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Overhauling The Bottom Line
Pour Cost—Is Yours too High?
Perhaps the single constant in the beverage business is that every operator wants his or her pour cost to be lower.

“Simply put, when pour cost goes up, profit goes down,” says Jim Meehan, general manager of PDT in Manhattan. “It’s an important financial indicator, but it has serious limitations as an analytical device. What pour cost can’t do is pinpoint where the problems are, which is precisely the type of information operators need to run their businesses profitably.”

The inherent weakness with pour cost analysis is it doesn’t take into consideration that products sell at different mark-ups. Premium and super-premium products sell at a higher cost percentage than do well brands, yet generate significantly more revenue and gross profit. For example, were your staff to begin selling more drinks made with premium brands than well, the bar’s pour cost would increase.
While bartender-related issues are often at the root of the problem, a rising pour cost may also indicate that management is doing a better job of promoting higher profit premium spirits and drinks.

“Operators intuitively understand that gross profit is more important than pour cost, but they sometimes have difficulty

putting that knowledge into practice,” observes Ian Foster, regional vice president of Bevinco, an international beverage auditing service. “Its more apparent on the food side, where selling a steak dinner at a $6 profit is more desirable than selling a burger at a profit of $4, despite it having a lower cost percentage. Like the adage goes, you bank dollars, not percentage points.”

What other truths surround this often used, yet often misunderstood measure of profitability? Our experts have rendered their collective experiences into the following principles.


TRUTHS ABOUT POUR COST

MAINTAINING CONTROL — Although it may be tempting to ask for the assistance of your bartenders when taking a physical audit, don’t. It is strictly an upper management function. It’s paramount that the person conducting the audit and calculating the percentages be impartial and objective with no self-interest in the results.
FACTOR OUT VARIABLES — You need to take precautions to ensure that your pour cost calculations do not penalize
the staff for normal occurrences. Complimentary drinks go with the territory, so track them and factor out their cost from the ending inventory. The same is true for spillage, waste and inventory transferred from one outlet to another, such as to the kitchen for use in entrees or desserts.
A CALL TO ACTION —
Large fluctuations in pour cost percentage signal trouble. A swing of one or two percent in either direction should trip an alarm. Costs typically shouldn’t deviate more than a point between inventory periods. While at times the reason may elude you, the effort will reinforce to the staff your commitment to controlling costs.



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« PROTECTING PROFIT MARGINS, continued from page 3                 


speed of service with shot glasses would be equally steep. The deciding factor is typically based on the operational demands of the concept.

 

PROFITABLE ALTERNATIVE

Portioning control is crucial to achieving profitability, yet it needn’t come at the expense of concept or speed of service. A low-cost, low-tech means of ensuring accurate portioning without investing significant capital or impeding your bartenders’ pouring mechanics is to outfit your bar with bottle-attached control spouts. These innovative devices utilize a patented ball bearing assembly to cut off the flow of fluid at the prescribed measure.

The industry leader is Precision 3 Ball Pours from Precision Pours. They all but eliminate under-pouring or over-pouring liquor and are quite effective in deterring illicit practices behind the bar. Since they function like conventional spouts, no specialized staff training is required to achieve optimum results. The spouts are available in seven portion sizes ranging from 5/8 ounce to 1 1/2 ounces.

Precision Pours are as fast as free-pouring without the attendant worries and expense. As is true with any system, the control function of the devices can be subverted. Fortunately, removing the spout from the bottle prior to pouring is a tad obvious. end


BarProfits
Sustaining a Profitable Bottom Line

July/August • • • Volume 1, Issue 1
© PSD Publishing Inc. 2009

Publisher
: BarMedia
Editor: Robert Plotkin
Contributing Editor: Gail Bellamy
Contributing Editor: Mac Gregory
Design: Sarah Dilks

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