Bar Management Experience example essay topic

Vision / Mission Statement LEVEL 3 plans to be a chain of upscale nightclubs centering around the middle Georgia areas. It is demographically targeted to middle aged adult's ages ranging from 25 and up. LEVEL 3 aims at providing quality entertainment, food and refreshments along with a welcoming environment that will give our customers a unique and entertaining experience. Company Overview This company evolved through a partnership involving, Brooke Jacox, Ashley Kiltreses, Crystal Ward, Mary Askew, Kimberly Blackmon, and Stacey Hankers on on January 19th 2005. LEVEL 3 is located in Perry, Georgia and caters to the surrounding Middle Georgia areas.

The company plans to attract upscale and mature customers whose ages range from 25 and older. LEVEL 3 will be the premier, high-energy themed dance and night club in Middle Georgia. We will provide our customers with live entertainment, quality food and service along with a great atmosphere. We want to create an intimate setting that will make our customers feel a sense of belonging. Easily manageable and profitable, this business appeals to customers who want to relax and meet different enjoyable and exciting people. It will capitalize on the ever growing demand for a safe and sophisticated nightclub.

Our objectives are to profit on our excellent location in Perry, Georgia, with commitment to the community developments. We also want to maintain tight control of costs, operations, and cash flow through diligent management. In addition, we will maintain a food cost below 33% of food revenue and beverage costs below 25% of beverage revenue. Finally, we plan to exceed $3 million in annual sales by the third year of plan implementation. LEVEL 3 plans to launch with a highly publicized grand opening event in the summer of 2005. It intends to expand to other cities within Georgia after revenues excel.

Product PlanLEVEL 3 will be characterized by the elaborate dance club situated in a spectator setting which comfortably accommodates 350 guests. The area will offer two private sky boxes and one banquet room which can be combined for use in a conference or private party setting. Also these rooms are intended for special events and daily use. In order to reach and maintain a unique image of quality, LEVEL 3 will provide attentive and friendly service through a high ratio of service personnel to customers, and will also invest in the training and supervision of its employees.

The initial hours of operation will be from Thursday-Sunday 10: 00 pm. to 3: 00 a.m. Admission is $20.00, the sky boxes is a deposit of $500.00, rental fee of $2,000, banquet room is a deposit of $300.00, rental fee of $1,000. Service PlanLEVEL 3 will specialize in high energy themes and a gaming area, and will offer beer, wine and an array of liquors and mixed drinks. In addition, the business will sell non-alcoholic beverages such as soft drinks, juices and bottled water.

A casual food menu consisting mostly of appetizers and small entrees such as nachos, wings, quesadillas, chicken tenders, fries and onion rings. The food will range in cost from three to nine dollars. Menu Nachos $4.00 Wings 5 for $3.00 10 for $6.00 20 for $9.00 Quesadillas $6.00 Chicken Tenders 5 for $3.00 10 for $6.00 20 for $9.00 French Fries Small $2.50 Large $3.50 Onion Rings Small $2.50 Large $3.50 Side Salad $4.75 Beer $3.00 Mixed Drinks $3.00-$7.00 Bottled Water $1.00 Soft Drinks $1.00 Juice $2.00 Management Plan The management team is an especially close one. All of the managers graduated from Fort Valley State University with a bachelors degree in business management.

The managers have communicated very often with each since school. The two co-presidents have worked directly together for three years at different companies. One of the presidents has worked with the bar manager in the past and has known her for nearly five years. Together we share a single vision: to provide a unique and entertaining experience through exceptional service. The company will have six managers, including two presidents, one vice president, a bar manager, and two managers.

Mary Askew, Co- President. She has a bachelors degree in business management, five years management in the restaurant / bar business, consultative experience opening other bars, six subsequent years management in the car industry ending currently with his current position as department manager. Her specific responsibilities will lie primarily with the coordination of events and oversight of the operations and evening activities of the restaurant and bar. Kimberly Blackmon, Co-President. She is pursuing a life-long ambition of restaurant / nightclub ownership. Three years of restaurant kitchen experience and nearly eight years of experience managing people ending with three and a half years of finance management.

Kimberly is committed to not only creating a successful business but also successfully running it. Even though her hands-on experience in business management is extensive through the finance business, she has spent the last year and a half researching business and business ownership in her spare time. Her specific responsibilities will be administrative management to include inventory management, accounts payable, purchasing, payroll, and public relations with limited marketing involvement (mostly direct) to other companies. Crystal Ward, Vice President.

She has a bachelor's degree in industrial media management. Her experience ranges from radio marketing sales to three years as a financial analyst for L 3 Communications. She is a born leader to whom people of all levels flock. Crystal's responsibilities will be limited to marketing with local radio and newspaper and her day-to-day role in the restaurant will be a mostly silent one. Brooke Jacox, Bar Manager.

She has more than five years bar tending and bar management experience. Brooke is eagerly awaiting the opportunity to work at a restaurant / bar where things are done correctly and the customer is put first. In addition to managing the bar, its personnel, and the des, She will also be third in command under the two co-presidents. We believe we have a solid team constructed in order to cover the main points of the business plan. Management growth through training will be an ongoing component of the Nightclub's priorities.

However, we do realize that we may not have the hands on specific knowledge that may be required to execute pre-opening and opening phases of the venture. We also realize that we may benefit greatly from the retention of a hospitality industry consultant to guide us through the aforementioned time frames, as well as to consult with us through the first two years of our operation. Marketing Plan The concept and management of the Nightclub has been well received, and has been offered key placement at the center of Perry, Georgia. The Nightclub will be a 10,000 square foot unit, which will also house the company's corporate business office. The dance club and bar will accommodate 350 people. With Perry's rapidly growing population, the variety of the Nightclub from across the country would create mass appeal for all of the Nightclub's customers.

The club will be equipped with state-of-the-art audio and video systems like none other found in Perry, Georgia. It will serve the need for a true nightclub in Perry. The general appearance will be clean, open, and pleasing to the customer. The demographics are favorable, with minimal competition from other dance-themed venues and bars. Our goal is to remain a step ahead of our competition through an exemplary service provision.

We expect our guests to have more fun during their leisure time. We will provide more video and electronic technology per square footage than anyone else in the region. A simple, yet unique, themed menu and atmosphere will create a sense of 'belonging' for locals and tourists alike. Our operating credo is: 'happy enthusiastic employees create happy enthusiastic guests. ' The main objectives of the development of this new venue are: o Capitalize on excellent location opportunity with swift commitment to the new Town Square development. o To launch the venue with a highly publicized grand opening event in the summer of 2001. o To maintain tight control of costs, operations, and cash flow through diligent management and automated computer control. o To maintain a food cost below 33% of food revenue. o To maintain a total beverage cost below 25% of beverage revenue. o To exceed $3 million in annual sales by the third year of plan implementation. The keys to success in achieving our goals are: o Provide exceptional service that leaves an impression. o Consistent entertainment atmosphere and product quality. o Managing our internal finances and cash flow to enable upward capital growth. o Strict control of all costs, at all times, without exception.