both does and will continue to explore further the quality and accessibility of the atmosphere / environment, and how it presents its self to its customer base. To delve a little deeper, the Hart Inn already staffs (including ourselves) people that are both skilled, experienced, and prepared to meet a high mark of excellence to provide customers with an experience that can be both passed-on, but are also still wanting to come back for more.


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The Product: Competitively Priced, Quality Food, Serving Refreshing Local Ale’s

[Image 2; 2016]

Whilst most so far is a forward thinking topic, we continue in this vein, as a period between April and November 2015 saw the Hart Inn lose if not all, most of its reputation and or standing as the Gourmet House - earning it varying industry recognitions. This in itself has not generally helped the business, however, has presented a new opportunity to re- establish itself as a new local market leader, providing a food and drink service that is currently being reputed to be more akin to the area; Therefore.

From page-six inserted letterhead - and or card logo [Image 1], along with prior conversations relating to recent natural and business activities, coupled with the establishments’ history. I believe the image above [Image 2], along with four months work and consultation, will not only be the return of the past industry recognition, for quality of service, but also return a profound place of pride and prowess in to its food product and dispensing of alcohol.

Whilst the current products / building are still very attractive, the images aim is to instill further, otherwise re-establish, a well-rounded presence of its heritage, blended with a modern perspective, that is clean & fresh, as well as being an over-all well presented business proposition, as the Hart of Hartland.

THE HART INN


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DEMOGRAPHICS

To-further utilise a developed lens of past and present - to lead us in to the future, here we will delve just a little deeper to be able to identify the direction of the business. The following figures are as of April 2001 to March 2011 from the ONS, which show:

Variables of Gender Group

Table A

2001 Combined Data 2011

Variable

Measure Hartland and Bradworthy

Torridge (Non- Metropolitan

District)

Difference Hartland & Bradworthy

Variable

Measure Hartland and

Bradworthy


District) 2001 Population: Males

Count

1,449

28,820

70

Males

Count

1,519

31,167

2001 Population: Females

Count

1,506

30,145

-6

Females

Count

1,500

32,672

Combined Data

Count

2,955

64

Combined Data

Count

3,019

The statistics in [Table A] not only show the gender split, but it shows us what the current population is. This becomes more relevant when exploring the 10-year growth and retraction prospects for a captive audience; furthermore, from a drinking statistical point of view, this shows, albeit stereotypical, that the drinking audience is growing. The other interesting factor is, that the gender split shows that this ward is indeed reflective of a family / couples led environment.

Variable of Age Ranges

Table B


Variable

Measure

Hartland and Bradworthy


District)


Variable

Measure



District)

Age 20 to 24 Count 103 2,433 19 Age 20 to 24 Count 122 3,025

Age 25 to 29 Count 162 2,789 -44 Age 25 to 29 Count 118 2,634

Age 30 to 44 Count 548 11,243 -55 Age 30 to 44 Count 493 10,503




Working Age Count 1997 113 Working Age Count 2110

Reducing [Table A] down further into [Table B], along with a parallel to earlier front of house assumptions. To further increase the spectrum to those who are working longer, we are able to see both our male and female audience, and that there has been first an increase in the populace, but the audience is able to get out and enjoy the entertainment environment.


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Variables of Economic Activity & Groupings Table C


Variable

Measure



District)


Measure



District)

Employee; Part-Time Count 266 5,553 45 Count 311 7,250

Employee; Full-Time Count 496 13,122 45 Count 541 13,948

Self-Employed Count 516 6,288 98 Count 614 7,494

Employed, Full-Time Student Count 25 635 13 Count 38 880

Economically Active (Working) Count 1278 188 Count 1466

This table works in relation to the prior tables, in that [Table C] condenses further, by removing particular variables, to see the statistical value as to where the active financial flow will be coming from.

When looking at this data, it helps when beginning to identify first; the type of business model to develop - more so when exploring the trading area, and secondly; what type of audience The Hart Inn will attract when it is not servicing meal requirements. Without taking in to account the increase of foot traffic to the village in the holidaying (Peak) periods, this opportunistic approach, and whilst dividing down by 3 too, may see the business being able to capture a varying, yet annually cascading capacity of between 488.66 and 1466, to 703.33 and 2110 people.

To further advance on this presented data, along with others led by the parish council, the business and marketing efforts will see both an increase in year on year citizen numbers and peak footfalls.


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TRADE DEVELOPMENT

Trading Style:

Multi-faceted, traditional cosy-cottage environment

To draw further on aspects brought forward; being part of our persona and how we would like to grow this business, approved consultation by the locals and council members have certainly warmed to the idea that the trading style will be that of a home from home environment.

To strike such a balance between economics and ergonomics, and whilst remaining dynamic enough to be able to grow, we have achieved a great deal in relation to the shedding of the old persona that was once set for this establishment; what is-meant by this!

In the past, The Hart Inn was being styled as solely an eatery, yet it was once just a pub. Therefore, and from this, through trading hours and a refreshed trading area presentation, we are blending these two personas together, providing the Hart Inns customers with a traditional yet cottage-home restaurant environment, from which people then can stay and transition in to a full on, entertainment, and drinking environment.

Whilst this trading style has now been-sampled, I have also found that live acoustic music (e.g. Folk and Country) really works in this environment; which allot of people have enjoyed - and have asked for again.

In addition to the latter, we have found that there is little in the way of other interactive events in the village; meaning:

- First, there is no quiz night in the village, and is also being jumped-at when spoken about of being set up. - Second offering being, a competition cocktail night, which if not the majority, some think would be rather fun! - Third, we have discovered a double-sided aspect here, which further opens up the snug room’s prospects

providing (a) a calm spill over environment for televised sports events, and (b) with experience in training, we can offer a tidy space for training and conference venues and or business meetings.

- We are also looking to bring back the darts board during the winter periods. - Finally, and based upon popular request, we aim to convert and utilise the now dead space to the rear in the

garden, and turn it in to two, maybe three double, or family sized, high quality letting rooms.

To sum-up this desirable trade offering, as well as being-driven by the understanding that Hartland is both a holiday area across the peak periods, it is a very active community across the off-peak. We believe now, this balance of an ambient country cottage style can, and are being-created, now lending itself-well to being the all rounder establishment the community is looking for.

See, Development & Refurbishment for more information


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Unique Selling Points: Central, Attractive, and Traditional

Drawing out the detailing so far:

- The Hart Inn is more centrally located than the most to capture a wider audience, be-them local, or visiting. - After these many years, it still maintains its awe factor for its customers to share and enjoy. - Traditionally speaking, this grade II listed building still ouse with traditional character from its era. - The trade kitchen and its snug rooms are more than capable of serving a multi-faceted function. - The buildings easy to access layout, can accommodate for limited mobility users. - Family and pet friendly - Will accept, in-itself, modernisation without compromising its current character - Able to provide a different entertainment listing - Reputed for its food offering, and innovative takeaway option

The Food Offering:

Good Food, Locally Sourced, and on the Go

We overlay the now newly established idea of a high-quality Pub fare eatery, which serves both meat lovers and vegetarians (some vegan options are available), to which most people are-now becoming-enthused and proud about.

“High quality pub grub, at a good price”

“A return is a must”, and “Great innovative takeaway option”

(Trip Advisor, 2016) Whilst retraining the kitchen administrative process to limit waste, buying produce in as locally as possible, the menu has been styled in such a-way, that we offer a well-rounded package of starters, mains, and desserts. However, the innovation starts to shine through based on that the menu rotates once a month, to allow us to bring something new, to both the holidaymakers and, as equally important, the local residents. This rotation sees us leaving a choice of traditional offerings there for people to enjoy repeatedly, but will always have something different to come back too. The same menu system also offers a weekly Chefs special.

Besides special events, we have devised a period based menu from the same ingredients, comprising of: a Five-pound menu for quiz nights; a curry night, boasting a-very select sort of curries; a standard menu to fill the gaps, and a Sunday carvery style roast, which has dramatically taken off, as well as being-rated locally as the best in the area. This setup has-also been earmarked for rollout, but on a much smaller scale across the lunch times.

Whilst this can be-expressed as been great across peak periods, we have found that this option is indeed working within the current off-peak period, therefore, giving rise to the understanding that both winter trade, and peak trade, will increase.

To further our innovative spirit, a recently formed gap in the market, whereby the local square chippy has closed its doors for good, has allowed for us, and by popular request, to adopt a call and collect takeaway service; otherwise people can come and order, and have a drink at the same time!

See, Food & Drink Opportunities for more information


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The Drinks Offering: A good choice of local ales, regional beers, and a healthy selection of wines; kids are accommodated for too.

Along with the food offering, The Hart Inns drinks offer has received a lot of reworking too to be able to not only compete, but to maintain its current customer base. As the changes were being-made, we also saw an increase in foot traffic, and likewise with social drinkers.

Ales & Cider: Drawing on the traditionalist approach, the key feature, or word, for our Ale and Cider drinks offer is, Southern. What we have aimed for here, is a specialist approach based on a quirky environment that is eager to attract and impress visitors; however, we do not stop there.

Lagers and Beers: As most will agree, even in such a rural area, trends are still present. However, and whilst this being the case, we have upped the market standard on our taps, offering premium exports, extra cold brands, and some bottled imports.

Spirits & Liqueurs: As remarked, the Hart Inn has never seen such an array of choice, and good ones too; this has been styled for both the male and female audience in mind, but then it’s not too extensive - to become untenable.

Wining and Dining: The wine selection, with assistance from Carlsberg, has been-broadened slightly to attract the more connoisseurs of drinkers. This wine selection offers ranges from the South African, Chilean, and Australian regions which can be-either drank for pleasure, or as a food compliment; since the change, there is a progressive, but notable increase in capacity.

Hot Drinks: Not all custom is being-focused towards just visitors; from time-to-time, someone will-be either, a non-alcoholic drinker, a designated driver, and or simply does not enjoy alcohol with their food. Therefore, we have provided a hot drinks list, ranging from an espresso through to a cup of tea, or even if they would like to broaden their taste buds, choose a flavouring; so far, Vanilla, or Hazelnut Latte.

Soft Drinks: Age specific, hypoallergenic, or preferred dogmatism, whatever the reason, we have started to extend on the cross over area, where this really does encompasses a wide range of folk. From the previous offerings, we have refined and extended our soft drinks menu, to incorporate the more familiar and or popular soft drinks, such as, the Appletiser, Ginger Beer, and J2O range.

See, Food & Drink Opportunities for more information


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Promotions & Marketing:

If it is good enough, tell people about it!

Marketing: From point of entry, I found that the Hart Inn was predominantly working from Facebook and Trip Adviser. Whilst these two marketing entities are within themselves a great source for an audience, they can be still somewhat limited.

Since being-immersed, we have re-established a market presence on the latter two entities, but we have also extended the field to cover;

- Hartland Post, - Hartland Peninsular, - Click Marketing for B&B accommodations and food, - Around and About Britain, - I have also linked with at least 60pc of the local B&B establishments. - I have also secured a URL to further establish and enhance the Hart Inns position, and provide it with an online

presence / identity that it never had before. (www.thehartinn-hartland.uk) In addition to developing a cost effective, yet extensive listing, I have also invested some time in readjusting the buildings advertisement boards to be able to convey its message as-clear and as-wide as-possible; which also includes an ‘A-board’ to be able to accommodate for rolling events.

Furthermore, and because the Hart Inn has more than one internal area, through a short-term trial package with BT Sports, we are starting to capitalised on the digital media package to be able to present our eventual website, current menu and specials, along with any up and coming changes and events throughout any TVs invested in.

Promotions: Our promotions will naturally tie in with our marketing. However, and to broaden the content, we aim to, and have, promoted new and special offers which have covered; a Christmas Mulled wine, which went really well; We have offered a Valentines and Mothers Day special menu; we also aim to tie further promotions in with national events such as St Patrick & George’s day, and Easter.

Further promotions will eventually become available, and will tie in with both our trading style (Page 13), and televised Sporting events.

As a summary of statistical values against this so far business modeling; the Hart Inn presents itself as being able to meet a broad market expectation, ranging from the traditional discerning diner, through to its largest target audience of Conventional Rural Regulars, and does not totally price out the squeezed spenders. (CACI, 2013, Acorn Social Scene)

http://www.thehartinn-hartland.uk/


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COMPETITOR ANALYSIS

As it stands, the work we have undertaken so far has seen our reputation expand as far as Woolsery (Woolfardisworthy), which are 5.1-miles Southeast of Hartland. To work in parallel with this rapid growth, we set our sights to explore The Hart Inns competition that is within this 5-mile radius.

As touched-upon earlier on in this business plan, this is where we are going to explore our competitors further and break them down to show how we either fit-in, or – secure an exclusive corner of the Villages Market Place.

Process of Elimination:

The market place currently positions The Hart Inn with seventeen [17] competitors within an eight [8] mile radius; thirteen [13] of which are within our currently identified five [5] mile reputed radius (area of effect is still growing).

Breaking this down further, the focus identifies seven [7] Pubs and Full-on venues, plus one [1] restaurant, two [2] are Registered Clubs, and three [3] are Residential Businesses - (13). Whilst not dismissing any other economic activity, as this is for later progression, we further reduce our competition to identify business type; therefore, I will remove the Residential and Registered Clubs [-5] = (8)

Furthermore, but again not dismissing for future growth, we remove the one [1] Exclusive Restaurant, equaling (7) immediate competitors. However, what we will do here for closer analysis is, narrow the view to a three (3) mile radius, identifying three [3] for immediate full review, leaving us with four [4] for a brief combined market-place analysis.

To bolster this presentation, this section will remain fluid to account for the other Ten (10) competitors for when the Hart Inns reputation and effect grows, triggering the need to revisit this plan.

CACI - CGA Licensed Premises

(10) 1.

Hartland Royal British Legion Club,

Hartland

Social Club

0.1m

2. Fosfelle, Hartland Guest House 0.5m 3. Mettaford Farm Cottages, Hartland Guest House 1.3m 4. Milky Way Adventure Park, Hartland Restaurant 4.3m 5. Farmers Arms, Woolsery Local Pub 5m 6. Manor House Woolsery Guest House 5m 7. Woolsery Sports and Community Hall Woolsery Social Club 5m 8. Bideford Bay Holiday Park Bucks Mills Holiday Park 5.5m 9. Mad Hatters Cranford Hotel 5.9m 10. Hoops Inn Horns Cross Local Pub / Guest House 7.3m

The following three for analysis are...


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Anchor Inn Fore Street, Hartland, Bideford, Devon, EX39 6BD (0.7m)

License Type: Freehold / Free house

Business Model: With a Pool, Skittle, and Darts Team, is a community pub, which is wet-led. Additionally, and whilst

sporadic, may provide evening dining; however, is likely to concentrate on breakfasts, as it is a Hotel with 11 rooms.

Customer Base: Locals (ages vary), Sport Enthusiasts, and Holiday Guests

Main Strengths: Its 11 Rooms; One large, and one small - ground floor trading area; Web Presence

Food Offering: Including Prices SNACKS

Homemade Soup of the Day with crusty roll £4.25 Jacket Potato with butter , salad garnish & a choice of fillings £5.74 Cheese, Tuna, Beans, Coleslaw Chilli or Ham Ploughman’s with crispy salad, coleslaw, pickles & crusty roll £5.95 Cheese or ham Sausage Egg & homemade chips £4.95 Sausage Mash & mushy or garden peas £4.95 Home cooked Ham, Egg & homemade chips £5.75 Cold Sandwiches Cheese, or ham in thick crusty bread £3.95

Or baguette £4.45 Tuna mayo or Prawn in thick crusty bread £4.25

Or baguette £4.75 Hot Sandwiches Hot roast beef or Pork in thick crusty bread £4.25

Or baguette £4.75 Sausage in thick crusty bread £3.95

Or baguette £4.45 Toasted Sandwiches Cheese or Beans £3.95 Cheese & Ham £4.25 Tuna £4.25 Burgers Beef Burger or B.L.T in floured Bap £3.75


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Main Menu Starters £4.25 Tasty Homemade Soup - served with a hot roll & butter Farmhouse Pate - served with hot toast and side salad Breaded garlic Mushrooms - served with a side salad Garlic Bread Slices (five) - topped with melted mozzarella Atlantic Prawns - on a bed of salad with seafood sauce Chunky wedges of Brie - in a delicately seasoned crunchy coating served with a side salad

Main Courses Large cod or haddock in batter - served with homemade chips, £8.45 mushy or garden peas Haddock dusted with lemon & peppers (2 pieces) - with a choice £8.95 of homemade chips, jacket potato or spring onion mash & garden peas Whitby Whole tail Scampi - served with homemade chips, jacket £7.95 Potato or spring onion mash & salad or garden peas Surf & Turf - Whitby whole tail scampi & 6oz Devon steak £15.50 Served with onion rings & mushrooms with a choice of homemade Chips, jacket potato or spring onion mash & salad or garden peas 8oz Succulent Devon sirloin steak - cooked the way you like it £12.95 Served with onion rings & mushrooms with a choice of homemade Chips, jacket potato or spring onion mash & salad or garden peas 10oz Gammon Steak - with egg or pineapple with a choice of £10.75 Homemade chips, jacket potato or spring onion mash & garden peas Homemade Lasagne - served with garlic bread or homemade £8.95 Chips & salad Homemade Prime Steak & Kidney Pie - with short crust pastry lid £8.95 with a choice of homemade Chips, jacket potato or spring onion mash & garden peas Curry - with rice or homemade chips & pappadum £8.75 Choice of Chicken Tikka Massala, Homemade Beef Madras or Vegetable Thai curry (v) Butterfly chicken breast - marinated in Cajun spices £8.95 Served with a choice of homemade chips, jacket potato or spring Onion mash & salad or garden peas Brie Crumble - served with homemade chips or salad & £8.45 garlic bread (v) Vegetable Lasagne - served with homemade chips or garlic bread £8.75 & salad (v)

Side Orders Side Salad, Onion Rings or Garlic Bread £1.95 Sauces = Peppered & Dianne £1.50 Pitta Bread / Bread Roll & Butter £1.50


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Desserts £3.95 Hot Chocolate Fudge Cake - a rich chocolate sponge filled & covered With a delicious Chocolate fudge icing Lemon & Lime Zing - Lemon & Lime ice cream on a crusty base & Covered in Lemon Sauce Strawberry Fluff & White Chocolate Cheesecake - a unique ice Cream cheesecake on a crusty base overflowing with a fruity sauce & fluffy white chocolate Syrup Sponge - Light and fluffy sponge topped with golden syrup Jaffa Orange Pudding with Chocolate Sauce - a deliciously light sponge infused with tangy orange & served with lashings of rich Chocolate orange sauce Apple Crumble - Tasty bramley apples topped with a crunchy crumble Pavlova - Light meringue nests filled to the brim with fresh dairy cream Topped with fresh fruit Cheesecake - a deep soft cheesecake on a delicious buttery base Topped with fresh fruit Ice Cream Sundae - Chocolate or Strawberry and Vanilla ice cream Between layers of rich dark chocolate sauce & strawberry Melba sauce

Room Offering: Prices are as of 01/01/2016

ROOMS Letting Rooms Start at (p/n) £45.00 Two Nights for Three £90.00

Drink Offering: Spirits, per Single Measure, approximates at £3.00 Lager / Beer, per Pint, approximates at £3.50 Ales, per Pint, approximate at £3.40 Wine, per 125ml, approximates at

Soft Drinks, per serving approximates at £unknown £unknown

Hot Drinks, per serving (8oz) approximates at £unknown


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Kings Arms Hotel

Fore St, Hartland, Bideford EX39 6BL (0.1m)


Business Model: With a Pool, Skittle, and Darts Team, is the community’s sports orientated pub, which is wet-led. Additionally, they have been-known to serve food, however, have stopped in the past months. They also have turned their lettings rooms in to 2/3 separated living accommodation (Flats)

Customer Base: Locals (age range, 21 - mid30s), Sport Enthusiasts, and Social Drinkers

Main Strengths: Established Televised Sports Venue; Modernised, and Spacious

Food Offering: None

Room Offering: Unknown - Private Accommodation

Drink Offering: Spirits, per Single Measure, approximates at £3.00 Lager / Beer, per Pint, approximates at £3.50 Ales, per Pint, approximate at £3.40 Wine, per 125ml, approximates at £2.80 Soft Drinks, per serving, approximates at £2.10 Hot Drinks, per serving (8oz) approximates at Not Served

Notes: Website is not functional...


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Hartland Quay Hotel

Hartland Bideford EX39 6DU (2.3m)


Business Model: Regional focal point and tourist attraction; is a community pub; along with being a Hotel, tourist shop and museum, sales are approximately split between wet and dry sales. Their guest accommodations of 15 rooms are with panoramic views.

Customer Base: Locals, and visitors (age range - variable), Holiday Makers, and Social Drinkers

Main Strengths: Heritage and historical Establishment; Costal, Atlantic and Bristol Chanel Views, and Land

Food Offering: Average Starter approximates at £8.00 Average Main approximates at £16.00 Average Desserts approximates at £6.00

Room Offering: 15 Letting Rooms, with prices ranging from, Twin £100 Family £150.00

Drink Offering: Spirits, per Single Measure, approximates at £3.00 Lager / Beer, per Pint, approximates at £3.50 Ales, per Pint, approximate at £3.40 Wine, per 125ml, approximates at £2.80 Soft Drinks, per serving, approximates at £2.10 Hot Drinks, per serving (8oz) approximates at £2.00

Notes: Website is not functional...


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Other Competition:

Spanning the full 7.9-mile radius from The Hart Inn, I can see that there is a common trend beginning to emerge.

< West Country [9], (Hartland, 3.2m)

[8] New Inn > (Clovelly, 3.7m)

< Red Lion [17], (Clovelly, 3.7m)

[3] Coach & Horses > (Horns Cross,

7.9m)

[#] = Rooms

All but one competitor in this location are-licensed as, Freehold / Free house

Business Model: Most establishments are pitching the availability of [letting rooms] to one extent or another, and beyond providing breakfast for guests, 90pc are wet led with food being a second income. Therefore, each entity is multi-faceted.

Customer Base: Locals and visitors with the age range being-varied, Holiday Makers, and Social Drinkers

Main Strengths: Heritage and historical Establishments; Scenery, and floor space; Multi-faceted

Food Offering: Starters, approximate range - at £4.75 - 6.50 Mains, approximate range - at £8.25 - 20.00 Desserts, approximate range - at £5.50 - 6.50

Room Offering: Letting Rooms, with prices ranging from, Twin £75.00 - 90.00 Family £85.00 - 110.00

Drink Offering: Spirits, per Single Measure, approximates at £2.80 - 3.10 Lager / Beer, per Pint, approximates at £3.30 - 3.60 Ales, per Pint, approximate at £3.30 - 3.50 Wine, per 125ml, approximates at £2.80 - 3.10 Soft Drinks, per serving, approximates at £2.00 - 2.50 Hot Drinks, per serving (8oz) approximates at £2.20 - 3.50


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SWOT ANALYSIS

The table below shows a SWOT analysis (strengths, weaknesses, opportunities, and threats) which we are using to highlight the current playing field for the Hart Inn.

(Each numbered row of SW and OT relate to one another for consistency)

Strengths Weakness 1 Centrally Located One road is very narrow (up to MPV size only) 2 Well Marked Needs Remarketing 3 Two access points Residential Surroundings 4 Level Floor Area - 5 Friendly Environment & Aesthetic Appeal Bar Limited in Function, and is Dated 6 Two Established Business Functions Business Misses-out on Other Custom 7 Commercial Facilities (Cooking, Cleaning) Limited Output Capability, and Unsuitable Tables 8 Multiple Trading Areas No Letting Rooms 9 Suitable for a Diverse Audience (family, pets) A little dated 10 Accessible for Mobility Users - 11 Good Sized Outdoor Area Grounds need work 12 Parking Availability (8) Not marked out 13 History & Heritage Past ‘Tenants’ Activities

Opportunities Threats 1 Update Outside Presentation Others are on Main Trunk Roads 2 Outer Roadside (street) Marking, and Further

Develop Web Presence Others have benefited from more exposure, and

starting to up their own competition... 3 The rear access would benefit from being

better lit, and Parking Sign Put-up Longer establishment has allowed for competitors to

rework their models and gain lost custom

4 Update doors to create a more open feel Others open areas are capable of holding memorabilia events, more scenery

5 Refurbish to a up market, oldie-worldie cottage appeal Modernised to Heritage Standards

6 Develop Further on Multi-faceted Function (Letting Rooms) See Point 3

7 Reorganise kitchen functionality and capability (Takeaways) -

8 Open-up to other related Commercial Prospects See Points 2, and 3

9 See Point 2 - 10 See Point 2 -

11 See Point 2, and Remodel Aesthetic Further, Gate to accommodate for kids and pets Sceneries

12 See Point 3, Tidy up and reline - 13 Create a then and now timeline, as well

reorganise advertising for tourism attractions Others have now defined and established an

Identity in which to work with 14 Open up to Star Ratings See Points 2, and 3

SWOT Conclusion:

This business shows that whilst now up-and-running and gaining a solid - yet growing reputation, there is room for improvement to excel the business further. Therefore and meaning, to reshape the business according to the market trend, would not only work out, if any, the kinks, but would return the Hart Inn back to being the Hart of Hartland.


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PLANS FOR THE BUSINESS

Drawing on what has and or what we have already done; we envisage the business having quite a bright future and to be able to corner, otherwise secure either an even, or a healthy proportion of the market place audience. The Plans cover a 5-year development program within a-possible, 20-year leasehold. Whilst allowing for a margin of error within the timeline proposal - what do we envisage happening over our time here!

Short term: (1-2years) The trading area is currently being-reworked to increase both its appeal and functionality according to its location and current business model. Furthermore, I am currently working on rebuilding local support for an all year round local trade, as well as increasing public exposure and footfall.

1. The bar is in the process of having T-bar alcohol dispensers (2) being installed 2. The drink offerings have been adjusted according to both location and popularity 3. A takeaway option has been made available to the locals and or visitors 4. Restocking (Glass, tableware, Kitchen utilities, and Products) is also underway 5. Suitable size and number of dining tables are being sought after 6. Adequate lighting has been installed (Lamps), more still needs to be done 7. Pictures and Images are being sought after to create a then and now appeal, as well as some for a

generalised yet authentic appeal 8. Some redecorating is being planned 9. Some building repairs are being quoted 10. A Web URL has been secured, which is ready for development then launch (www.thehartinn-hartland.uk) 11. Broader marketing and penetration is underway 12. After the main external display board was lost to age and natural causes, a new logo has been created

(See Page 10, Image 2) 13. Snug rooms are gaining their individual, yet complimentary identities 14. BT Sports has been installed for spill over and advertising purposes 15. The Cellar is being modified to be able to accommodate for newer cleaning processes (a part of a

reputation builder and recognition) 16. Storage capabilities are being enhanced to be able to accommodate for both food and drink products 17. Menu Presentation and food offerings has received a great deal of reworking to accommodate for

something more akin to the location and economic function 18. Quotes for the relocation and use of Gas tanks, and solar power has been conducted; with the Gas tanks

being a shorter term target that the solar panels 19. Plans for further growth have been drafted for either or both the Medium and or Longer terms; these

consider i. Letting rooms [3] Two Doubles, One Family ii. A more capable kitchen area (Page 8, Trading Area) iii. Cellar drainage, and enhanced storage capabilities iv. Heating and Water Systems for the latter and the building as a whole v. Alternative Power Connection

All Draft Designs can be-found within Development and Refurbishment Plans (Page 40)

http://www.thehartinn-hartland.uk/


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Medium term: (2-3years) Whilst allot of short term activities have already started, amongst our competitors efforts, this will path the way to be able to generate the revenue stream to assist with any further developments.

1. The bar itself if not already done, will receive any last efforts towards remodeling 2. The Floor space will receive a face lift by laying new carpeting and flag stones 3. Walls, and where necessary, will be treated with damp sealing to protect the aging mortar 4. If not already started, the outside work will start with both decking and flagging the walk areas 5. Gardens areas are to be repaired in the context of; old topsoil being removed, with new shingle drainage

and turf being placed in 6. Solar panels will be installed 7. Letting accommodation should see its start or completion 8. Other plan drafts should see their start too

Whilst the listing here is somewhat shorter, it will be more about the substantial aspects of development that will be notable in this period.

Long term: (3-5years)

Unless financial circumstances have - or dictate otherwise, and without overdoing things – or overstretching the businesses potential, we should in this period complete any development projects to enable the business to compete and function at its most optimum. That is, this should see the Hart Inn operate at its peak performance, which then, and in-turn, leaves us to maintain the newfound standard.

Whilst not wholly mentioned already (Short Term, points18, 19.iv-v), further work will have, or be-undertaken to enhance the living accommodation area.

Stepping Stones:

Allot of things have started to take shape, along with a profound local network of traders, as well as Hart Inn supporters, have offered their support be it by networking (spreading the word) and trade (Sterling - in), but also Mates rates work (discounted costs).

Starting from zero records and incoming, accounts currently show an upward stream, and this will be our main financial platform. This revenue stream currently provides a brief overview, and will-also provide us with being able to-further invest (ROI) blocks of personal funding so a notable return can be-achieved.

Long Range Planning: Whilst in the process of producing this business plan, particular benchmarks have changed; that is, the property has now been-placed on the market for sale. Whilst this event does change the dynamics somewhat, this plan is in effect to be-offered and accepted as a sub-context as to what we would be looking to do and achieve whilst being its potential, and or future owners.

See Development Plans and Financial Analysis. (Page 40 and onwards)


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MARKETING & MERCHANDISING PROMOTIONS & COMMUNICATIONS

Within many of our efforts so far, it starts with working with the Villages Networking capabilities. Whilst not solely being dependent on such a marketing method, it will certainly go a long-way to the start off the businesses success, more so as this type of networking not only connects further – and based on family & friend connections to other local areas, their experiences will carry the greatest level of weight.

From this growing word of mouth reputation, we are utilising the usual public media networks such as, first the Hartland Post, then the Hartland Peninsular, which will link us further by reference to such social mediums as Facebook and Trip Advisor.

To further our pursuits of getting us out there; we have invested frugally in to click media marketing, as well as reclaiming allot of other media outlets that are currently holding The Hart Inns name in good stead. To further this effort, I am also addressing any misconception or mistaken-links to past media activities.

Along with these avenues carrying a new, and what is now a supported and attractive logo, we can expand our market presence through our own web site, which will also extend to the outward facing office stationary.

Currently, not only do we utilise some of the window space, the Hart in utilises three wall mounted notice boards, and one being-recently added to the rear of the building (3x4 notice board). Whilst this is a good thing, we aim to increase the sizes slightly, to-then appropriately brand the rear of the building. Further to this effort, we are also replicating wherever we can the same information on the internal notice boards.

To follow up on the web presence, and click media (SEO), we are also going to both assist with local advertising and strategically brand the site with what we have to offer, so-as to-capture search criteria’s surrounding our types of products.

Furthermore, we are also considering creating our own branded merchandise, such as quirky little items like pens, and other paraphernalia in and around the rooms around the building; this will-also include branded menu boards, right through to company branded uniforms.

Promotions will encompass new, or old, market product entries, which will be-passed on through competitions and events as calculated free-bees, or even with food offerings; again utilising the communication channels that we will, and are establishing.


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Operating Plan:

Morning Afternoon Evening

Monday

07:30 - 09:00 Breakfasts1

Housekeeping Deliveries

12:00 - 14:302&3

Snack Options Available

17:00 - 21:00 (Dry) 17:00 - 23:00 (Wet) Sports Night4

Tuesday


Housekeeping1

Deliveries (Closed)3

12:00 - 14:302&3 Snack Options Available Close3

17:00 - 21:00 (Dry)3 17:00 - 23:00 (Wet)3 Closed3

Wednesday



12:00 - 14:302&3 Snack Options Available

17:00 - 21:00 (Dry) 17:00 - 23:00 (Wet) Quiz Night4

Thursday


Housekeeping1

Deliveries

12:00 - 14:302&3

Snack Options Available

17:00 - 21:00 (Dry) 17:00 - 23:00 (Wet) Curry Night

Friday



12:00 - 14:30 Meal & OAP Chippy Options Available

17:00 - 21:00 (Dry) 17:00 - 01:00 (Wet) Live Music

Saturday


Housekeeping1

Deliveries

12:00 - 14:30 Meal Options Available

17:00 - 21:00 (Dry) 17:00 - 01:00 (Wet) Cocktail Night4

Sunday


Housekeeping

12:00 – 17:00 Sunday Lunches

19:00 - 10:003

Closed

The above plan accommodates for a fully functioning business:

1: Once letting rooms have been-installed 2: These are the Peak Times, 3: Currently these are the closing times of the business to provide rest days; however, if funds / viability for staffing are available, these will become permanent open times 4: These are up and coming new events


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STANDARD SETTING

“Good manners cost nothing; Bad manners will cost you business!”

When exploring aspects such as the Intrinsic Nature Vs Extrinsic Returns, we can also cover Presentation and Communication that does with the most, but more importantly, covers the Hospitality Industry. Setting standards in this segment of the industry are, or has, in a manner of speaking - been rather non-scientific for many years. It has been pretty much; if the face fits – or, it has been my local for a good number of years - or even, I know such and such. This approach can also be coupled with; it will do – or, I will get what I can out of it! However, the industry has changed, and Human Resourcing (HR) has become for customer-focused businesses, a key feature from which to operate from, more so to ensure an organisation employs the right person(s), and wants to survive and grow. This being-said, HR is a developed part-of, and investment into the administrative element of any business, which breaks the organisation into two divisions of approach, with a third being gear for development.

Intrinsic Nature: I set a high bar for the most to jump over; however, it does not come without stepping stones to be able to achieve such a standard (see Training and Customer Care), therefore, employment has been-geared to encompass the person themselves, with such comments of opportunity, attitude and communication.

To provide a working example, and derived from a recently constructed provisional contract - and its beneficiary.

We are looking for an individual who can work independently, but - will work as part of a family orientated team; whilst showing where necessary a path of doing so - someone who wants to both learn then progress; furthermore, their previous employment history, and whilst not holistically important, does show us the where and what, which then re- enforces their bid. From this, it shows us an appreciation towards intrinsic development, therefore, and additionally, it forges further a commitment to the latter requirements. This then both contractually and personally translates in to still wanting-to continually grow in both skill and as a person. It is then at this stage, albeit generalised, we can build-in or produce quality, consistency, trust, and then commitment, reinforcing further a path, to incorporate our extrinsic factors.

Extrinsic Terms: It can be difficult to offer rewards when an environment is not able to, or is incapable of doing so. Therefore, we need to create a cycle of understanding of a two-fold system of reward, with one being for the person, with the second relating to the working environment itself, (see Facilities and Development Plans).

As a general rule of thumb, and to limit risk of over promising something that cannot be maintained, both are-never offered at the same time, therefore, we see the expression, “and or”, which gives room for assessment. It is from this assessment of The Hart Inns environment; we are in a position to be able to offer both, but in separation of each other.

The better the person performs, the more the business benefits, the more the business benefits, the more the person will benefit in return... be-it in their annual pay packet, or work applied to their working environment.

Presentations: To further this approach of standard setting, we are looking to provide a uniform that will be-crested with Image 1 (Page 6). This then will start to show both our customers and our employees, that not only do we have pride, but also we are serious about the products we serve, and the business we are operating.


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Communications: As we have moved through the eras of business and economics, communication has-been a key function within any businesses success and or growth, be-it either internally or externally, which is what we also promote as a function between us.

Communication, for us also resonates throughout our marketing section (Page 27), to a point of encouraging our staff to communicate with us - be-it about a problem, offering a compliment, or even a consideration for - or of something. Additionally, we aim to continue to promote this idea with our customers through feedback forms, or if feeling inclined to do so, which most have-done so far, tell us in person.

The Standard: To form the context in which we will be working with is very clear-cut.

Listen, Learn, and communicate, if you have a problem – say so. Know your role and do it well, accept responsibility for a mistake and work towards correcting it. Clean, Professional, Courteous and Prompt.


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FACILITIES

Based on facilities alone, currently the business offers a standard service, which is reflective of a starter on the ladder, which is-also likened to others. However, it is within this that it could be the making of something, if not good, but great for the business. Strictly speaking, The Hart Inn has the room for improvement, which will extend itself beyond the facilities that our competitors in the area are not holistically providing.

Starting from either entrance, the Hart Inn is a level floored trading business with doors that are wider than current standards. From this, the highest step elevation is no more than 3-6inchs.

What we are proposing for here, and as part of the range development, is what we believe would enhance both our business as an-entity (because they currently do not exist), but also our position in the market place.

Working from the rear of the building:

Garden Area: (Functional & Serviceable)

- The car park is an open planned area - Lights are planned to be installed with a camera to overlook the area

- Currently there is no gate to secure the grounds from kids and or pets escaping - One is being planned to be installed

- The open faced brick building has no determined function, otherwise has being used as either additional outdoor seating area or as an undercover barbeque area - We are looking to convert this in to three B&B rooms, providing a letting service - A garden heater is to be provided so people may enjoy the area during colder days/nights - The current two cooling fans will be moved out of the way to clear up the walk way

- Currently the building utilises Propane Gas Cylinders - We plan to have a 2, either 2 or 4thousand litre gas tank(s) installed, which translates in to a financial

saving and an increase in aesthetic appeal and function (as they will be sub-terrain)

Cellar & Dry Store: (Capacity and Serviceability) - The Cellar has room for improvement whereby

- The Ale are being linked in to the closed cleaning loop - The floor area starting with the kegs and cask, are to be leveled with self drainage

- Located to the rear of the Cellar, is simply a brick box that also opens up over the cellar area - This will be leveled under the freezer area - Shelving system to be installed to home all spare glassware and paraphernalia

Toilets: (Accessibility)

- Currently they are of a standard layout; - with room still available, one toilet can be adjusted to accommodate for disability access - The access area (door way) is currently wide enough to install a ramp as opposed to a stepped access-

way - The men’s toilet facility is dated with room for improvement

- The appeal can be increased by creating a sense of uniformity with the ladies - Both toilets utilise beer towels for hand drying;

- Here we can install hand-driers


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Kitchen: (Functionality) - The current working area is capable of holding three to four members of staff, which is serving approximately 30

covers at a reasonable pace (waiting time) - The kitchen area can be improved by reshaping the floor space and storage capacity, which will allow for

members of staff to operate more proficiently, in-turn serving a broader audience at the same - current rate, and

- Will accommodate for a takeaway trade facility at the same time - This will also translate in to being able to provide for much the same service for the afternoon trade

Trading Areas: (Functional, Serviceable, and Accessible)

- Facilitation for and dispensation of both food, alcohol and Televised Events - We are looking at more suitable tables - The same again for the sofas for the front snug room - Two TV’s for the snug rooms for sports events and or as a background feature, which will also be home to

our marketing efforts - Wi-Fi is currently being provided for people to use free of charge

Access Points: (Accessibility) As mentioned already, while keeping with the period features, all doorways will be-reconfigured with disability needs being at the front thought.


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FOOD OPPORTUNITIES

In this section, we are going to expand on what has been-brought forward in Page 14, Under “The Food Offering”. Whilst the food option has-already-been reworked, we are continually working towards the high-end of the food service, and whilst keeping costs low and prices competitive; these are all cook from scratch and are mostly locally produced. Therefore, we are talking about volume of trade (availability) Vs exclusive trade (specific target).

Our Menu:

A Selection of Pictured Starters, Mains, and Desserts, followed by a full menu and prices


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THE HART INN MENU

STARTERS Char-grilled Vegetable Bruschetta £4.95

- with Grilled Mozzarella and a Basil & Pesto Dressing

Grilled Halloumi £4.95 - with Mediterranean Vegetables and a Lime Dressing

Nachos `£4.95

- with Spicy Beef or Quorn Mince

Sharing Platter £5.95 - Deep-Fried Spicy Chicken Wings, Onion Rings, Garlic Mushrooms, and Chicken Skewers,

accompanied with a Sweet Chilli Sauce

MAINS don’t forget to check out our specials board Duck Breast £10.95

- with a Five Spice Sauce, Fondant Potatoes, Poached Plums and Green Beans

Fish & Chips £8.95

- Beer Battered Fish and Crispy Chips Served with Mushy or Garden Peas

Thai Red Curry £9.95

- Chicken Pieces in a Homemade Thai Red Curry Sauce, Served With Rice or Chips

Steak & Ale Pie £9.95

- with Seasonal Vegetables and Potatoes or Chips

8oz Rump Steak £11.95 - Cooked to Your Liking, with a Serving of Chips,

and Side Salad or Vegetables

Bouillabaisse Risotto £9.95 - with Shellfish, or a Vegetarian Option

Crispy Pork Belly £10.95

- with Wholegrain Mustard Mashed Potato, Caramelised Apples, Savoy Cabbage and a Cider Sauce

Oven Roasted Chicken £9.50

- Boulanger Potatoes, Sautéed Green Vegetables with a Wild Mushroom Sauce


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DESSERTS Peanut Parfait £5.95

- with a Raspberry Coulis

Ice Cream £4.95 - Luxury Madagascan Vanilla, Chocolate and or Strawberry Flavour

Strawberry Meringue Nest £5.95

- with Chantilly Cream, Cut Strawberries and a Strawberry Coulis

Warm Chocolate Fondant £5.95 - with a Tangerine Anglaise

Plum & Cherry Crumble £5.95

- with Clotted Cream

Drinks Hot Drinks 8oz Cup Coffee - Espresso; Americano; Cappuccino; Latte; Cafe-Mocha £2.05 Chocolate £1.85 Tea £1.60

Bottled Larger or Cider Half Pint Bottle (L) Carlsberg; Heineken; Budweiser; Corona - - £3.30 (C) Magna’s Original; Bulmer’s Original, or - - £3.95

Thatcher’s, Green Goblin, or Somerset Haze

Soft Drinks Half Pint Bottle J20 – four flavours; Appletiser; Ginger Beer (0%abv) - - £2.00 Cordial - Orange, Lime, Blackcurrant £0.85 £1.70 - Diet or Regular Pepsi; Lemonade £1.00 £2.00 Carbonated or Plain Water Free Free -

Wines: Please feel free to Read Our Wine List, or Ask at the Bar...

Overview: Whilst we continually monitor our food responses, we are also monitoring the responses to our prices, therefore, it is from this feedback we do the tweaks were necessary. Further to this, we have started to implement both our Curry nights, which can be enjoyed as both a dine-in or takeaway option; additionally, we are in the process of making our Chippy option a five day a week affair.


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STAFF TRAINING & CUSTOMER CARE

Breaking the business down in to its finer elements, we identify two particular functions,

Bar: The first element being our front of house bar service: Not only do our staff need to-know the environment - but also appreciate, and accept, that this is a very hands-on and interactive role within the business model. From their CV, without dismissing any usable transferable skills, we are able to establish an understanding as to what type of environments they-are used to, and if they are a suitable candidate; from this point of analysis, we can then tailor their training and certification accordingly.

Training will focus around elements of Health and Safety within the work place, Customer Care, possibly First Aid if they have a strong enough stomach, along with general job training to iron out any misconceptions of the Job itself; dependent on the direction or level of involvement, Cellar Training may be-offered too.

From a Customer Care point of view, more so given the nature of the business, and what-is ultimately being-offered; whilst a customer is right, there are times when a customer can be out of place. Therefore, a member of staff will need to be ready to problem solve, or be firm if things start to become awkward.

By example and from my own Certification for Professional Competence (CPC) training, whilst not necessarily being my own experience, but from third person perspective, and as I teach it:

“The quality of beer could be second-to-non, but it can turn very sour very quickly if the service is poor!”

Further to this, they need to appreciate how and why the bar presents itself the way it does, and in the context of the Hart Inn, what other functions it does and serve.

Restaurant: The restaurant is the extended facility of the kitchen, and is the segment we all relate with catering and hospitality. Much in the same vein as the bar training, we are looking for individuals that will either be trained already, or who are ready to learn; this will also extend itself to some idea we have had which are leaning towards apprenticeships. Therefore, what we will be looking at is, Health & Safety, and Food Handling & Hygiene in the work place.

For our Chefs/Cook, along with the latter, we will be looking at appropriate certification to ensure, otherwise reassure, our customers, if not are in the very best, are looked after by very capable hands... as with all things, there is always room for improvement. As an overlap, we will be looking to ensure each member of staff is customer care competent, along with either the kitchen manager or the porter is the designated First Aider, in-turn providing us with two first aiders.


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CONTROLS

To extend from the previous section, with an agreed understanding of contractual terms towards conduct (Attitude and Behaviour), coupled with proper and maintained levels of training – should within itself provide a variant amount of safeguarding against any potential errors and or misconduct. However,

Looking at the type of environment that we work in, sometimes it can be easy for someone to lose sight of their own conduct in the midst of a heated situation, or even in a state of confusion; sometimes it may not even be the working environment, but something happening at home. To prevent these hurdles from accidently arising, as and when needed, staff appraisals will be conducted... it’s not as clinical as it sounds, more so as the work place is just that little more laid-back than the most, however, it doesn’t hurt anyone to ensure the health and wellbeing of your team is ok.

Beyond the latter, and whilst our crew is beginning to build, as stated already – we are looking at Monitoring, Assessments and voluntary customer feedback forms to assist us in our path forward. These themselves will be structure to capture any incident and accidents in and or around the work place for both staff and the customer; wastage forms to monitor proficiency of both bar and kitchen environments, which in itself will help us to identify either or both a human and facility capability.

Whilst being rather hard-faced, and under a negative tone, these are also there to assist us in the areas in what we are doing right, or even where we could improve on an already-growing successful methodology.


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DEVELOPMENT/REFURBISHMENT PLANS

As mentioned earlier, here are some of the designs we are looking at to improve the business and its ability to compete within our market place, much more proficiently. (Also applicable for our long-range proposal within p26)

Note: None of the Images presented here are of exacting measurements and or ratios

Ergonomic Fluency: This is to be the proposed layout of the interior floor plan once fully furnished


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Furnishings for the Trading Area: (Rustic cottage appeal)

These Areas will be-styled back in to bookcases like this one


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Flooring for the Trading Areas: (To continue and compliment the turn of the century rustic charm)

May possibly utilise such flooring within the corridors

The proposal for carpet design may change

Interior waterfall feature


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Kitchen Layout: (We look to Health & Safety Standards, and continue with Ergonomic Fluency)

New Kitchen Layout - Right Side (Fig 1) 2

1. Old immersion system has-been 1 removed, this will create space for a new freezer unit with refrigeration units inset in to the wall

2. Because space has been create in point (1), the kitchen will gain an additional 9.6ft of preparation area, 3 furthermore, will benefit from an additional 19ft worth of dry goods shelving

3. From the latter 2 point (1-2) the kitchen will also benefit from more floor space to be able to allow for a pass through and or more space for a kitchen porter to work.

New Kitchen Layout - Left Side (Fig 2)

4. The dead-space that is being used for gas cylinder storage will be extended in to and utilised as additional kitchen space for either, a commercial fryer, or can be used for a bank (3x) of twin fryers; this will accommodate comfortably for the takeaway (Chippy) trade. 4a. this area will also allow for its own 4 extractor van.

New Kitchen Layout – End Elevation (Fig 3)

5. Without interfering with the living accommodations window... along with a. that 6 this part of the building has been subject to prior building alterations within the last 50years, b, It does not alter the building as such, but improves it. We can see from the end elevation, how the building will occupy 5 the cylinder space. The herb patch has also increased in size.

6. Further to points 4 and 5, with the installation of a new pitched roof, not only will be in-keep with the building, but also provide both sides of the cooking area with wall-to-wall ventilation and, more space for the Staff.


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Cellar Plan: (Leveled surface areas, with a self-draining system)

Whilst this area is fine within itself, the Cellar would benefit hugely from having specific areas of its current floor layout being-leveled, then - as a-result of this, improved flow of waste / water / cleaning fluids will be-incorporated.

Whilst not visible within the plan, to carry on with the innovative vein of the overall plan, I will be continuing with the installation of a closed cycle cleaning facility for both the cask area above, but also for the soft drinks too. Furthermore, and in accordance with the outside plans: the soft drinks dispenser will-also be-moved back into this area. This then will leave the dry store area for both appropriate storage of glassware and promotional materials, along with a leveled area for frozen back-supplies.

Main Cellar Cooling


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Outdoor Plans: (Letting Rooms)

This has been-spoken about on several occasions; with the first being at the start of tenancy, and second when customers have asked if we had or will have accommodation available.

7. The layout will either be two doubles and one family room, or two large doubles / family rooms. This has been- achieved by utilising the empty space in the garden area to the rear of the main trading building.

8. These are the relocated external cooling fans that are-still linked to main cellar cooling fans...

9. Trellising which will cordon off this area to the public, therefore serving as a pleasantly hidden utility service area

Whilst still in-keep with the current styling; these will be the new outdoor lights, the difference here is; they are PIR sensor controlled.

(Energy Saving)

These lights are for the car park, and are solar driven. These lights will also-be controlled by

a PIR at both entrances to the car park

10

7 8

9


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Letting Room Plan: (Modern yet a rustic cottage style)


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10. With a rapidly changing market place for energy, furthermore, that this business is subject to trading periods, it would also be wise to explore alternative energy supplies, such as installing ten solar panels on the south facing side of the outbuilding.

The additional adaptation that will happen for the businesses benefit, will-be the introduction of, at least, one 4k litre subterranean gas tank at the furthest point of the garden, near the car park.

These two alternative energy facilities will enable us to reduce its overall energy bill, based on one, the natural production of energy; which in general theory would halve the electricity bill, then; two, the gas tank based on bulk buying ,will allow for the business to financially reclaim back about 40-50pounds per month on its current outgoings. See Pages 26 & 31.


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FINANCIAL ANALYSIS

In this section, and in line with the rest of our proposal, we are looking at this from an operational (approx 6mth) point of view. Furthermore, and in-keep with the contextual outline, we address some of the hurdles first, to then propose how we would overcome them.

Personal Funding and Assessment: As it stands and from a (minus) -100% revenue earner; the current assessment of the businesses financial projection is showing an averaging 12month rolling loss of -12.15% (this is an +87.85% decrease in loss since our tenure). We have to-date and across multiple avenues, invested a great deal already (Approximately **k) in getting the business to this point of its life cycle, that is; from what was a start-up project, is now a growing ongoing concern. The business so far has benefited from many equipment repairs, restocking of both equipment and Wet/Dry produce for both the Kitchen and the Bar. Several Marketing Campaigns with an updated representative Logo has-been commissioned too. Other costs have been-invested in to stationary for the administration function, with the rest being towards supporting the business bills where the businesses income itself is not able-to.

However, and to be expected in the first couple of years, is now progressively beginning to show some fruition.

Whilst this being the case, customers upon their own volition, have noted; “as a start-up, you have had to endure the winter period of this trade location as a start-up, which by standards of most enduring business folk, is praiseworthy!”

Through the progressive integration of a homegrown quarterly due-diligence monitoring system, as we move towards the peak-period, we are witnessing a steady climb in our revenue stream. Supported by the new growth of goodwill, our investment with the Hartland Peninsular (Tourist Guide) has just seen the first network feed go out to over 60 other letting establishments, encouraging them to navigate their customers our way. This at minimum is about six rooms per establishment, translating into approximately 360 people with potential to repeat trade.

As the business steadily grows, we will be looking to segment a modest proportion of the potential profit base, and reinvest it back in to the business itself, to ensure the business entities holding is improved to be able to enhance its market position further, and other future market place cycles.

Additional help for success: When looking at our own efforts to enhance the business so far, we can offer confidence from offers that have been- made, and are still available, to assist in securing the businesses immediate future; this translates itself in to - help where possible is being fronted to ensure the business survives. The benefits of family helping (intrinsically and or extrinsically), is that it comes at a much lower rate of interest than it would if it were from a bank and or an investor.

However, as mentioned, and looking at this from an independent point of view, looking towards other financial investors such as banks and or funding circles, we will only be looking to these at a later date when and or if we see the businesses financial intake begin to plateau. By this, it is-meant,

With any business, it will undoubtedly reach a point that it cannot on its own, invest enough to be able to expand out of its achieved advanced form. Therefore, to be able to grow and profit further, the business will need to secure further financial assistance to be able to create new or extended platforms to be able to work from... In this case, we can reference back to both our kitchen area designs to accommodate for more covers, and the proposed letting rooms within Pages 25-26, Plans for the Business, and 31-32 Facilities.


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Financial Projection: See Appendix 1: The Hart Inn - Extended Financial Forecast (2017-2019); end of year projections for web use only.

End of Year View - Excluding VAT

Year 1 (17) Year 2 (18) Year 3 (19)

Total Expenses 82,979 76.7 1,596 100,934 72.1 1,941 100,868 68.9 1,940

Profit excluding Rent 25,173 23.3 484 100. 39,145 27.9 753 100. 45,505 31.1 875 100.

Rent 17,000 10.0 327 21,000 9.5 404 25,000 10.9 481

Profit After Rent 8,173 13.3 157 18,144 18.4 349 20,505 20.2 394

We hope this helped you to see what can be done.

Utmost Respect and Kind Regards

Partners One & Two

Documents

The Hart Inn - shadow-crown.co.uk · 2016 . The Hart Inn . Business Development . Very attractive,Grade II listed family friendly North Devon Pub / Restaurant. With a 16th Century,