Club Report Jan 2016

CLUB REPORT Sound business advice for club professionals

2016

Positive perspectives for 2016 Club Mirror’s annual guide with expert advice for the year ahead

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CONTENTS

Contents

CONTRIBUTORS

________________________________________________

4 6

12 Welcome to the Club Report 2016 Club Awards – time to shine

Ashley Cairns

Haley Cox

Tracey Crouch

Bruce Cuthbert

Alison Dolan

Ian Devlin

Chris Haley

Andy Kitchener

Chris McNally

Mark Newton

Alex Peebles

Victoria Romero-Trigo

James Stubbs

Nick Walton

8 Legal review – ongoing issues ________________________________________________ SPORTS AND ENTERTAINMENT 11 Government’s strategy to strengthen UK sport

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12 Spotlight on sport – the challenges for 2016 14 Why 2016’s sport will prove a knockout 16 Drive membership with a huge year of sport ________________________________________________

________________________________________________

GAMING

CLUB BRANDS

20 From regulations and permits to ongoing

50 Top 10 club spirits brands

opportunities in 2016

52 Top 10 club packaged beers and ciders 22 Dransfields CIU National Quiz event ________________________________________________

54 Top 10 club keg and cask beer brands ________________________________________________

CATERING AT THE BAR 24 Food trends for 2016 58 Is premiumisation the future?

27 Five a day – food favourites 60 Real ale – real opportunities 28 The great outdoors – al fresco dining 32 Cool advice on buying and maintaining fridges 33 The thrill of the grill – BBQ advice ________________________________________________

62 Making real ale work for you. All hail the ale! ________________________________________________ DRINKS REPORTS 66 Why the cider sector just keeps on growing

ON BEHALF OF CLUB MIRROR

CLUB BUSINESS 68 Wine market showing growth 36 Negotiation – how to get what you bargained for 70 Creating the perfect wine list 37 Making your club mobility compliant 74 Soft drinks make some noise 39 Tackling staff lateness – policies and procedures 40 Membership matters

Sean Ferris

Caroline Scoular

Karen Foreman

Jonathan Hardy

Jill Slingsby

David Foster

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42 Theft – it isn’t always a stranger

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43 Giving your membership value 44 Insure for all you’re worth 74 45 Bank balances and club coffers 47 HTTPS – does your website need it?

48 Advice on redesigning the club's website ________________________________________________

Contact the team on 01753 272022 or email info@clubmirror.com CLUB REPORT 3

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Committed to clubs Our commitment as owners and publishers of club magazines – including Club Mirror, Club Rugby, Clubhouse Europe, Club Journal, Sports Club magazine and Club Report – is to help all types of clubs to build their business still further, through the provision of timely targeted information, help and advice.

S

port is a unifying bond and at the heart of clubs throughout the UK – whether playing it or screening it. Club Mirror’s readership includes clubs from all walks of sporting life – from rugby clubs and football clubs to tennis clubs and bowls clubs. In recognition of the pivotal role sports play, we launched Sports4Bars.com two years ago, as well as electronic magazines Club Rugby and Sports Club magazine.

Sports4Bars.com We launched Sports4Bars.com as the definitive online guide to all the live sport available to all types of licensed premises in the UK. This was in recognition that the number of channels broadcasting live sport has grown, and finding out when and on what channel the big match is on could sometimes be challenging. That’s where Sports4Bars.com now comes in, providing a one-stop destination for the up-to-date and accurate broadcast information you need to keep your members happy and excited about live action – whatever team or sport they follow.

Sports4Bars.com has gone from strength to strength with many free trade pubs and pub group managers now also using it as a business tool.

4 CLUB REPORT

Club Rugby Over the past two years Club Rugby has gone from strength to strength – with the magazine now running its own beer festival, trade show and category within the Club Awards.

As an electronic magazine, we go to the inbox of every rugby union club in England (and soon to every Scottish and Welsh club as well). The feedback has surpassed even our expectations. Through tieups with strategic partners, we have been able to offer clubs and Awards entrants the chance to join BT Sport on set at acclaimed rugby programme Rugby Tonight, as well as the chance to win Aviva Premiership/Champions Cup tickets, a cellar makeover and many other prizes. Watch this space for an exciting new initiative soon to be announced. And if you’re a League club then we haven’t forgotten you – keep your eyes on your in-box!

Clubhouse Europe Clubhouse Europe continues to work with partners across Europe, predominantly in the golf and sports resorts sector. With tennis clubs firmly in our sights, we are working ever more closely with the Club Managers Association of Europe to expand the

membership-base still further. Watch this space.

Sports Club magazine Like Club Rugby and Sports4Bars.com, Sports Club magazine is launching online with content specifically related to – you guessed it! – sports clubs. In conjunction with a number of club-supporting suppliers, the magazine will be sent straight to the inbox of our sports club readers.

Timed to coincide with the busy summer of sport, the free magazine is designed to help committees and officials run ever more efficient and profitable sports clubs.

Club Mirror Having celebrated our 47th birthday in 2015, Club Mirror continues to push the club sector. This year this work has broadened into even closer ties with the main club Associations and has seen the launch of a number of Club Association events – drinks receptions, attendance at Association Conferences and AGMs, attendance at All Party Parliamentary Group meetings and the launch of the inaugural Club Associations Champagne Reception at the 2015 Club Awards.

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Our commitment as owners and publishers of club magazines – including Club Mirror, Club Rugby, Clubhouse Europe and Club Report – is to help all types of clubs to build their business still further, through the provision of timely targeted information, help and advice.

”

Club Mirror will be announcing a new programme of events in 2016, and as always it will continue to provide timely targeted impartial information, help, analysis and advice.

And there’s more – Club Awards Now in their 25th year, the Club Awards continue to highlight the breadth of clubland – from sports clubs and social clubs, to working men’s clubs and political clubs. The annual event is a unique showcase for clubland. Last year’s entries provided further proof, if proof were needed, that the club sector is pulling members through its busy doors through innovation, entertainment and determination.

The 2015 Awards caused quite a stir, with sports presenter John Inverdale hosting the event which

included appearances of – and photo-opportunities with – the Barclays Premiership Cup no less.

We even had video messaging from rugby superstar Austin Healy, and football pundits Robbie Savage and Darren Fletcher direct from BT Sport’s studios.

For those of you unfamiliar with the Awards, the sports categories play a major part in the celebrations, and include categories for football, rugby, bowls, tennis and golf.

In summary...

Our titles, Awards and events are all geared up to providing all of the support that we possibly can to help our thriving industry continue to grow. Thank you for all of your input and we hope you enjoy reading the titles as much as we do creating them.

Associations represented and/or featured at the Club Awards included...

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CLUB AWARDS 2016

Your industry NEEDS YOU 24 November, 2016

The 2016 Club Awards have launched.

And we want you to enter!

The Club Awards recognise the commitment of clubs, committees and individuals who work to ensure a healthy future for their clubs.

IT COULD BE YOU Do you think you could be a finalist? Do you have what it takes to beat the best and stand out from the rest?

WHY ENTER? Clubs use their success to: • Raise the club’s profile • Gain coverage in the local press and media • Encourage new members • Thank existing members for their support • Demonstrate that the club is spending members’ money wisely

So what are you waiting for?

Fill in the form opposite, email us or fax us.

We look forward to hearing from you!

DEADLINE: JUNE 30, 2016 – Tel: 01753 272022 6 CLUB REPORT

IS THIS YOU? Are you proud of your teamwork?

Are you proud of your bar team?

EXPRESS ENTRY FORM

THE CLUB AWARDS THREE QUESTIONS AND YOU COULD BE ON YOUR WAY TO THE CLUB AWARDS 2016 24 November 2016 1. Number of members: ___________________________________________ 2. Year founded: _______________________________________________ 3. Club Turnover (if known / approximate) ___________________________________ (NB: This information is strictly confidential and for judging purposes only – not for publication.)

Just fill in your club details and we'll get in touch – simple as that Are you proud of your catering?

Your Name: ___________________________________________ Job title/role: __________________________________________ Club Name: ___________________________________________ Address: ____________________________________________

Are you proud of your club?

______________________________ Post code: _____________ CONTACT TELEPHONE NUMBERS: Daytime: ____________________________________________

Are you proud of your entertainment?

Evening: ____________________________________________ Mobile: _____________________________________________ Email address: _________________________________________

Are you proud of your management?

Then you should enter the Awards

SEND IN YOUR ENTRY NOW. HERE’S HOW:

BY POST:

Club Awards, Club Mirror, Gainsborough House, 59-60 Thames Street, Windsor SL4 1TX

BY EMAIL:

Email your details to info@clubmirror.com

BY PHONE:

Call in your details to 01753 272022

BY FAX:

Fax this page to 01753 272021

STOP P DEAD RESS: LINE FOR ENTR IES –

JUNE

30

Fax: 01753 272021; Email: info@clubmirror.com CLUB REPORT 7

LEGAL EAGLE

Ongoing issues and club conundrums Poppleston Allen's Nick Walton reviews 2015’s outstanding issues and their implications for clubs in the year ahead.

M

y dealings with Her Majesty’s Government have been confined to issues which affected the future of licensing, as it relates to clubs, in order that I do not stand or fall by my political views.

The nearest I have been to voicing any sort of opinion about the workings of Government occurred during the Club Mirror campaign to have Private Members Clubs exempted from the payment of a Late Night Levy.

Late Night Levy Despite promises made in the Upper Chamber that our pleas during the third/fourth reading of the Police Reform and Social Responsibility Bill would be dealt with, nothing ever transpired. Clubs were pretty much hung out to dry, along with other establishments which could and should have avoided payment of the Levy.

A case in point I am personally aware of a club which, although a good seven miles out of a city, qualifies to pay the Late Night Levy, as it is within the boundaries of the Licensing Authority. As the location of the club is in a much larger building, the rateable value – and hence the banding for the Levy – is the highest in the city.

You may remember that the Levy was (and is) a way of extracting further funds from the service industry. The cash generated is split 70% to the Police and 30% to the Licensing Authority. In this particular city I am talking about, the 70% paid to the Police is used to fund PCSOs who patrol their beat until midnight, the time at which the Late Night Levy kicks in. I am not necessarily a cynic, but there is an irony in that don’t you think?

The club on the outskirts is totally self-policing, and is so far out of the city centre that having a Police presence would probably require having a full scale riot, or worse.

Scotland and minimum pricing Remember the re-balancing of the Licensing Act consultation and its suggested 40p per unit of alcohol as a minimum unit selling price? The Government did a U-turn after re-considering their policy in favour of a ban on below permitted price sales of alcohol. However, the Government in Scotland pressed ahead with their proposed 50p per

8 CLUB REPORT

minimum unit price for alcohol, which they were at pains to advise was not a tax, it was a targeted way of making sure alcohol is sold at a sensible price. The effect of a 50p per unit of alcohol would be to make Scotland’s favourite tipple around about £20 per litre to purchase. The Scotch Whisky Association and others (European Wine Suppliers) cried foul and, to cut a long story short, the challenge went to the European Court in Strasbourg to be decided.

A preliminary judgement by the Advocate General of the European Court was handed down on 3rd September 2015. Whilst not binding upon the full Court decision, which should be available within the next six months, the judgement was not greatly helpful to the Scottish Parliament at Holyrood.

The judgement concluded that fixing a legal price for alcohol could only be justified if the Scottish Government could prove that alternative means, such as increasing taxation, would not be a suitable means of curbing excessive consumption.

I have some sympathy with Ms Sturgeon and her colleagues, as the evidence in support of higher taxation affecting consumption is very mixed currently.

As we mentioned at the time, a Canadian study several years ago showed that consumption in vulnerable groups goes down when the price goes up.

But a Scottish study recently published tends not to support the Canadian hypothesis. The study of a group of vulnerable individuals who attended hospital because of the effects of alcohol showed that they switched products as their usual drink became less affordable – cheap vodka being replaced by white cider, which has a price per unit of £0.17 rather than the £0.40 or so being paid for the vodka.

In such circumstances the evidence suggests that taxation and pricing alone cannot target and reduce problem drinking. Whilst one swallow does not make a summer and, in the same way, one study does not close the door on minimum unit pricing of alcohol; it

will be difficult to justify the implementation of a minimum unit pricing without further empirical evidence. As Ms Sturgeon was keen to point out following the judgement, the concept of the minimum unit price is not illegal. However, before it can be implemented, other more sophisticated measures may be necessary in an attempt to disprove the theory that consumption of alcohol is price sensitive.

Studies in England show that consumption is falling at its fastest rate since 2005. The British Government has confirmed that there are no plans for it to introduce a minimum price for alcohol.

Smoking and vaping In a similar way, I have to have some sympathy with the Welsh Government, where a ban on e-cigarettes in public buildings would be progressed through the Welsh Assembly through the Public Health Wales Bill. Law makers in Wales had already determined that a ban would enable Local Authority enforcement officers to issue fixed penalty notices in relation to the smoke-free offences created in the Public Health Bill, for people who use vaporising e-cigarettes in public buildings. Cash strapped Councils may have been able to rely to a certain extent on the revenues generated from these fixed penalty notices. However, studies in England may well have dampened their enthusiasm to pass the Bill in Wales.

Strong support for vaporising e-cigarettes as a replacement to the harmful effects of tobacco, and the reduction on the NHS burden, appear dramatic to say the least. This has not however stopped individual pub companies banning the use of e-cigarettes in their premises. Certainly one to watch in 2016!

Poppleston Allen can be contacted on 0115 953 8500.

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SPORT

Government’s strategy to strengthen UK sport Good news for sports clubs came in December 2015 with the government’s announcement of a new sports strategy. The new strategy is to target a far broader age group than before with Sport England’s remit shifting from 14 year-olds and over to investing in five year olds through to pensioners.

P

ublic investment into community sport is to reach children as young as five as part of the government’s new strategy on sport announced by Sports Minister Tracey Crouch on December 17, 2015.

Sport England will now be investing in sport for those aged five years old and upwards in a bid to create a more active nation.

Investment will be targeted at sport projects that have a meaningful, measurable impact on how they are improving people’s lives – from helping young people gain skills to get into work, to tackling social inclusion and improving physical and mental health.

Funding will also be targeted at groups who have low participation rates to encourage those who do not take part in sport and physical activity to get involved. This includes supporting women, disabled people, those in lower socioeconomic groups and older people. Sport England will set up a new fund in 2016 to get inactive people physically active and will support and measure participation in sport and wider physical activity going forward.

At the elite end of sport, government is supporting the UK’s Olympic and Paralympic athletes beyond Rio 2016 through to Tokyo 2020 with increased exchequer funding.

Sports Minister Tracey Crouch said: “Sport has an incredible power to do social good and that is what our new strategy is all about. We will invest in sport and physical activity that shows how it can have a positive impact on people’s lives, how it brings communities together while ensuring it continues to make a significant contribution to the economy too.

“We want to give everyone the best possible experience of sport from the earliest age which is why Sport England will now support children from five years old. We also want to maintain Britain’s reputation as one of the leading nations in the world for putting on major sporting events while making sure we are the best in the world on good governance too.

“On sports governance, UK Sport and Sport England, along with the other Home Nation Sports Councils, will agree a new UK-wide sports governance code by September 2016.

Tracey Crouch, Sports Minister.

“This will unify the approach by sports governing bodies to governance and look at areas such as board composition, representation and transparency. The code will be mandatory for all sports bodies that want to receive public funding from 2017.

“Government has also agreed with the Premier League that, given the increase in their broadcasting income, the League will at least double their investment in grassroots football over the coming three seasons, that will help improve facilities and grow football across the country.

“Exact details of the deal will be finalised pending

Sports investment will now target five year-olds and upwards.

“

Sport has an incredible power to do social good and that is what our new strategy is all about.

”

the outcome of the Ofcom investigation into how the Premier League sells its broadcasting rights.

“Upholding the integrity of sport is an important part of the strategy and government will review the effectiveness of its existing legislative structure on dealing with corruption in sport. Tackling corruption in sport will also be a key part of the Prime Minister’s International Anti-Corruption summit in London [2016].

“As well as rooting out corruption, all in the sports sector have a duty of care to those that participate in sport – whether at the grassroots or elite level. Baroness Tanni Grey-Thompson has been appointed to lead an independent working group to do detailed work in this area so that everyone can participate safely in sport. This will mean elite athletes have plans and opportunities for other careers when their playing days are over, their sporting career is cut short by injury, or if they are released by clubs or governing bodies.

“In order to help maximise sports’ contribution to the economy, the government, UK Sport, the Home Nations’ Sport’s Councils and the devolved administrations will work together on a new strategy for Britain to bid for and host some of the biggest events in world sport in the years to come.

“Government is also to facilitate discussions between the home nation football, cricket and rugby governing bodies and our successful Olympic and Paralympic sports that have enjoyed phenomenal success in the last two Games. This will ensure that no stone is left unturned to help home nation success at future World Cups in the major team sports.”

CLUB REPORT 11

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SPORT

Spotlight on sport It’s fair to say that 2015 has been a very mixed year where the fortunes of the sport and recreation sector is concerned, says James Stibbs, Head of Communications at the Sport & Recreation Alliance. Here he examines the challenges for 2016.

T

he UK again showed that it thrives under the world’s gaze when it comes to hosting major events. The Rugby World Cup, EuroHockey Championships and Canoe Slalom World Championships were among some of the large events that all took place on our shores and benefited from our experience, expertise and passion when it comes to embracing and participating in sport.

Off-field matters, however, saw sport take a battering when it came to regulation and governance.

The allegations of corruption and investigations at both Fifa and the International Association of Athletics Federation saw the reputation of sport dragged through the mud and it will take it time to recover.

In England, a wholly Conservative government saw Tracey Crouch MP become Minister for Sport and instantly embark on a review of the current sports strategy and commit to making sport, outdoor recreation and physical activity a greater cross-governmental focus when it comes to matters like public health.

The outcome of the strategy consultation, released on December 17 [Editor’s note: see previous page for details.] will be a huge focus for the Alliance and the wider sport and recreation sector in 2016. Our hope is that the whole of government can begin to take the potential of our club network seriously – and not just parts of it.

Whilst the new strategy will have a significant impact upon the future direction of the sector, individual governing bodies and organisations, there are specific areas that warrant particular attention by all, regardless of the outcome of the strategy.

Increasing participation The first area will be relevant to all sports organisations. Participation is the metric by which many national governing bodies have their Sport England funding calculated. Drops in funding equate to potential further drops in participation which can create a troubling cycle, particularly when it comes to funding for initiatives at club level.

The challenge for many sports when it comes to increasing participation is to make the proposition to the public more enticing or engaging. The rapid uptake in wearable technology provides a means to do this. However, how to actually deliver an effective proposition is difficult.

Building an active online community around

12 CLUB REPORT

The government's new strategy on sport will now target everyone from five years-old and upwards.

sport is also proving to be an effective way to engage with harder-to-reach demographics and to increase participation. Governing bodies like Badminton England and the Lawn Tennis Association have used technology to adapt their sports and bring a social element to games. The social element of a club, with a clubhouse, has an enduring appeal to participants and it’s one which canny National Governing Bodies (NGBs) will be seeking to make the most of.

Leadership and governance Another area of particular relevance given 2015’s headlines , is leadership and governance.

We have seen that organisations that are not constantly seeking to review and improve their levels of accountability and governance find themselves making poor decisions and leaving themselves open to all kinds of criticism. Sport needs to take a progressive view when it comes to getting in place the right governance if it wants to be seen as credible. The Alliance has launched an updated version of its Voluntary Code of Good Governance and 104 NGBS have now signed up to it. But good governance – getting the right people on the committee, getting the right skills, making sure new people get the chance to occupy leadership roles – is just as important at the club level.

Grassroots sport funding The final area to highlight is how sports organisations and governing bodies fund their sports and operations.

The UK thrives when it comes to hosting major sporting events.

The Alliance led the #GetYourKitOn campaign to lobby for the protection of grassroots sport funding ahead of the Comprehensive Spending Review.

NGBs, local clubs, sports providers, community schemes and enthusiastic individuals all got behind the campaign to show the value of grassroots sport to the country.

Following a successful campaign, the budget for Sport England is to remain relatively untouched, despite fears over there being a cut of up-to 40% in the offing. This is clearly fantastic news for grassroots sport and clubs throughout the country.

“ ”

The sharing of facilities and expanding what activities clubs offer is one way clubs can look to generate income or save on costs without having to increase membership fees.

Income generation Relying upon government funding for sport is a dangerous path when there is so much pressure around public spending. The situation emphasises the importance of sports organisations trying to find diverse means of funding. Clubs know all too well of the necessity of balancing the books and finding new income streams – and also how difficult it can be. The sharing of facilities and expanding what activities clubs offer is one way clubs can look to generate income or save on costs without having to increase membership fees.

Good governance is key.

At a larger level governing bodies and sports organisations should be exploring how to exploit sport’s commercial appeal to generate more income from private sources such as sponsorship, broadcasting and commercial partnerships. But although this is possible for some larger sports, it is not a solution for all.

We at the Alliance are working hard to make sure that sport is prepared for what is around the corner. Our Fit For The Future programme is an initiative designed to highlight many of the challenges on the road ahead and also to highlight some of the potential solutions available. But in the meantime we will continue to fight to make sure that the voice of the community sports club is heard in Westminster and Whitehall and that politicians understand what an important role clubs play in the life of the ordinary people.

CONTACT DETAILS Sport and Recreation Alliance Burwood House, 14 Caxton Street, London SW1H 0QT t. 020 7976 3900 f. 020 7976 3901 twitter. @sportrectweets www.sportandrecreation.org.uk

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Despite fears of significant cuts, the budget for Sport England is to remain relatively untouched.

CLUB REPORT 13

SPORT

Why 2016’s sport will prove a knockout With a magnificent sporting calendar already underway for 2016, BT Sport-subscribing clubs will be taking every opportunity to draw members into the clubhouse. There’s everything to play for in the year ahead, says Bruce Cuthbert, Director Commercial Customers BT Sport.

Y

es it’s knockout time! Here at BT Sport – and as the new home of the UEFA Champions League – we’ll be showing the much-anticipated knockout stages of the prestigious competition in the coming months. And with Manchester City, Chelsea and Arsenal firing their way into the impending knockout stages, there are some epic European encounters coming up in 2016 to satisfy diehard fans and neutrals alike.

On the domestic stage, the Barclays Premier League and FA Cup look set to conjure up many more moments of drama during the second half of the season to add to those already witnessed this season, as the various contenders set their sights on silverware.

The rugby season is also in full swing and fans of the oval ball – whose numbers have multiplied in the wake of a thrilling Rugby World Cup 2015 - are sure to enjoy the continuing battles in the Aviva Premiership and European Rugby Champions Cup. The football phenomenon We’ll be showing a wealth of big football encounters (exclusively live) which are coming up during 2016 – not least the knockout stages of the UEFA Champions League and UEFA Europa League, featuring the biggest names in European football.

After the exhilarating group stages, which saw Manchester City and Chelsea top their groups and Arsenal finishing as valiant runners-up to Bayern Munich, February sees the UEFA Champions League reach the Round of 16 stage, which means epic two-leg encounters being played in some of Europe’s most spectacular sporting cathedrals.

Arsenal have perhaps the toughest challenge of the three remaining England teams as they take on reigning champions Barcelona, spearheaded by the peerless Lionel Messi – recently crowned as FIFA’s Player of the Year - alongside Luis Suarez and Neymar.

Chelsea, meanwhile, face Paris St Germain and Manchester City take on Dynamo Kiev as they look to negotiate a path through to the quarter-finals of this prestigious competition.

There is plenty of British interest in the UEFA Europa League knockout stages too, with Manchester United, Liverpool and Tottenham

14 CLUB REPORT

ready to fight their way through to the Final taking place in Basel in May. It all adds up to some busy Tuesday, Wednesday and Thursday nights in prospect for clubs as members flock to the see the European action unfold.

On the domestic stage, the Barclays Premier

League continues to serve up drama on a weekly basis with most pundits expecting the chase for the title to go all the way to the wire. And no wonder, given that the unexpected is being served up in pretty much every round of this fascinating competition – witness Southampton’s stunning 4-0 demolition

Rugby set for sensational season Last year’s Rugby World Cup undoubtedly boosted interest in the sport and many of the players who caught the eye during the competition continue to show their skills in club colours as they take part in the Aviva Premiership, European Champions Cup and European Challenge Cup. English champions Saracens, with a number of international players in their ranks, look to be the team to beat both in domestic and European competition this season but there are any number of sides queuing up to knock them off their pedestal.

With that in mind, hugs and kisses are sure to be in short supply on Valentine’s Day when we show the Saracens and Wasps meeting at Allianz Park in the Aviva Premiership.

In all, we’ll be showing 69 live (and exclusive) Aviva Premiership games throughout the season.

The European Champions Cup hits top gear in the spring with the quarter and semi-finals taking place in April before the two sides left standing head to the Grand Stade de Lyon on April 14 to contest the Final.

Few would bet against Parisian heavyweights Racing 92 going all the way to the Final given the form of New Zealand fly-half Dan Carter who recently joined the club after winning the World Cup with the All Blacks. The current World rugby player of the year will certainly take some stopping.

job on Arsenal which we showed live on Boxing Day. February’s showdown between title contenders Manchester City and Leicester City –one of 38 games showing on the channel this season – could well offer some clues on the eventual destination of the trophy.

The Emirates FA Cup also maintains a powerful grip on the public imagination and we’ll be showing some of the key battles on the road to Wembley with action from each and every round, as well as the Final in May. Don’t forget that the SPFL Premiership and Championship is also being covered on BT Sport as Celtic close in on the title in the top flight and Rangers aim for promotion from the Championship.

Fans of European football will also be able to continue watching action from several domestic leagues, including Italy’s Serie A, Germany’s Bundesliga and France’s La Ligue.

Darts, MotoGP, NBA, Tennis and UFC There is plenty of other sport across our portfolio beyond football and rugby, including MotoGP, American sport, tennis, Ultimate Fighting Championship and darts. The BDO World Professional Darts Championship took place in Lakeside in January and what an entertaining event it proved to be. England’s Scott Waites provided a masterclass in power darts to beat Canada’s Jeff Smith 7-1 in the Final.

And last but not least...

Looking even further ahead to 2017/18, we’ll be showing the next Ashes Series Down exclusively live as part of a new deal with Cricket Australia that includes coverage of the star-studded KFC Big Bash League.

CONTACT DETAILS BT Centre 81 Newgate Street London EC1A 7AJ t. 0800 678 1065 https://btsportbusiness.com/

< CLUB REPORT 15

SPORT

Drivemembershipwith a huge year of sport There’s an exciting 12 months in store in the world of sport, and that usually translates to better business for clubs, as their members get together to watch the action unfold live. Sky Business’ Alison Dolan highlights the line-up for Sky Sports-subscribing clubs.

T

his year promises much drama and memorable moments, which means plenty of opportunities throughout the year for clubs to attract more people through their doors, spending more money as they do so.

Not only is it an Olympic year, where fans of both Great Britain and the Republic of Ireland will be hoping their teams can recreate the thrilling drama we saw at London 2012, but the summer will also see the first UEFA European Championships in the new extended format. England, Wales, Northern Ireland and the Republic of Ireland will all be competing,

16 CLUB REPORT

with England and Wales even drawn to play against each other in the group stage.

Both the Olympics and the European Championships will be shown on free-to-air channels, and when coupled with the unmissable live sport we’ll be showing, clubs are set to enjoy an incredible line-up in 2016.

Football – unmissable matches It has already been an extraordinary and unpredictable season in the Barclays Premier League and the excitement will only continue to build as we head

into the 2nd half of the season, with a number of clubs still in the hunt for the title, and an almighty battle to stay up already underway at the other end of the table.

The combination of 116 Barclays Premier League matches, along with exclusive live rights to the Sky Bet Football League, means clubs can watch all 92 teams from the top four divisions of English football, as well as exclusive matches from the SPFL in Scotland. We’ll be bringing clubs 127 matches per season from the Football League, including the Championship, League and League Two play-offs.

“

Following England’s triumph in the 2015 Ashes series over Australia, there’s renewed confidence in the England cricket team once again, with Alistair Cook’s men also doing themselves proud in their January tour of South Africa.

”

And from the start of the 2016/17 season in August, there will be yet more exclusively live Premier League games, bringing clubs 126 games per season for at least the next three years, including a new Friday night match slot.

Golf – teeing off for a big year This is a huge year for golf fans, with the Ryder Cup as well as the Majors to look forward to (all five events will be shown exclusively on Sky Sports.) The Open has been added to our coverage of The Masters, US Open and PGA Championship, as well as the Ryder Cup and PGA Tour, including the British Masters. This makes us truly the home of golf from 2016.

Rugby – let battle commence On the rugby field, while England may have struggled to produce the goods on the pitch, the country certainly hosted a fantastic Rugby World Cup in 2015, and interest will be high once again following the RBS Six Nations (shown on free-to-air channels), as England, Wales and Ireland head to the southern hemisphere for a tour which will see them play Australia, South Africa and world champions New Zealand (exclusively live on Sky Sports in June).

It should be no surprise that rugby union is the second most-watched sport in out-of-home venues (behind football) and we’re offering clubs matches from the European Champions Cup, European Challenge Cup, French Top14, Guinness PRO12 and international matches all in one place.

Cricket – bowling them over Following England’s triumph in the 2015 Ashes series over Australia, there’s renewed confidence in the England cricket team once again, with Alistair Cook’s men also doing themselves proud in their January tour of South Africa. We’ll be showing all the live international Test cricket as England face Sri Lanka and Pakistan, plus there’s the ICC World T20 in India,

the international championship of T20 cricket – the fast-paced, big-hitting form of the sport.

F1 – formula for success With race days taking place on a Sunday, and a large proportion of the races taking pace during licensing hours, F1 is a great way of keeping customers in for longer at weekends, especially either side of Premier League football on Sundays. We’ll be showing every race of the F1(tm) season, another sport that lends itself so well to additional food and drink sales for clubs.

And there’s more...

Plus there’s so much more we’ll be showing throughout the week, including Rugby League, NFL and the

biggest events from the PDC darts circuit, including all the action from the Premier League on Thursday nights as well as the World Darts Championship from Alexandra Palace in December.

With so much unmissable sport on offer in 2016, there are ever more money-making opportunities for clubs. Enjoy!

CONTACT DETAILS Sky Business Sky UK Ltd Grant Way, Isleworth, Middlesex TW7 5QD t. 08442 411490 https://business.sky.com/clubs/

< CLUB REPORT 17

GAMING

From regulations and permits to ongoing opportunities in 2016 As a powerful revenue earner and a member-must-have, clubs are advised to keep on top of all things gaming. Dransfields’ Chris Haley offers the following advice.

Machine Games Duty The Machine Games Duty (MGD) regime introduced in February 2013 is now well bedded-in and most clubs have got to grips with the MGD Return submitted quarterly.

However, the Chancellor of the Exchequer introduced a new rate of MGD at 25% in the 2015 Budget and some clubs have been incorrectly declaring MGD at this new higher rate.

To clarify, the higher rate only applies to machines such as Category B2 which are found in Licensed Bookmakers; there are no machines legally available to clubs on which the higher rate is payable. Most machines found in clubs are either completely exempt or generate income on which MGD at the standard rate of 20% is payable.

To recap the rate of MGD payable is calculated based on maximum stakes and prizes stated in the table above: Important Note – The income from Category B3A machines and pull tab lottery machines is exempt from MGD. Clubs should not include any income from these machines on their MGD Return.

Introduction of new £1 Coin Due to the number of forgeries in circulation (estimated at 50 million by the Treasury) the Royal Mint has designed a new £1 coin which will be released into circulation in 2017. The gaming machine indus-

20 CLUB REPORT

Machine Type

Cost to play

Prize

Rate

Type 1 – lower rate

20 pence or less

£10 or less

5%

Type 2 – standard rate

21 pence to £5

£11 or more

20%

All others – higher rate

More than £5

Any

25%

try has recently been allowed to apply for samples of the new £1 coin to enable the testing of coin mechanisms, coin hoppers etc.

It is critical that machine suppliers correctly calibrate coin mechanisms when the changeover is introduced as there is a high risk that machines will become a target for remaining forgeries in circulation.

Any reputable machine operator will be keeping a close eye on developments and planning well ahead for the forthcoming changes.

The future of machines and game styles Digital gaming machines allow much more flexibility and innovation in games design than traditional reel-based machines.

In the past traditional games have tended to have feature trails with fairly complicated game play. A regular complaint about these machines is that they are too complex and can be off-putting to casual players who feel that they will lose money whilst trying to learn how to play them. The number of players has therefore dwindled over the years with a resultant decline in machine income.

Over recent years however, there has been a marked uptake in digital gaming machines which can provide a

more appealing experience for the player.

Most digital games are designed as straight forward slots with few of the complicated features that put off non-core players. The numbers of win lines are increased, often to up to twenty or more, and payout percentages are increased thereby giving the player a more engaging experience.

Digital machines typically have a menu of games and there is therefore a much greater variety available to a wider range of players. Many machines are now online, allowing the remote downloading of new games to keep the content fresh and current. In addition, digital machines with £400 maximum prize can attract club machine players back from the Bookies as they offer similar, high quality appealing games.

Linneweber and gaming machine income VAT case update On 8 July, 2015 the Supreme Court released their decision in the longstanding dispute between HMRC and Rank plc in respect of the VAT treatment of income generated from gaming machines.

The initial argument made by Rank in 2006/2007 was that takings from one gaming machine should not be treated differently – from a VAT perspective – to the takings from another machine. This was the principle established in the European Courts of Justice by the case of Edith Linneweber. Initially the UK Courts found in favour of Rank and many clubs received repayment of VAT together with interest.

More recently, however, HMRC changed their argument and sought to rely upon the fact that they had been incorrect when they had treated some gaming machine income as being exempt from VAT and that in fact the law had required this income to be subject to VAT at the standard rate, thus removing the argument of fiscal neutrality.

Having won agreement from the Court of Appeal, HMRC proceeded last year to request the money back from those taxpayers (including clubs) that had received repayments, together with further interest.

The final decision on this matter was left to the Supreme Court, which somewhat surprisingly, in the eyes of many, has now found in favour of HMRC. Estimates of the amount of tax at stake as a result of Rank’s and all other claims were between £1 billion and £2 billion which is why this complex case has been so fiercely contested.

A number of different claims by Rank and other operators in the gaming industry for repayment of VAT as a result of alleged breaches of the principle of fiscal neutrality remain to be litigated; these could yet affect the VAT status of gaming machine income pre 2005 and therefore the Linneweber claims. In the meantime, however, HMRC will continue to seek repayment of any claims that had previously been paid out having won the Rank case for which no further Appeals can be made.

Important Note: This case does not have any bearing on Category B3A machines. Any refund of VAT or licence duty received in relation to these machines is safe and they remain free from all forms of taxation including MGD. Fraudulent Activity There has been a significant increase in the number of thefts from machines and clubs need to be vigilant to this criminal activity as the amount of money that can be stolen from machines can be a significant loss to a club.

There are organised machine thieves specifically targeting clubs; they usually operate in groups of three to five people and typically work together to block sight of the machine whilst the theft is performed. They will usually have a person to distract the bar staff / door staff whilst the theft is occurring and a club may not even be aware that they have been robbed until long after they have left the premises.

If you do have CCTV systems in your club then try and ensure the machines are actively monitored.

Be warned though – thieves will often block the view to any camera recording their activities, so the best

way to deter them is to ensure that they cannot crowd around the machines thereby blocking the view of staff and CCTV. The proximity of the machine to the bar does not necessarily deter them but active engagement from staff does. If in doubt, simply ask that they play existing games off and then switch the machine off until they have moved on.

Also, you should always check suppliers’ ID badges before allowing anyone to collect, repair or remove a machine. There have been further cases this year whereby thieves have walked into a club and said that the committee have organised a machine change. They have then “removed” the old machine and simply driven off with it complete with its contents.

If in doubt telephone your supplier to check!

Local Authority Permits From time to time a club may close down and then re-open under a different name. If it does then it must apply for a new Club Gaming Machine Permit

and MGD registration. If in doubt seek legal advice.

Also, there is an annual maintenance fee for a Club Gaming Machine Permit of £50 payable to the local authority. Unfortunately not all local authorities make clubs aware of this and do not send out reminders; this can sometimes result in a local authority cancelling a Permit Finally Do plan ahead for 2017. Some Club Gaming Machine Permits were granted in 2007 for a ten year period; they will therefore need to be renewed next year.

CONTACT DETAILS Dransfields Ltd Dransfield House, Mill Street, Leeds LS9 8BP t. 0345 6449414 f. 01132 343948 www.dransfields.com

< CLUB REPORT 21

EVENT PROMOTION - DRANSFIELDS CIU NATIONAL QUIZ

Enter the Dransfields CIU National Quiz Calling all CIU clubs! The Dransfields CIU National Quiz will be getting underway soon so make sure your club gets involved in this highly enjoyable and competitive event by entering a team (or teams) of four.

T

he Dransfields CIU National Quiz has been running since 2000 and in those 15 years has been graced by some of the country’s top quizzers, many of whom have gone on to feature in top TV quiz shows.

Last year’s Final was held at the Norbreck Castle Hotel in Blackpool immediately following the Union AGM and proved to be a highly enjoyable occasion as quiz specialists Redtooth ran a multi-media event which saw the traditional quiz format mixed with film and TV rounds courtesy of the many big screens placed around the venue.

The quiz, which was also supported by Carlsberg and Sky, was set by renowned quizmaster Dave Bill of ‘Eggheads’ fame and proved to be a titantic battle from first to last.

The eventual champions – Gosforth Empire Social Club – clinched the title by a mere half point to win the first prize of £500 and Barclays Premier League tickets.

Second-placed Newbottle Working Men’s Club from Sunderland won £200 and third-placed

22 CLUB REPORT

Clarence Club from Newport, South Wales won £100.

Chris Haley, Managing Director of Dransfields, the CIU’s Preferred Supplier of Gaming Machines and title sponsor of the CIU Quiz, said: “The 2015 Final in Blackpool was a great occasion and we’re once again delighted to be sponsoring the Dransfields CIU National Quiz which is undisputebly one of the most prestigious and competitive quiz competitions held in the country.”

While for some teams the Dransfields CIU National Quiz is all about the glory of challenging for the title, many clubs are simply in it for the enjoyment of taking part and perhaps winning one of the many ‘spot’ prizes available throughout the event.

TO ENTER Just complete the form on these pages and the organisers will be in touch regarding regional heats and the prestigious Final being held once again on Conference Weekend in Blackpool. Entry costs £25 per team.

CONDITIONS OF ENTRY Your team of four must be CIU members or members of a CIU Social Club.

For more details on joining the CIU, please contact: Stephen Goulding CIU Office Manager, Club Union House, 253-254 Upper Street, London N1 1RY t. 020 7226 0221 e. SGoulding@wmciu.org

ENTRY FORM We wish to enter a team in the 2016 Dransfields CIU National Quiz.

Name of Club: _____________________________________________ Address: _______________________________________________ ______________________________ Postcode: ________________ Contact name: ____________________________________________ Daytime tel: _________________ Email: ________________________ Our team of four will be selected from the following (maximum six). Please give first names (not just initials). ________________________

_________________________

________________________

_________________________

________________________

_________________________

I certify that the team members are at least 18 years old, they are members of this club and hold Associate Pass Cards for 2016 issued by this club.

I enclose a cheque for ÂŁ25 made payable to Alchemy Contract Publishing.

Date: ______________ Secretary: ____________________________ Secretaryâ&#x20AC;&#x2122;s name (please print): ___________________________________

Return to: CIU Quiz, Club Journal, ACP, 59/60 Thames Street, Windsor, Berkshire, SL4 1TX For further information, telephone: 01753 272022 or email: info@clubjournal.co.uk < CLUB REPORT 23

CATERING

Food trendsfor2016 In these days of cutting-edge modern technology, 24 hour news channels and social media, things move quickly and everything is instant. Everybody wants to be on top of the latest trends and catering is no exception.

Booker is equally keen to follow the latest trends to ensure that their products and services will help to run even better club business. So what’s hot for 2016? Here they share their thoughts.

F

rom the ubiquitous burger to the pulled-pork phenomenon, there are some clearly identifiable trends which clubs kitchens should be keeping an eye on.

Burgers Burgers continue to be the number one dish sold by catering businesses across the UK. Ensure that you have the best burger offer that you can manage.

They are so easy to do, from the Big Al’s microwavable burgers for clubs with limited kitchen facilities right up to the premium burgers for more advanced kitchens. Whatever the scale of your catering operation, everyone can now produce a great burger.

Look to add value to your burger with toppings, such as BBQ sauce, different cheeses, bacon, salsa, guacamole – the list is endless. Charge a small amount for each extra topping to generate some extra revenue. Other ways to add value are to change the bun – try Gourmet buns or even Brioche buns. Also try different chips, using the words ‘gourmet’, ‘chunky’, ‘crispy’ etc and charge an extra 25p; your customers will be happy and so will the club treasurer!

Don’t just think beef though. Chicken burgers are nearly as popular as beef and according to Horizons Menu Trends Summer 2015 they have seen a 73% increase in popularity.

American As well as burgers, American food in general is still very popular. Hot Dogs continue to appear on a lot of menus, Mac & Cheese has started to appear as well, not just as a side, or pasta dish, but with additions such as bacon, burgers and pulled pork.

Pulled meat is still on most menus – pork, chicken, beef, it doesn’t seem to matter. If it’s a fattier cut of meat, it can be slow roasted and pulled.

Sitting alongside pulled is smoked. If you don’t have a smoker out back where you can sit your joints of meat for 12 hours at a time, look to use flavourings and sauces to give a smoked flavour.

Sides are also very trendy and on the increase and in the case of American foods, it’s ‘slaw that everyone is serving. But don’t just serve up the old favourite (cabbage, carrot and onion); try adding a twist with red cabbage, chilli or dried fruit.

Mexican There is a trend for pop up restaurants and so called street food, where Mexican lends itself very easily.

24 CLUB REPORT

“

Pulled meat is still on most menus – pork, chicken, beef, it doesn’t seem to matter. If it’s a fattier cut of meat, it can be slow roasted and pulled.

”

New Mexican restaurants are still opening at a pace, backing up the thought that it is still popular and trendy. Burritos are probably most on-trend currently and are really easy to do. Just pop some filling into a wrap, roll it up and serve with a few tortilla chips. Look out for tubs of readymade chilli, such as our Chef’s Larder Premium Chilli Con Carne that has recently launched at only £1.66 a portion – this is great value for money and perfect as a convenient way to serve a few portions. Also consider rice pouches as a way to minimise wastage.

Try holding a Mexican themed evening and serve the food with one, or several, of the selection of Mexican beers that are available now, for a great food and beer evening Grazing Customers want to stick less and less to rigid meal times. They want to eat what they fancy, when they fancy it. Small sharing plates are a great way to offer a wide selection of food right through the day. Also consider grazing boards, where enough food is served for two or more people on the same board.

People wouldn’t have shared food a few years ago, but those boundaries seem to have broken down and it’s not alien to share a plate of food with a friend or partner anymore.

The best example of an easy sharing dish is Nachos. Tortilla Chips, Salsa, Guacamole, Soured

“

People wouldn’t have shared food a few years ago, but those boundaries seem to have broken down and it’s not alien to share a plate of food with a friend or partner anymore.

Cream, Cheese and Jalapeno’s, can be oven baked or microwaved for ease of service.

Toppings Sides and Sauces These are becoming very popular. As mentioned in the Burger section, add value and profit by adding toppings not just to burgers, but also Mac & Cheese, Hot Dogs, Jacket Potatoes and Salads. Horizons Menu trends Summer 2015 states there were 45% more toppings, sauces and sides featured on summer 2015 menu’s versus summer 2014.

Use them as a way to flavour different meats or

vegetables. Hotter flavours are becoming more mainstream, by offering different levels of heat in your sauces you can cater to all tastes.

If you really want to be a little different try making your own ketchups and sauces; you’ll be amazed at how easy they are to do.

Healthy Low fat, low calorie, free-from, gluten-free, meat reducers, vegetarian – all are phrases you’ll have heard a lot of more recently. As the population ages and people become more and more health con-

”

scious, you need to be ready to cater for these requirements. It may still be the minority that have these needs, but if they influence the decision of a large party of people as to where they dine or don’t dine, they have to be considered when you are doing your menu planning.

Headlines A last few headlines as to what is on trend. (These are a little more unusual so you may want to do your own research if you feel that you want to learn more about them): • Peruvian, especially Cervice (fish cured in lime) • Caribbean, Jerk meats (Booker sell Jerk seasoning) • Japanese, Terryaki • Superfoods, seeds, nuts and berries.

CONTACT DETAILS Booker and Makro have over 200 stores nationwide who offer free delivery. Clubs can order in-store, online or over the phone. All About Food is available via the company’s website. t: 0845 6012999 – Booker t: 0844 4457445 – Makro www.booker.co.uk

CLUB REPORT 25

SPORTSWEAR FOR GUARANTEED SATISFACTION

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We use the latest breathable and sublimated styles to provide high performance garments uniquely designed to help your school stand—out and your teams perform.

However our focus on satisfaction doesn’t stop with the garments. We’ve partnered with Schoolblazer – the leading uniform supplier to independent schools to ensure that

our garments are delivered to your parents every time.

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Squadkit from Schoolblazer, UK leader in stylish schoolwear and sportswear Call 01832 280011 info@schoolblazer.com www.schoolblazer.com

CATERING

Five a day

– food favourites

It’s been relentlessly drummed into us that eating five portions of fruit and veg a day is essential.

The good news for club kitchens? Some of those traditional stalwarts which members can’t get enough of can do the trick. Joana Reis explains.

J

ust because food is ‘fast’, doesn’t mean it’s devoid of nutritional benefit; it just might just take a little longer to identify the good stuff! Here’s a run- down of some cases in point.

Enjoy!

Fish and chips Ok, so this is a tough sell. But let’s give it a go.

Chips are made from potatoes, which are vegetables. OK, so they might be soaked in oil but vegetables they remain. They’re also a good source of vitamin C, B6 and B12 as well as iron, zinc and calcium. The fish is also full of nutrients, including omega 3 and 6. But fish and chips are also very high in fat and calories. Still, a side order of mushy peas should make it a little healthier.

• For one of the five-a day: Again, potatoes sadly don’t count, so add in at least 80g of mushy peas.

Pizza With all that melted cheese, fatty meat and thick dough you might not think pizza could be all that healthy. But recent changes to the five-a-day guidelines have opened the door for all sorts of new foods to creep in. A pizza, with concentrated tomato sauce and some vegetable topping can cover a couple of your five (great news!).

• For one of the five-a day: Depends on the pizza toppings, but generally one pizza for one portion with 80g of vegetable and heaped spoon of tomato puree.

Kebabs No, seriously! The humble doner kebab, adopted as the world’s favourite late night guilty pleasure, is synonymous with unhealthy eating. But this reputation is a little unfair. It might not look all that healthy but go for a wholemeal pitta and avoid too much sauce or dressing and it’s really not that bad – especially with a salad.

• For one of the five-a day: Add an 80g portion of salad on top of the meat.

Curry Okay so kormas, masalas and pasandras are swimming in cream, but other varieties such as jalfrezi, rogan josh and madras are made with tomato sauces. Saags are chock-full of healthy spinach. Plus, they’re loaded with spices like turmeric, cumin, ginger and cardamom, all rich in anti-bacterial properties.

• For one of the five-a day: One 80g portion of spinach in a saag, or a vegetable side.

Burgers This is a bit of a no brainer. Sure there’s meat and bread, but load up with tomatoes, onions, pickles, lettuce, avocados or whatever other weird

stuff they stick on burgers these days. The gourmet revolution has done wonders for the burger’s reputation.

• For one of the five-a day: One tomato, or selection of tomato, onion and lettuce totalling 80g.

Ready meals Some ready meals are set to benefit from the shifting goalposts of the five-a-day scheme.

Certain Indian and Chinese ready meals are particularly good sources of veg (as always be careful and read the labels).

• For one of the five-a day: Look for 80g of vegetables, equivalent to one tomato, three heaped tablespoons of peas etc.

Baked potato It’s the fillings that count. The potato itself is a great starting base (especially as it’s baked not fried) and add in salad, beans and/or tomatoes and there’s a good ‘five a day’ option.

• For one of the five-a day: Potatoes don’t really count, so just add in at least 80g of salad as a side or topping.

Fried breakfast Ignore the sausages, bacon, fried bread and black pudding for a minute and let’s focus on the tomatoes, mushrooms, hash browns and beans.

All count as part of the five.

• For one of the five-a day: 80g of tomatoes, three heaped tablespoons of mushrooms or beans all count as one portion.

Milkshakes/smoothies A simple one. Make them yourself and you can control what goes in the mix.

• For one of the five-a day: 80g equals one portion so you can be creative. Depending on how it is made, it is possible to have two or more of the five in a smoothie.

Toasted sandwich Butter. Check. Melted cheese. Check. It’s not a great start. But chuck in some tomatoes, rocket, onions or whatever else you can fit in the toasting machine, and you’re balancing it right out. 10 • For one of the five-a day: 80g of tomatoes, handful of rocket, a whole onion (but that might be a bit much for one sandwich!).

CONTACT DETAILS Joana Reis Joana@kaizensearch.co.uk www.desirablebody.co.uk/junk-food/

< CLUB REPORT 27

CATERING

Thegreatoutdoors With umbrella systems, outdoor lighting and heating now readily available, al fresco dining is achievable 24/7, 365 days a year. Top tips and recipes for thrill-with-the-grill action – whatever the weather.

I

n the summer months the UK’s obsession with al fresco dining comes to the fore, and all eyes turn inevitably to the ubiquitous barbecue. But the challenge for clubs is to ensure that members and guests join the festivities at the club, rather than lighting the barbie at home. And with over 10 million people hosting barbecues last year, the home represents serious competition. So how do you ensure that the club barbecue is the one they all talk about?

Making some noise Letting members know that you’ll be twirling the tongs – whatever the weather – is a good starting point.

Umbrella systems have reached such a level of sophistication now that not only can they protect against both rain and sun in equal measures, optimistic, a beating sun – but they can include heating, lighting, fibre optics, speakers and graphics to ensure that every activity, from barbecues to weddings, can be held outdoors in comfort.

Look for umbrellas which are resistant to dirt, and if the club is in an area used to severe weather warnings, make sure you look for the most durable options.

Patio heaters too have proved a boon for outdoor diners, and are now available as free standing, table top, or even wall mounted.

As a rule of thumb, a full size free standing patio heater (just under 8 foot) will cast enough heat to warm an area six metres in diameter. Put into practical terms, that’s around four to five tables. Where

space is at a premium, table top heaters might be the answer.

Terrace screens are another consideration – particularly for clubs whose sun trap is also a wind tunnel. Screens can be tailor-made and installed, with an option of colours and designs. The club logo can also be included.

Outdoor dining – the barbecue Ensuring that food is cooked through without being burnt is a perennial challenge for barbecue officiandos – particularly when burgers (which are still the

nation’s perennial Barbie favourite).

Cook too quickly (burnt outside; raw inside) and you’re leaving out a welcome mat for bacteria and pathogens. Cook too long (burnt outside; burnt inside) and you kill off the pathogens as well as any taste the now charcoal brick may ever have had. The quality of the meat you use (and of course each burger’s thickness) will also affect cooking times, so practise ahead of the event if you possibly can.

Marinading meats before cooking, as well as basting, will also help to retain the moisture without slowing the cooking process.

Kebab corner

28 CLUB REPORT

PESTO MARINATED COD KEBABS WITH PANCETTA AND MUSHROOM Wafer-thin slices of pancetta wrapped around pesto marinated cod, create ‘skewable’ parcels which also help to protect the fish from drying out during cooking. Makes 10 large or 20 small kebabs.

Pesto Blend the pesto ingredients together in a food processor.

Ingredients 2.5kg cod loin 3kg medium closed cup field mushrooms 1kg wafer thin slices of smoked pancetta For the pesto 250g freshly grated parmesan 250g pine nuts 750g basil leaves 10 cloves garlic (crushed) 450ml olive oil

2. Wipe mushrooms clean, remove stalks and fry mushrooms in a little olive oil/butter until al dente.

Set aside to cool.

1. Cut the cod into square chunks (approx. 3cm x 3cm). Mix and coat with the pesto.

3. Skewer the mushrooms and fish alternately, and wrap pancetta around each piece of cod.

4. Oil lightly before placing on the barbecue. Turn regularly. Kebabs are ready when the fish has just turned opaque in the middle.

Serving suggestions: serve on a bed of linguini tossed in olive oil with toasted pine nuts and a chiffonade of basil.

STICKY TURKEY KEBABS Deliciously different and quick to cook. Serves 8.

Ingredients 1kg/2lb 4oz diced turkey thighs 4tbsp tomato ketchup 2tbsp American or Dijon mustard 4tsp black treacle 2tbsp white wine vinegar 4tbsp sunflower oil 4 green peppers, deseeded and cut into chunks 2 red onions, peeled, cut into chunks and layers separated 1. Mix together the ketchup, mustard, treacle, vinegar and oil until smooth.

2. Thread turkey meat on to 8 skewers, alternating with the chunks of pepper and onion. Lay kebabs side by side in shallow dish and spoon/brush the marinade over meat, turning the kebabs to cover both sides of the turkey.

3. Cover dish with cling film. Leave in cool place for 3-4 hours or until ready to cook.

4. Barbecue kebabs for 6-8 minutes â&#x20AC;&#x201C; or until the turkey is cooked and the vegetables scorched at the edges â&#x20AC;&#x201C; brushing any remaining marinade over turkey as it cooks.

MEDITERRANEAN VEGETABLE KEBABS Simple to make and serve, a tasty addition as a side dish or a vegetarian option. Makes 6 kebabs.

Ingredients 2 red, yellow and green pepper, deseeded and cut into large chunks 1 red onion, cut into large chunks Olive oil for basting 1. Thread peppers and onions alternately on to a wooden skewer.

1. Heat oil in large frying pan and fry the onion for a few minutes until softened. Transfer to a bowl, add herbs and stir well.

2. Add mince, sun dried tomatoes, breadcrumbs and seasoning. Mix well to form a soft mixture. Divide into six patties; chill until required.

2. Brush with olive oil and place on barbecue.

Burger bar TANGY BURGERS IN CIABATTA Serves 6.

Ingredients 1 tbsp oil 1 onion, finely chopped 2 tbsp chopped fresh parsley 1 tbsp chopped fresh thyme 450g/1lb mince 6 sun dried tomatoes, drained and finely chopped 75g/3oz fresh white bread crumbs 6 ciabatta bread rolls Mixed salad leaves and tomato wedges to serve Sea salt and black pepper

3. Cook over barbecue (25 minutes) turning occasionally

4. Split ciabatta rolls and toast lightly. Fill rolls with salad and burger. Serve immediately.

SAUSAGE AND MASH BURGERS A new service style for a favourite food combination.

Makes 10 large burgers.

Ingredients for sausage burgers 1kg minced pork 2 large onions (finely chopped) 10 cloves of garlic (crushed) 50g chopped parsley 30g chopped sage 5 small eggs 150g breadcrumbs salt and pepper plain flour for dusting Ingredients for mash 1kg potatoes (Desiree or Maris Piper are recommended) 200g butter 1. Peel and cut potatotes into large chunks. Cover with cold, salted water, bring to the boil and simmer until soft. Drain. Put through a potato ricer or mouli

CLUB REPORT 29

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CATERING legume, or, if not available, use a masher. Add butter gradually and mix in until fully combined.

Season to taste. Chill in fridge.

2. Mix all the burger ingredients together in a bowl.

Chill in fridge.

3. When mash is cold and firm, assemble the burgers. Take enough mix for half a burger and shape into a pattie. Make a well as wide as possible without breaking the sides.

4. Take a spoonful of mash and place in the well.

Take another quarter of the mix and place over the top of the first one and shape into the finished pattie, giving thick but flat burger shape. Make sure the two halves are well sealed together. Dust both sides very lightly with plain flour and refrigerate until needed. To serve, brush with oil, fry or char-grill until golden brown and finish in the oven – they will not need as much cooking time as a regular burger of this size due to the potato just having to heat through (the meat therefore stays moist).

Accompaniments

GREEN COUS COUS SALAD A versatile salad, serve hot or cold, and add ingredients to suit. Serves 10 (as a side dish).

Ingredients 600g cous cous 3 green pepper (1/2cm dice) 3 onion (finely chopped) 6 cloves garlic (crushed) 3 dsp green chillies (finely chopped) Zest of 6 limes (chopped) 3 tbsp chopped coriander 3 tbsp chopped chives 600g frozen peas 6 dsp pumpkin seeds 450ml beer (Leffe Blond) 450ml water 1. Pour the beer and water into a pan and bring to the boil.

2. In the mean time, sweat the onions, pepper, chilli and garlic in olive oil until soft but without colour.

30 CLUB REPORT

PERFECT PRESENTATION For professional-looking cross-hatch’ grill-lines sear food on the highest heat section at right angles to the grill bars. Then remove the food and lightly wipe with oil before turning it over and repeating the process. Once both sides are seared at this angle, turn the food lengthwise to the grill bars and repeat the process, before returning to the normal cooking heat.

BARBECUE BANGERS AND HOT HOT DOGS 10 things to do with sausages and hot dogs: • Wrap in bacon before cooking (hold bacon in place with a cocktail stick) • Serve with grilled/fried onions and salsa in a wrap • Chop into chunks and toss into rice salad • Create mini kebabs, alternating the meat with colourful peppers • Serve in pitta bread filled with creamy mashed potatoes • Slice down the middle of the sausage/hot dog and fill with cheese • Chop up hot dog and toss in rice salad with green and red peppers • Pierce skin of sausage/hot dog and pour over a marinade of mustard, Worcestershire sauce and ketchup • Chop small baguettes in half, hollow out centre and insert ketchup followed by sausage/hot dog • Chop sausage/hotdog and serve in a bap with gerkins and mustard

Add the cous cous and cook for a couple of minutes mixing well with the vegetables.

3. Pour the boiling Leffe and water over the cous cous. Immediately remove from the heat and cover with cling film or tight fitting lid. Leave to stand for 10 minutes.

4. Cook the peas in boiling salted water, drain and refresh under cold water.

5. When the cous cous has been standing for 10 minutes, tip into a large flat tray to cool down quickly and evenly. Add the chives, coriander, drained peas and seeds. Season with salt and pepper to taste and drizzle over a couple of tablespoons of olive oil. Cover and refrigerate.

ROSEMARY AND CUMIN FLAT BREAD Simple to make, this flat bread requires no proofing to activate yeast. Experiment with flavours (try lemon zest with a squeeze of juice). Makes approximately six pitta sized pieces.

Ingredients 150g plain flour 100ml water 1tsp cumin powder half tsp baking powder 3 sprigs fresh rosemary (stalks removed, leaves finely chopped) pinch of salt 1. Place all ingredients except the water in a food processor and switch on. Add the water a little at a time until the dough starts forming a ball, coming away from the sides of the bowl. Remove and form into a ball (the dough should be slightly tacky leaving only a trace of dough as you pass it from hand to hand).

2. Lightly dust a work surface with flour, break off a piece of dough a little bigger than a golf ball and roll out as thinly as possible (it will naturally form a pitta shaped piece). Dust off excess flour.

3. Place on the barbecue. Turn when one side becomes coloured and bar-marked.

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CATERING

Cool advice on buying and maintaining fridges No-nonsense advice on operating your fridge with maximum energy efficiency, plus what to look out for in new equipment.

More energy efficiency from the fridges you already have Location, location, location. One of the commonest forms of ‘fridge abuse’ is, quite simply, putting it in the wrong place, so that there is inadequate ventilation. This means it has to work much harder to maintain temperature. Make sure your fridge has plenty of ventilation and make sure staff don’t block it (for example, by storing trays beside the cabinet’s ventilation panels).

energy (plus, your staff will be more comfortable). Equally, putting your fridge in a cooler part of the kitchen, away from the hot cooking equipment, will mean it doesn’t have to work so hard.

Make the kitchen cooler Making better use of the kitchen’s ventilation could drop the ambient temperature by a degree or two, which means the fridges will need less

Internal layout Make sure your shelves are properly spaced out and, if you’re storing big boxes, make sure they don’t block the airflow.

Overloading Another common abuse is to overload fridges. This affects the internal airflow, reducing the cabinet’s or coldroom’s ability to chill effectively. Again, the system will constantly work to try to rectify the problem and energy will be wasted.

Shut that door Obvious but, almost unbelievably, another common abuse. Always shut the fridge, freezer or coldroom door and NEVER prop them open! If you’re constantly going in and out of a coldroom, fit a plastic strip curtain to keep the cold in.

Turn off the burners A common practise in kitchens is to leave gas burners on. This raises the kitchen temperature and causes fridges to work much harder than necessary. So turn burners off when they’re not in use.

Choosing energy-efficient refrigeration Look at the Enhanced Capital Allowance (ECA) tax scheme for businesses: it saves energy and saves you money. Plus you may be able to claim 100% tax allowance in the first year when purchasing the cabinets.

Save energy with drawer and half door cabinets Fridges using drawers and half-doors (as opposed to full doors) are increasingly popular because they hold temperature better, since you only access the part of the fridge you need. They won’t suit everyone, but are simple and effective energy savers.

With insulation, go thick The thicker the insulation, the less cold the fridge loses and the less impact the warm kitchen has.

So the less energy you use to maintain temperature.

Consider remote refrigeration systems This is where several cabinets and coldrooms are powered from one refrigeration system, usually sited outside, often on the roof. Systems like Williams unique Glycol are not only more energy efficient, they also chill more quickly and remove the heat and sound produced by stand-alone fridges from the kitchen.

Further information Manufacturers are continuing the battle to make their products ever more energy efficient, so keep an eye out for their latest products.

32 CLUB REPORT

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CATERING

The thrill of the grill Clubs can be cooking for a few dozen members at a low-key club barbie or a few hundred guests on a club open day – or maybe a beer festival. Whatever the occasion, one thing is for sure; all of your guests will expect good food, says Karen Swift from Cinders Barbecue.

A

barbecue event is the perfect mixer and the easy way to feed any numbers in an informal or more structured way. And for smaller clubs a barbecue can be a great leveller – it breaks down formality. When else is it OK to speak to someone with a glass in one hand and maybe a bit of ketchup or mustard on your chin? Nobody really minds at a barbecue!

Whatever the size of the party, it is important to invest in commercial cooking equipment that won’t let you down. Reliable equipment with a good commercial warranty offers peace of mind.

Choose a barbecue that is designed for a fast throughput as once the aromas start wafting around the queues will form quickly.

Always remember that food safety and hygiene

standards don’t go away because you’re outdoors, so always follow the manufacturer’s instructions for set-up and cleaning to ensure you get the best from your equipment.

Whether catering to members or to the wider public, safety considerations must come first.

Does the type of equipment need to carry a CE Mark to indicate it has been tested to a specific standard? For example Gas Barbecues must have been approved to BS EN 498:2012 and undergo strict production surveillance before the mandatory CE mark is applied. A direct question to your supplier and documentation in your files should cover you for due diligence and keep your insurers happy.

Profitability is important and an investment in

commercial equipment can help you bring cash into the club by offering summer events in your local community. You can suggest a barbecue option to provide relaxed family events like birthdays, retirements, school reunions and summer parties. When you own your equipment it can be brought out at other times of year too – think Halloween, Bonfire Night or Carol Singing around your outdoor tree.

If your club owns a commercial barbecue it can be lent out with confidence to other local businesses or used to support your own Charity fundraising. It offers an opportunity to cement your local relationships and enhance the club’s reputation.

In short, by investing in a commercial barbecue you will reap the rewards for many years to come.

CLUB REPORT 33

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EVENT PROMOTION – CIU’S 25TH BEER & TRADES EXHIBITION

YOUR HOSTS

George Dawson CMD President

John Tobin Vice-President

Kenneth D Green CMD General Secetary

John Baker NEC Member

John Batchelor NEC Member

Geoff Blakeley CMD NEC Member

Carol Goddard NEC Member

David Gravel NEC Member

Sid Hicks NEC Member

Philip Larkin NEC Member

Chris O’Neill NEC Member

Ken Roberts CMD NEC Member

Bob Russell CMD NEC Member

George Smith NEC Member

Geoff Whewell NEC Member

Stephen Goulding Office Manager

34 CLUB REPORT

25TH BEER & TRADES EXHIBITION When?

8 April, 2016 Timings? 1-5pm Where? Norbreck Castle Hotel, Blackpool, FY2 9AA JOIN US • Find out what CIU's National accounts and club suppliers are up to and what impact they could have on your club • Seek legal advice • See what's new in entertainment • Learn about sporting opportunities • Network with other clubs EXHIBITORS Last year we welcomed: Ace Furniture; Aon; Avensure; BOC; CAMRA; Carlsberg UK; Co-op Bank; Dransfields; Heineken; Smart Energy Projects; Sky Sports WHY YOU SHOULD JOIN US “This year's event will see club-supporting suppliers all ready and waiting to showcase their products and provide expert advice on helping club business,” says Stephen Goulding, Office Manager CIU. CIU MEMBERSHIP Not a member? For more details on joining the CIU, please contact: Stephen Goulding quoting Club Report 2016.

Address:, CIU Office Manager, Club Union House, 253-254 Upper Street, London N1 1RY t. 020 7226 0221 e. SGoulding@wmciu.org SEE YOU THERE? Suppliers – Due to the large venue, there are a few stands left, so call 01753 272022 or email info@clubjournal.co.uk Clubs – CIU HQ will be sending out delegate/club information in March. If you have any questions in the meantime, call 020 7226 0221 or email info@wmciu.org.uk

< CLUB REPORT 35

CLUB BUSINESS

Negotiation – how to get what you bargained for From discussing terms of an employee’s contract to securing the best deals from suppliers, the ability to seal the deal and – ideally – keep everyone happy is essential. Enter the art of negotiation.

M

anagers and stewards with good negotiating skills are more likely to get good results and have employees who understand what’s expected of them.

Negotiation means developing an ability to resolve disputes and conflicts. It also requires a willingness to work with other people to reach solutions that everyone can live with.

In situations where a whole team/committee is negotiating, each individual should have their own role. Knowing who’s doing what and when, is fundamental to the overall negotiation process.

Here are 10 steps to becoming a skilled negotiator: 1. START WITH THE END IN MIND Realise what you want the outcome to be and know how far you can - and are willing to – go.

2. SHOW RESPECT Listen and learn about the other person’s point of view. Think about whether you can both attain the outcomes you desire and be prepared to meet in the middle.

3. SELF-BELIEF If you believe you can achieve what you want, you are more likely to be successful. Presenting in a relaxed, confident way will help you to reach your goal. Speak clearly and concisely. Avoid appearing desperate, stressed, irritated or angry at all costs.

4. DEVELOP RAPPORT People like people who are like themselves. Take some time to warm up your negotiating partner and find areas of common ground. Remember your goal is to create and preserve a relationship.

5. USE INFLUENCING SKILLS Learn as much as you can about your negotiating partner so that you will be better equipped to influence him. Listen to the language he uses and then use it too. Find out what is important to him – does he focus on what he wants or what he doesn’t want? Does he seek approval from someone else?

36 CLUB REPORT

“”

If you have agreed to do something, make sure you have a plan for carrying it out and make sure it happens.

6. USE SALES SKILLS Ask questions and present the benefits of your argument. Find out whether he/she agrees and then handle any objections. Remember to think about the benefits for both parties.

7. BE FLEXIBLE Explore all possible solutions and outcomes. Be prepared to adapt if it means you both achieve your desired outcomes. Collaboration doesn’t mean giving up or giving in.

8. BE FOCUSED, FIRM AND DETERMINED Restate your case with confidence.

9. CLOSING SKILLS At the end of the meeting, be clear about what you have asked and what you have agreed upon.

Confirm in writing afterwards if appropriate.

10. DO IT If you have agreed to do something, make sure you have a plan for carrying it out and make sure it happens. Being reliable and trustworthy will make things easier when you next come to negotiate with the person.

NEGOTIATION IS MOST SUCCESSFUL WHEN BOTH PARTIES: • Recognise the value of a relationship and want to continue it • Participate actively in the process • Show consideration and acceptance of each other’s perspectives, values, beliefs and goals • Separate personality from the issue involved • Work together to develop a solution everyone can accept

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CLUB BUSINESS

Makingyourclub mobility compliant While accounting for the access needs of people with disabilities is not a new requirement, it is nevertheless an issue that has gained significant momentum since the full implementation of the Disability Discrimination Act (DDA). Mick van der Stock, mobility manager from UK mobility and maintenance specialist, Pickerings, explores this important issue.

W

ith around 10 million disabled people in England, accounting for roughly 20 per cent of the population, it’s vital that clubs cater to the needs of staff and customers with disabilities. Ensuring your premises are equipped with adequate mobility solutions is not only vital in ensuring staff enjoy safe passage throughout your premises, but will also ensure you abide by DDA regulations, meaning you’re keeping what could be a potentially hefty fine at bay.

It’s important to know exactly what measures are needed to ensure full legal compliance. At the same time, the DDA regulations have thrown into sharper focus the broader social responsibility to provide both easy and equal access to a product or service, including both access into and within the building.

Bearing this in mind, it’s worth questioning what obligations the regulations place on your club and how you can ensure that you’re doing everything in your power to remain compliant – and avoid penalties.

1. Initial access Take a look at the club building – stairs and other obstacles may require a platform lift to aid wheelchair or other disabled access. For the most part, it’s worth imparting an element of common sense – what obvious obstacles are there preventing some-

one with limited mobility from accessing your premises? If there are entry routes which could prove tricky to navigate, then provide alternate access. You should also provide accessible parking to those with limited physical mobility.

2. Internal access Once exterior challenges are addressed, interior changes in level – i.e. requirement to access an elevated floor – may restrict access to services. This means you’ll be required to install a mechanical device to solve the issue and remain compliant. This could include anything, dependent on the circumstances, from a fully installed lift, to a stair lift, or through-floor lift.

3. Signposting Whilst the main issue with internal access is installing the correct mechanical systems, it’s also crucial to ensure adequate information is provided. Details regarding lift location must be both written and tactile, not only for the awareness of physically disabled staff, but also for the needs of the visually impaired.

4. Stopping accuracy Accuracy is vital when it comes to mobility access,

as just a few inches can make an entire area of a building inaccessible. With mechanical devices, and in particular, lifts, the car must stop within very tight limits of the floor level to be considered DDA compliant and enable staff and customers to enjoy practical access.

5. Call buttons In order to meet the new regulatory requirements, lift buttons must be within certain specified heights on both the ground floor and landing areas in order to make them accessible for wheelchair users. Likewise, the buttons should be tactile, illuminated and emit an audible noise to confirm call acceptance. The call panel, call buttons and car walls should all have contrasting colours, to aid those with visual impairment.

CONTACT DETAILS For more information on Pickerings Lifts Mobility, Maintenance and Repair, please visit www.pickeringslifts.co.uk. t. 0113 252 2678 e. mobility@pickeringslifts.co.uk

< CLUB REPORT 37

Aon Risk Solutions Enterprise | Affinity

Insurance for clubs …don’t just take our word for it.

‘

The cherry on the cake was we saved money

’

Peter Crockett Club Secretary of Chillington Sports & Social Club.

Aon can arrange insurance for social clubs, with cover for your legal liabilities such as public and employer’s liability included as standard.

You will be able to build your club insurance to fit your requirements, by adding further options on, such as property or business interruption.

The price will be based on your club’s own circumstances and requirements, so give us a call to arrange a face to face visit.

‘

’

As Peter says I have no hesitation in recommending Aon.

Club insurance arranged through Aon - contact us to get a quote

0330 333 3887 | aon.co.uk/clubs

Aon UK Limited Registered Office: The Aon Centre, The Leadenhall Building, 122 Leadenhall Street, London EC3V 4AN. Registered No. 210725. VAT Registration No. 480 8401 48.

Aon UK Limited is authorised and regulated by the Financial Conduct Authority. FCA registration No. 310451. FP.ENT.924.CM 08.15 / TD7088

CLUB BUSINESS

Tackling staff lateness – policies and procedures Clubs should have a robust policy and procedures in place to restrict any adverse implications on club business as a result of staff lateness. Avensure’s Ian Devlin explains.

T

here can be potential time and cost implications for employers where staff are persistently late. These implications can arise as a result of employees missing deadlines and/or overtime having to be worked to meet the deadline.

Employers should set out in the lateness policy clear guidance on what employees should do in the event that they are running late for work. The policy should clearly state the required standards of timekeeping, how it is monitored, who to report lateness to and by when, and whether they need to make up for the missed time. The policy should also clearly state the consequences of persistent lateness issues and whether disciplinary action will be taken in those circumstances.

Having a robust lateness policy in place can assist employers in ensuring that their employees observe good time keeping practices.

The lateness policy should incorporate an inves-

tigatory stage which requires employers to establish the underlying reasons for lateness with the employee to see whether there is any justification for it or whether they need to initiate the disciplinary procedure. By addressing an employee’s lateness with them at an early stage, it can indicate and highlight to the employer what the issues are surrounding the employees lateness and whether the employer can resolve these issues for the employee. This could, for example, be offering flexible working, change of shift pattern or maybe even requesting a medical opinion on the matter should the employee’s reasons require an employer too.

Whether or not reasons for lateness are justifiable are dependent on each individual employee’s circumstances and therefore it is important to seek guidance on this.

Where an employee is persistently late, and the reasons for their lateness are determined to be

unjustified, then the employer can initiate disciplinary proceedings and look to issue the employee with a formal warning.

If the employee has less than two year’s service, the employer may look to do a short service dismissal with notice providing that the employee’s terms and conditions of employment allow for this. If in any doubt, be sure to seek professional advice to ensure that the process is not flawed.

CONTACT DETAILS Ian Devlin Avensure City Tower, Piccadilly Plaza, New York Street, Manchester M1 4BT e. IanDevlin@avensure.com t. 0161 333 1856 www.avensure.com

< CLUB REPORT 39

CLUB BUSINESS

Membership matters Excluding people from your organisation or membership is never pleasant. Disciplinary processes are often time consuming and they can be expensive if handled incorrectly. They can also damage the goodwill of your business and leave people feeling resentful, explains Alex Peebles, from Irwin Mitchell’s.

Fair Process Members are entitled to a fair process. This will usually include the ability to state their case in writing or orally at a meeting before a final decision to exclude is made.

The way in which the fair process is forwarded is largely a matter for your organisation. There is not a set way to do it but the process should comply with the following principles.

Clarity The process must be clear. It is sensible to have a written policy and you should take reasonable steps to ensure that all members have access to the policy by, for instance, circulating the policy by email and placing the policy on your website if you have one. You should also notify members of any changes. The policy should be approved by your club’s executive or management group. Send a written copy of the policy to the member who will be subject to the proceedings so that they know what to expect. This could also be enshrined in the rules/constitution of the organisation to ensure transparency.

Consistent Ensure that the policy is followed in all cases or any reasons for departing from it are explained and justified.

The policy should make the exclusionary and disciplinary process clear. A sensible approach in most cases will be to advise the members concerned in writing that they are subject to a disciplinary or exclusionary procedure and invite their comments. It should be made clear that the disciplinary or exclusionary committee will proceed in their absence if they do not respond. Time limits should be set.

Conduct The policy should also make clear the types of allegations and conduct that will lead to the instigation of the procedure. If your organisation wishes to provide that certain types of conduct, for instance unpaid subscriptions, constitutes “never events” for which exclusion will be automatic then this should be made clear in the policy.

Hearing Most organisations will not be under a public law obligation to allow the member to put their case forward orally. The important thing is that there is some mechanism where members can provide representations as to why they ought not to be excluded. An oral hearing can be useful both for your

40 CLUB REPORT

organisation and the member concerned. Many legal challenges arise in circumstances where a member feels that they have not been able to put their side of the story and allowing them an oral hearing is one way of avoiding this. Again, the majority of clubs will not be under any specific obligation to allow the member legal representation at the hearing but allowing legal representation may be one method of deflecting subsequent criticism that the process has been unfair. An alternative might be to allow representation by a friend or union representative.

Information Members should be given sufficient information so that they can put their case. In most cases the details of the allegations, including the person who has made the complaint, should be provided at the earliest possible opportunity. There may be circumstances where this is inappropriate, perhaps because the allegations relate to child protection.

Any exceptions should be noted in your policy.

Findings of fact Don’t fall into the “fact trap”. Decisions to exclude are often challenged because the organisation has not made it clear whose version of events it prefers.

In some cases there will be no dispute about the material facts and the real question will be whether the conduct is so serious that exclusion is the only option. But in cases where facts are disputed you need to decide which version of events you think is the most credible and why.

Bias Organisations should, try to avoid any allegations of bias, try to ensure that no one who is a witness or party to the dispute is involved in resolving the case.

Equality Act 2010 Organisations should be aware that the Equality Act prohibits discrimination on the basis of (amongst other matters) sex, disability and sexual orientation.

The basic requirements imposed by the Equality Act are now generally well known. What is often overlooked is that the Equality Act also imposes obligations on organisations to make “reasonable adjustments” because of a disability. This can be relevant to actions under a disciplinary or exclusionary process and to your organisation generally.

What is a “reasonable adjustment” depends on all the circumstances of the case but the following are examples of adjustments that the law is likely to

“

Members should be given sufficient information so that they can put their case. In most cases the details of the allegations, including the person who has made the complaint, should be provided at the earliest possible opportunity.

”

expect you to make if you can: 1. Provide your policies in large print for people who are partially sighted; 2. Placing hand or “grab” rails on stair cases; 3. Providing accessible bathroom facilities for disabled members and customers Remember that your obligations under the Equality Act apply to existing members, potential members who wish to apply for membership and your customers.

Organisations are often concerned that by allowing disabled members full access to the premises or facilities they run the risk of claims for falls or injuries. There is also the potential for claims under the Equality Act if such practices or policies are discriminatory. The law is not straightforward and specialist advice should be sought if you wish to restrict or limit access to your facilities or membership package for people with disabilities unless this is for an obvious reason.

And finally...

Do remember that your club might be subject to additional requirements depending on your constitution and membership agreement (and the sector in which you operate).

Alex Peebles is a solicitor in Irwin Mitchell’s Public Law Department, specialising in regulatory and disciplinary work. t. 0191 270 0092 e. alex.peebles@irwinmitchell.com

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CLUB BUSINESS

Theft – it isn’t always a stranger Theft by an employee or club official is thankfully relatively rare but nonetheless we see a number of these claims every year. These crimes are particularly upsetting as they are often committed by people considered to be close friends so discovering that money or stock is missing often comes as a massive shock, says Andy Kitchener Aon UK Limited.

W

e all think we are reasonable judges of character and these situations often leave you questioning your own judgement and wondering how you could be so wrong.

Also these matters can be extremely delicate in that they affect personalities within the club so care needs to be taken.

What should you do if you suspect internal theft is going on?

1. You should always contact the police in the first instance 2. You should then contact your insurance broker to report the claim 3. You should then call your insurers legal expenses team to again report the incident and obtain any advice from them regarding disciplinary action to be taken against the employee/official.

For an insurer to ensure ALL claims are paid promptly and without incident then you will have need to comply with all conditions of your insurance policy. No matter who provides your club insurance there will be conditions attached and these can change over time so should be reviewed each year.

Making the small print BIG print so to speak.

We thought it would be useful to highlight some typical conditions which may appear in policy wording. You should of course refer to your own clubs policy wording for a definitive guide. There will be special conditions which make you aware of the checks and systems you should have in place. If you aren’t operating in this way then the claim could be repudiated. For example one of the most common reasons a claim can fail is that the club have failed to get adequate written references for employees or officers.

Typical conditions include: • The fraud or theft would need to be committed during the Period of Insurance, even if it is discovered later. Your policy may have a maximum

42 CLUB REPORT

timeframe after which claims can’t be made.

• When you discover any act which may give rise to a claim you should immediately take steps to prevent further loss.

• Before engaging any employee or club officers a satisfactory written reference should be obtained covering their previous employment. This may need to be produced in the event of a claim.

• There could be a stipulation that money is handed to an authorised employee or banked within a specified time frame, e.g. 24 hours or within three days of receipt.

• Cash book entries and other records of money received should be fully checked on a regular basis. This is often stipulated as every month at least.

• Often there is a condition that stock should be independently and physically checked at least annually.

You should be aware of some of these conditions before a claim is made rather than afterwards when it may be too late. It is important to make sure that you understand your obligations and discuss them with your insurer if necessary.

CONTACT DETAILS Andy Kitchener Aon UK Limited m: 07714 180 551 e: andy.kitchener@aon.co.uk Whilst care has been taken in the production of this letter and the information contained within it has been obtained from sources that Aon UK Limited believes to be reliable, Aon UK Limited does not warrant, represent or guarantee the accuracy, adequacy, completeness or fitness for any purpose of this or any part of this letter and can accept no liability for any loss incurred in any way whatsoever by any person who may rely on it. In any case any recipient shall be entirely responsible for the use to which it puts this letter. This letter has been compiled using information available to us up to 11th January 2016.

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CLUB BUSINESS

Giving your membership value To continue building a positive future, clubs are busy attracting in new members, drawing in younger members and keeping membership benefits at a high. But what happens when guests are gaining as much from the club as subs-paying members? Club Control offers the following ideas.

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he challenge facing many clubs today is to promote to younger members, to convert club guests into club members, and satisfy the existing membership, while generating enough revenue and custom to balance the books. It’s a permanent fixture on the agenda of club committee meetings up and down the country.

Potential new members’ first visit to the club is as a visiting non-member, a guest. Clubs therefore need to encourage visiting non-members into the club to then be in a position to encourage them to join and apply for membership. And let’s not forget, nonmember spend is a much-needed boost to the club’s coffers in these consistently challenging times.

There is a double-edged sword here, however. By allowing non-members to be signed in on a regular basis, paid up members can understandably feel that they are paying their subs for no greater benefit than those that the non-member is enjoying. It can, therefore, actually have the effect of reducing the club’s paid up membership levels as the members asks themselves, ‘why am I paying my subs when others are not?’.

Many clubs have sought ways to reward existing club members and therefore increase the value of being a member rather than a visiting non-member, whilst at the same time incentivising non-members to join.

With the advancement in technology, many clubs are now boosting membership levels with loyalty points schemes coupled with membersonly bar prices. This is not only a great way of giving value to your membership; it helps balance the books with visiting non-members having the option to join and increase your membership level or alternatively pay a higher bar price creating a monetary gain for your club and your paid up members.

There is also the opportunity to instigate a ‘members-only’ bar prices scheme. This means that when presenting the swipe card at the bar, the club members is entitled to the members-bar price. Nonmembers/guests will pay a higher price as they are not members and have no card.

How it works With Loyalty point schemes club members are issued with a swipe card that identifies them as a paid up member. Upon presenting the card at the bar the member is rewarded with loyalty points on purchases. The highest spenders are rewarded the most, giving all members value for membership.

This benefits your club as: 1. You are creating more value in being a member of the club and your membership numbers will increase.

2. Members and none members are easily identified as all members now have a financial incentive to have their card with them.

3. You will increase your clubs profitability as all none members are paying a higher price.

The issuing of loyalty cards or members only prices cards will enable your doorman, committee and staff to easily identify non-members, sign them in, charge them an entry fee and encourage them to become members. As always though, with a careful eye to the club rule book!

CONTACT DETAILS Chris Mcnally, Club Control t. 0845 226 0973 e. chris.mcnally@clubcontrol.co.uk

CLUB REPORT 43

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CLUB BUSINESS

Insure for all you’re worth The problem of under-insuring club assets is far from being a new phenomenon, but the issue appears to be getting worse. Club Insure’s Victoria Romero-Trigo offers the following advice.

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ccording to the Royal Institution of Chartered Surveyors almost 80% of commercial properties in the UK could be underinsured by as much as 60%. Clubs must avoid falling into this bracket. Any club which doesn't insure its buildings at the correct reinstatement value will find that, in the event of a claim, insurers could apply average. This means that any settlement would be reduced in proportion to the amount of underinsurance. This applies to all claims and not merely total losses.

A comprehensive building valuation at least every five is recommended. The sum insured that you declare to insurers should represent the cost to reinstate the building – i.e. rebuild it – not just the market value, other considerations are: • Include debris removal. Identification of asbestos in a building can significantly increase the cost of debris removal at the time of a claim.

• Don’t forget demolition and professional fees.

Think about clearing the damaged structure and

the professional fees associated in its re-building, its not just the cost of a new building.

• Understand Building Regulations and Legislation. Additional features (i.e. lifts, disabled access) may have to be installed during reinstatement, even though they were not there prior to the loss.

The cost of under-insuring Following are examples of under-insurance found after a valuation by Club Insure’s nominated Chartered Surveyor.

Club X

Sum Insured £750,000

Valuation £1,875,000

Club Y

Sum Insured £720,000

Valuation £1,370,000

Club Z

Sum Insured £600,000

Valuation £1,100,000

Should these clubs need to submit a claim, these examples would see following formula applied.

Example 1: Club X suffers a Theft Loss – £10,000. Payment received would be calculated as follows: £750,000 _________ x £10,000 = £4,000. £1,875,000

• Identify Listed status. This can have huge ramifications on the cost of reinstatement due to the requirement to source original materials.

• Include everything. Internal features, outbuildings, car parks, boundary walls, this is not an exhaustive list.

• Maintenance of an inventory. Maintenance of an inventory or an asset register, helps identify the quantity and value of plant, machinery and equipment stored in the premises.

• Is the equipment obsolete? If an item is difficult to replace, the cost of its replacement may well also be higher than you may expect.

Finally, it is imperative that operators seek professional, honest advice from brokers who are both experienced, trusted and who operate with integrity. The cheapest quote initially, often turns into the most expensive in the long term. The good news is that premiums don’t always have to go up! An accurate and comprehensive assessment, coupled with the right advice, could see the club paying less for a better level of cover.

The club’s policy excess of £250 means £3,750 would be paid by insurers.

CONTACT DETAILS Result: The club needs to find £6,250 from its own funds to pay for the under-insured element of the claim.

Club Insure covers all aspects of club insurance from start to finish, with Account Handlers and Claims Managers under one roof.

Example 2: Club Y has a relatively serious fire – £300,000. Payment received would be calculated as follows: £720,000 _________ x £300,000 = £157,664.23. £1,370,000

Victoria Romero-Trigo, Director Club Insure Ltd Romero House, 8 Airport West, Lancaster Way, Yeadon, Leeds LS19 7ZA

The club’s policy excess of £250 means £157,414.23 would be paid by insurers.

Result: The club needs to find the remaining £142,585.77 from its own funds to pay for the underinsured element of the claim.

e. Victoria.romero-trigo@club-insure.co.uk t. 0844 488 9204 www.club-insure.co.uk

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44 CLUB REPORT

CLUB BUSINESS

Back to black –

bankbalancesandclubcoffers Keeping the club’s bank balance in the black might not always be easy. But there are some simple steps which can help keep money in the account and creditors away from the club doors.

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hatever the club's current bank balance, there are a number of steps which will help to strengthen club business, free up capital and improve trading.

In recent months, the adage ‘cash is king’ has been bandied around a great deal, but perhaps only because the alternative – and more accurate – statement ‘cashflow is king’ doesn’t have quite the same ring to it.

Whatever you do, if you fail to get a grip on your cashflow the chances of building the club’s business fall dramatically.

So, taking this issue as a starting point, there are several ways you can bolster your business and improve financial controls.

Restricting spending Consider restricting spending, particularly in terms of stock ordering. It is important not to over-order and, where possible, reduce the amount of stock you hold on shelves. It may mean ordering more frequently, but it will mean cash stays in your bank account longer, and if you do have bills to pay, you are not faced with trying to quickly shift stock to fill the coffers.

This extends to hiring new staff and making decisions about major investments – anything that will incur costs immediately or in the coming months should be scrutinised closely. That isn’t to say don’t invest in your club, but don’t put all your eggs in one basket with a refurbishment or new service in the hope of generating significant revenue and leave yourself short.

Approach purchases with the simple rule that anything paid for sitting unsold or un-used is cash that could be in the bank.

Monitoring finances Keep a very close eye on the bank balance. It is crucial that finances are monitored daily and decisions are not taken without adequate cashflow planning, so consider giving a senior staff/committee member access to more information and responsibility for the bank balance.

Dealing with Debtors Looking beyond cash already in the bank, it is crucial to manage both creditors and debtors effectively. If you only address outstanding debts on a monthly

basis at present, change your procedures and do it as a weekly priority. Bills should be despatched as soon as possible.

Don’t allow debts to drag out, whether this is members slow to send in subs or income from commercial activity. As soon as a deadline passes, get in touch and find out how you can speed payment up.

If you are concerned that certain debts may not be paid – for example, a bill for venue hire or rent owed for property you let – take action immediately. This should involve ‘planning for the worst’ and ensuring you could cope if the debt wasn’t paid (and seeking legal advice about recovery options).

Handling creditors Where you owe money to others, be it in bills for stock or upcoming charges from utilities, the sooner you talk to them about potential problems the better.

It may be that there is an alternative to one-off payments which would allow you to pay quarterly or monthly, boosting your cashflow in the short term.

You might even be able to negotiate a longer payment period.

Shopping around Don’t be afraid to ask for a discount – the market is tough for suppliers too so research the potential savings you might make by switching suppliers for your products and utilities.

With any supplier you are entitled to a payment period so don’t pay early. By all means pay promptly and maintain a good relationship with your suppliers, but if you are allowed 30 days to pay, don’t pay on the second day and then struggle for a week because of tight cashflow.

Additional income Finally, there are also a number of ways you can raise additional income and now may be a good time to explore them. If you have land or property that is not being properly utilised, or perhaps assets that have a high value, you could consider using them to bring in extra funds.

Ultimately, the priority is to keep your club trading through the tough times so you can prosper when good times return. It means belt-tightening and tough decisions, but in the longrun, strong financial management could be the difference between sinking and swimming in the current climate.

CONTACT DETAILS Club Mirror Gainsborough House, 59/60 Thames Street, Windsor, Berks SL4 1TX t. 01753 272022 e. info@clubmirror.com www.clubmirror.com

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CLUB BUSINESS

HTTPS – does your

clubwebsite need it?

Encryption, privacy, web security. Even if the importance of these issues evade the average Internet user, there is no denying it is a popular theme in the media, as well as being high on the government agenda for the next five years. So what does this mean to clubs? Larry Hardcastle explains.

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he idea of some unknown third party intercepting communications between a user and the websites they interact with stirs up strong emotions. Much the same as you would want the contents of a private conversation between you and your better half kept just that – private – it is generally accepted that the interaction with a website should have similar standards.

An insecure website served only over HTTP protocol can foster a sense of distrust and unease amongst those visiting it. This is something that all Internet users will be more conscious about avoiding in the future since there is a big industry push towards having all websites ‘secure’.

For a website to be secure, it needs to have a security certificate installed, often referred to as the ‘SSL certificate’. This allows for data to be ‘scrambled’, with the key to ‘unscramble’ this data being only accessible to the user and the website. So this means that any third party trying to intercept data sent back and forth between a user and a website will only ever see it in its ‘scrambled’ form.

But what has this got to do with your club website? Well, whether you should consider implementing it ultimately boils down to how your club leverages its existing web presence, so we’ll look at a number of cases.

NO: YOUR CLUB WEBSITE DOES NOT NEED HTTPS Assuming your website only acts as a simple point of reference – containing contact details, details of upcoming events and any other marketing materials – there will not be a pressing need to set up HTTPS as a matter of urgency. This is because a visitor will not be submitting any confidential information; they will just be reading the information you have presented.

It is worth mentioning that this advice may not be valid in the near future, considering the pace of adoption in the wider Internet industry – a recent example being Wikipedia’s announcement that anyone who reads their articles will have encryption enabled by default. This suggests that setting up HTTPS on a simple site could well become a necessary requirement rather than an optional consideration.

YES: YOUR CLUB WEBSITE NEEDS HTTPS If your club website happens to provide anything more than a point of reference, perhaps basic functionality that lets somebody fill out and submit a simple form, then enabling encryption ought to be a serious consideration.

If you don’t currently have HTTPS enabled on a club website that offers more in-depth features and functionality such as a booking system, then you should be aware that your members’ login details will be vulnerable to interception. Implementing encryption may therefore instil a greater sense of trust on behalf of members using the website on a regular basis.

Any effort or small cost expended on setting up HTTPS may also boost your club’s search engine presence. This point is aligned with Google’s announcement in August 2014, where they said that a website served over a HTTPS connection will rank higher than one served insecurely through HTTP, all things held equal.

A valid SSL certificate also has the added benefit of letting a user know they are talking to the right website, and have some assurance that they are dealing with a legitimate business. This is opposed to a website masquerading as a club, perhaps hiding some

DEFINITIONS 1. HTTP is used to send and receive webpages and files on the Internet.

2. HTTPS is just a secure version of HTTP, encrypting information in transit to stop hackers from stealing it. more sinister intentions.

All things considered, we highly recommend getting your club website secured. The real question should be a matter of when; do you implement it now and start receiving the outlined benefits, or implement as a reaction to a member’s data being compromised – a realistic worst case scenario?

CONTACT DETAILS If your website is looking a bit tired and outdated and you’re after a brand spanking new site or, if you want to add more features or just want to discuss how your current site could be updated, please get in touch with Larrytech by email to sales@larrytech.com or call the team on 01892 888011.

CLUB REPORT 47

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CLUB BUSINESS

So you’re thinking of changing

your website?

Larrytech investigates the potential reasons your club may have for redesigning your website. Have a read through to get an insight into when a redevelopment of your website may, or may not, be applicable!

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e hear all sorts of reasons from our clients as to why they want their website redesigned, ranging from ‘my website isn’t responsive and doesn’t work on mobiles’ to the more advanced ‘my whole business has transformed and the current website just doesn’t fit’.

Whatever your reasons, be sure that you have a good one because a website redesign is not something that you should just undertake for the sake of it, and to stomach the time and cost there’s got to be a tangible benefit at the end of the process - be it more members or just more efficiency.

So what are some key reasons for wanting a redesign?

• Responsiveness – The value of a good mobile browsing experience is not to be underestimated.

Not only from a user perspective with users becoming more aware of good and bad mobile experiences, but also from a search engine perspective with Google cracking down on non-responsive sites! [ See Club Mirror , April issue, page 48.]

• A change of brand/new direction for your club – This is where a redesign is essential. Such a change means that not only will the whole website need to alter but the messaging and calls to action will also need to be re-thought. To try and shoehorn these into an existing website is almost certainly a mistake. The whole user journey is likely to be completely different and there’s nothing worse than having- for example – a new logo and colour scheme incorporated into a design that wasn’t built with it in the first place.

• Stale and out of date – It’s usually vitally important to ensure your website is modern and cutting edge ( although this is dependent on your target audience and membership). A young, energetic target audience will embrace a new site but an older, more set in their ways target audience may hate the new layout as the button they always clicked on has moved; so judge this reason on who you’re looking to target.

• Poor performance – This is often a good reason for change. If your website is performing poorly and losing you members then you need to find out why,

48 CLUB REPORT

as very small design tweaks on areas that have a clear call to action can often make a big difference to the amount of new people through the door of your club. Investigate this before deciding on a full blown redesign, but if something fundamentally isn’t working that can’t be easily changed then a redesign would be appropriate.

• Website not aligned with business aims – This can either be a result of not getting your existing website aligned with business objectives when it was built, or the club changing and evolving. For example if you have a downloadable booking form on your website that visitors download and send in, you may want to look at taking this online as your club grows and evolves. In this instance having a booking system online can help scale your business as not only will the booking process become easier, the admin hassle of processing forms and payments will be greatly reduced as everything will be automated.

• Keeping up with the competition – Another reason we often hear is people wanting to keep up with the competition, either because their largest competition has released a glamorous new website or because they have a few competitors that are always ahead of them in search engines. Keeping up with your competition is vital, but don’t forget that their new site you’re jealous of may not be ideal for your target audience so give a little time to see how they’re doing before following blindly down the same path.

• It just doesn’t have that wow factor – Be careful with this one as this can often be very subjective and result in unnecessary change for change’s sake. It’s very easy to look at your own website all the time and fall out of love with it for no real reason. Unless you’re getting a lot of feedback from external people actually visiting your website then think carefully about this and possibly ask a group of impartial people for their thoughts. You may find that actually it’s just you who thinks the site doesn’t have the wow factor when in reality it’s very popular with those who matter.

• Poor search engine performance – Poor search engine performance can lead to people thinking

they need a redesign. This is the reason most dependent on the quality of your site as it is. If your website is good visually, optimised for mobile devices and generally performs well but just doesn’t get enough traffic, work to optimise with what you have got as often a few tweaks to both the technical and content structure of the site can see big search engine improvements very quickly.

• Out of date content management – Nowadays content management on the website is a given. Any CMS (content management system) worth its salt can give you control over what you want to manage on your website so if you don’t have a CMS that offers this, that’s often a good reason to change.

Although value becomes a big factor here. What are going to be the tangible benefits of having improved content management? A club, for example that can’t update the events calendar on their website will hugely benefit from the improved performance and smart visual look of an interactive calendar, but a club that wants to manage the ‘about us’ page of their website will likely not get tangible benefits from moving their website to an improved CMS. So what to do?

Well, whatever your reasons hopefully the above has given you some kind of insight into the benefits, or potentially otherwise of a redesign and if you are looking at overhauling your site make sure you think carefully about why and make sure you’re doing it for the right reasons, not just the sake of it!

Still not sure?

Then have a chat with us. We’re the experts – it’s what we do. We can take a good look through all potential benefits and drawbacks of a redesign and advise on an appropriate solution, and on when (and if) to take action.

CONTACT DETAILS If your website is looking a bit tired and outdated and you’re after a brand spanking new site or, if you want to add more features or just want to discuss how your current site could be updated, please get in touch with Larrytech by email to sales@larrytech.com or call the team on 01892 888011.

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CLUB BRANDS

Thetop10 –

brands report

Club Mirror’s annual and exclusive Top Club Brands Report in association with CGA Strategy reveals 2015's club stalwarts and the new favourites. Part one – the UK's Top 10 club spirits brands. Mark Newton and Ashley Cairns report.

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pirits remain a vital and successful part of the club core offer. Using the latest CGA Brand Index data, we’ve examined the Top 10 key spirits brands (across all styles) to see which products remain at the top of the list for both drinkers and licensees.

Even though the last few years has seen a significant shift towards premiumisation there’s no doubt that many drinkers continue to trust and enjoy the big mainstream brands, making them a stalwart at many club bars.

Gin is a key performer, maintaining modest

50 CLUB REPORT

volume growth of +2.6% year-on-year, while at a lower level Tequila also sees some uplift.

Looking further into the future it is likely that the key trends which will affect the club trade are the continuing innovations found within popular spirits brands with flavoured (fruit/ spice) variants and rebranding a common theme throughout.

The top brands listed on the opposite page are ranked on the total GB MAT volume performance (and relative uplifts as applicable) for each brand along with their UK distributer (or owner).

Gin is a key perfomer at the club bar.

#1 Smirnoff Red

ABV: 37.5% Diageo GB

#2 Famous Grouse

Vodka remains a key option in the club market and there is no brand bigger than Smirnoff Red. Although overall there have been volume and value declines for the brand it still stands more than three times bigger in sales than its nearest spirit rivals.

#3 Jack Daniels

ABV: 40% Bacardi Brown-Forman Brands

Famous Grouse holds its position as No.1 whisky and continues to grow distribution in the trade. As the premiumisation trend continues, higher quality Scotch brands have had more success particularly within single malts. However, Maxxium are looking to turn things around for the Blended whisky category with the release of its new Mellow Gold expression using sherry & bourbon seasoned casks.

#4 Bells

As the most famous bourbon brand in GB, Jack Daniels continues to enjoy solid support from sports and social club drinkers. Its instant brand recognition makes it a popular option whether straight with ice or mixed with cola and has been further boosted by recent innovations such as the Honey variant and more premium offers such as Gentlemen Jack.

#5 Jagermeister

ABV: 35% Cellar Trends

ABV: 37.5% Bacardi Brown-Forman Brands The mainstream white rum of choice in the GB on trade, it again benefits from the club markets preference for brands with strong brand recognition and its ubiquity as a partner for a variety of mixers. It is also widely used as the base for popular summer cocktail classic such as the mojito which helps push its versatility still further.

#9 Baileys

ABV: 17% Diageo GB This classic cream liqueur remains an important brand in the club market.

Especially popular at Christmas time, it has also benefitted from a variety of product innovations over the last few years with additional flavours such as Chocolat Luxe and new, original cocktail recipes such as the chocolatini and midnight mint.

ABV: 40% Diageo GB This instantly recognisable blended whisky is still a crucial part of the back bar for many traditional sports and social clubs. Although it is not a brand noted for major innovation it remains a popular choice for many drinkers – especially mixed with soda, ginger ale or cola.

Its close association to the Help for Heroes armed forces charity also provides additional club appeal – especially within the Royal British Legion estate.

#6 Gordons

The popular shot and mixer has made further inroads into the club market in the past year with double digit (+13.3%) volume growth on the MAT. This is relatively in line with performance across the wider on trade.

Jägermeister has recently overtaken Jack Daniels as No.2 brand at GB level showing its power and distribution growth has begun to increase further.

#7 Bacardi Carta Blanca

ABV: 40% Maxxium UK

ABV: 37.5% Diageo GB Gin is one of the key spirits categories showing solid growth in the club sector and Gordons is still the brand of choice for many.

More recently new flavoured brand extensions such as cucumber and elderflower have helped raise its profile and the easy accessibility of classic canned pre-mix options (with tonic) also add to the convenience factor for licensees and drinkers.

#8 Courvoisier VS ***

ABV: 40% Beam Suntory The dominant brand/ Cognac brand in the club sector accounting for nearly three quarters of the volume in this segment. The brand is the most widely distributed brand in GB positioned in nearly 70,000 outlets which continues to grow year on year. The brand will look for future success off its recent package redesign inspired by the brands history and Parisian heritage.

#10 Captain Morgans Spiced

ABV:35% Diageo GB

By far the most popular golden/ spiced rum in the club market, Captain Morgan can rely on high brand recognition amongst customers and the continuing interest in the spiced sector – especially as a long drink with cola – and also sees double digit volume growth year-on-year (+11.9%).

> CLUB REPORT 51

CLUB BRANDS

Thetop10 –

brands report Packaged Beers and Ciders along with Ready To Drinks (alcopops and spirit mixers) have always had an important place in the club sector. At one time the fridge would have been dominated by standard lagers, ciders and stouts – and tradition remains important – but as the category has diversified so has the selection available. CGA Strategy’s Mark Newton and Ashey Cairns report.

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op packaged brands across all key styles were analysed using the latest CGA Brand Index data to see which products remain at the top of the list for both drinkers and licensees. While many famous and traditional names continue to dominate, there is also a sprinkling of newer brands making significant inroads – with the potential to help broaden tastes still further in times to come.

The rankings in this Brands Report are based on the total GB MAT volume performance rank for each main brand in the main packaged sub-categories [CGA Strategy Brand Index P09 2015].

Where applicable, either a Top 3 or single key product – depending on overall category size – is included, with a brief commentary on the wider trade position for each one.

PACKAGED READY TO DRINK (ALCOPOPS/SPIRIT MIXERS)

#1 WKD

#2 VK The RTD category may be in continued overall decline, but WKD nevertheless remains the highest profile brand with continued investment in TV and PoS marketing helping to maintain a profile with younger male drinkers in particular. Sports related limited editions such as 2014’s World Cup ‘Brazilian’ also add to its appeal.

52 CLUB REPORT

#3 Crabbie’s Offering a wide range of flavour options this remains a popular and competitively priced options for those looking for a classic vodka-based RTD.

This popular alcoholic ginger beer brand has seen a number of fruit flavoured variants enter the market over the last couple of years in an attempt to keep the brand fresh. Its continued involvement with sponsorship in major horse racing events helps it maintain a high profile in the club sector.

PACKAGED CIDER

#1 Magners

#2 Bulmers

#3 Kopparberg

Since its introduction to the UK market over 10 years ago, Magners has managed to maintain a dominant position in the packaged cider market helped by regular new product development – especially in its packaged iteration – and commitment to a number of key sporting events.

With huge brand recognition Bulmers have been highly successful in the packaged cider market especially taking into account the diversity of its regular flavour innovations.

One of the original Scandinavian ciders and an originator of the fruit flavoured variants which have become one of the primary drivers of packaged cider’s continuing success.

PACKAGED WORLD LAGER

#1 Corona

#2 Peroni Nastro Azzurro This original Mexican lager brand is popular across the on-trade and its easily identifiable packaging helps it stand out in the fridge.

#3 Sol As an essentially interchangeable alternative to Corona, the popularity of Sol (and to an extent Desperados) suggests that Mexico is currently the big thing in world-styled lagers in the Sports and Social club sector.

Not being a club-focused brand, Peroni Nastro Azzurro nevertheless appears to be benefitting from the continuing popularity of Peroni across the wider on-trade (not just Italian restaurants). This has translated into its solid packaged sales in the sector.

PACKAGED PREMIUM LAGER

#1 Budweiser

#2 Desperados Benefiting from instant brand recognition and regular high profile TV advertising campaigns (which often include major sports sponsorship deals) Budweiser remains a popular premium option.

#3 Becks A long-standing tradition in the club sector, some of Beck’s packaged market may have been reduced by the popularity of the draught Beck’s Vier option but it is still a regular sight in many club fridges.

This Mexican-influenced, tequila flavoured beer has been in long-term, organic growth for a number of years and is now reaching a wider audience – including lagerdrinking members looking for something a little bit different.

PACKAGED STANDARD LAGER

#1 Coors Light 4%

#2 Carlsberg A long-term, high profile TV campaign has reaped benefits for Coors Light as a popular alternative to more traditional standard lager options.

PACKAGED STOUT

#1 GUINNESS

#3 Foster’s

PACKAGED ALES

#1 NEWCASTLE BROWN The successful Brewers Project continues to add reach for Guinness, with Golden Ale, Dublin Porter and West Indies Porter all driving growth in the on-trade generally. Its sports sponsorships provide continuous visibiity.

The majority of volume is the core product of Foster’s lager, supplemented by its variants such as Radler (plus Gold, although a premium lager). Another extension is Foster’s Rocks, a new rum flavoured lager.

As one of the biggest brands in the club sector, Carlsberg maintains a high level of support to this segment of the on-trade and continues to be heavily involved with a variety of sporting events and sponsorships.

A hugely popular beer in its North East England heartland, Newcastle Brown remains one of the most easily identifiable bottled ales in the club market.

PACKAGED LOW/NO ALCOHOL BEERS

#1 BECKS BLUE Becks Blue is the most popular option in the club market, with many drinkers choosing a beer brand with tradition in the sector and which has instant recognition to many.

> CLUB REPORT 53

CLUB BRANDS

Thetop10 –

brands report While spirits, cider and wine are all seeing revivals in various sectors of the on-trade, cask - and particularly keg - beers are forming a particularly strong foundation for many sports and social club bars.

Mark Newton and Ashley Cairns examine this phenomenon in Club Mirror’s exclusive Brands Report.

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sing the latest CGA Brand Index data, this month we have taken a look at the Top 10 key keg and cask beer brands (across all ale and stout styles) to see which products remain at the top of the list for both members drinkers and licensees.

New styles may come and go but there is always a solid core consumer base for ales and stouts and this

is reflected in the popularity of many of the key big brands – along with a few of the newer, ‘super regional’ brands which have proven successful over the last few years.

The list below is ranked on the total GB MAT volume performance for each brand, with a brief commentary on the wider trade position for each one.

TOP 10 TIPS FOR GETTING YOUR CASK ALE IN PERFECT CONDITION AS YOU PASS IT ACROSS THE BAR Steps

Why?

1. Take pride in your cellar – ensure that the cellar and all equipment is scrupulously clean

Beer is classed as a food product. Poor hygiene is one of the biggest causes of infected beer and wastage

2. Ensure you order the correct size of casks that you can sell through within three days of being put on sale

After three days the quality of cask ale deteriorates very quickly resulting in off flavours and aromas. Reduce your range in off-peak times

3. All beer should be stored in a temperature controlled cellar, maintained at between 11°C and 13°C Either way, flavour is always affected resulting in returned beer

Too cold: Casks are slow to condition and can appear ‘hazy’ – a chill haze Too warm: Casks over condition and the shelf life is shortened

4. Stillage casks as soon as they are delivered. Use self tilting stillages if possible

This gives the beer plenty of time to settle before you start conditioning the beer.

Self tilts improve yields

5. Clean the beer lines every seven days between regular weekly line cleaning and improved sales

Yeast build up in the lines results on fobbing and off-flavours. There is a direct correlation

6. Do hard peg cask ales at the end of the night

This ensures cask ale will be kept in perfect condition for three days

7. Always do the CAT test on cask ale in the cellar before pulling through the lines – check Clarity, Aroma and Taste

If the beer is not fully conditioned the beer in the lines may have to be disposed of

8. Using a thermometer, regularly check the temperature of the liquid in the glass. Cask ales should be 11-13°C, standard lagers and smooths should be 5-8°C, extra cold products 2-5°C

Don’t let your customers become your Quality Control department – they vote with their feet and won’t return if the temperature is inconsistent

9. Clean the glasswasher thoroughly once a week and don’t put anything other than glasses in the machine. Renovate glassware regularly

A good product can be ruined by a dirty glass – and it can affect your yields

10. Train staff how to dispense the beer correctly without over-spilling

Overpouring or incorrect dispense techniques can ruin the product and result in massive stock losses

54 CLUB REPORT

#1 John Smith’s

ABV: 3.8% Heineken UK

#2 Guinness

The dominant keg and cask bitter brand in the sports and social club sector has been subject to its first new product development for 22 years in 2015 with the release of John Smiths Gold. This should help to further interest among younger consumers and especially appeal to those drinkers looking for a lighter style of ale. The brand was a headline Club Awards sponsor for 10 years.

#3 Worthington’s

ABV: 3.6% Molson Coors

Major investment in 2015’s Rugby World Cup will undoubtedly have helped to maintain visibility for the ubiquitous stout brand – especially in sports clubs. The product extension work with bottled and craft ales via the ‘Brewers Project’ is also proving a success and broadens recognition.

#4 Tetley’s

A very traditional and popular bitter, primarily in its keg Creamflow format – which accounts for the majority of its volumes in the sports and social club market.

#5 Greene King IPA

ABV: 3.6% Greene King

ABV: 4.1% Fuller, Smith & Turner PLC

#6 Sharp’s Doom Bar

ABV: 4.6% AB InBev A famous bitter with a long history, still recognised as ‘the cream of Manchester’ by many of a certain age – even though the brand is no longer made in the local area.

Another beer which is anchored in tradition more than in any recent brand development or marketing ties.

ABV: 4.0% Molson Coors From its original Cornish roots, Doom Bar has risen over the last few years to become one of the best known real ale brands in the country – and from 2011 has been part of Molson Coors. Since 2013 it has also been the biggest selling cask ale in GB, making it a popular option for licensees looking to broaden the appeal of their beer offer.

#8 McEwan’s Best Scotch

Another of the early ‘super regional’ brands to find a broader market country wide. It is especially popular in its London and South East heartland where sporting and charity sponsorships such as Surrey Country Cricket League and the London Pride Walk for Cancer Research UK help retain interest and recognition.

#9 Boddingtons

ABV: 3.6% Carlsberg UK This bitter brand – produced by Carlsberg – is synonymous with the city of Leeds and Yorkshire generally, and remains the dominant ale brand in many clubs and bars across this area of the North of England.

Popular both in its traditional cask variant and Smooth Flow keg option.

One of the original ‘super regional’ beers to cross over to success countrywide, Greene King IPA remains a popular choice in the sports and social club sector both in cask and keg – especially with its strong sporting association. 2015 saw a rebranding to provide a more contemporary feel and Greene King continue to increase interest via brand extensions such as IPA Reserve, Gold and East Coast IPA.

#7 Fuller’s London Pride

ABV: 4.1% Diageo

ABV: 3.6% Charles Wells A slightly darker ale style which is very popular in the North East of England.

Becoming part of Charles Wells in 2011 has also helped to bring this quintessentially Scottish brand to a broader audience south across the rest of the UK.

#10 Stones

ABV: 3.7% Molson Coors A beer very much of its regional area – highly popular in the social clubs and bars of South Yorkshire, where the majority of its following is still concentrated.

< CLUB REPORT 55

AT THE BAR – A WORD FROM MARSTON’S

Defined By Beer, InspiredByService Marston’s is the UK’s No.1 Premium Ale brewer. With five regional breweries – Jennings, Wychwood, Marston’s, Banks’s and Ringwood – it has eight brand families and crafts some of your favourite ales including Wainwright, Pedigree and Hobgoblin. Marston’s full portfolio of cask, keg and bottled ales truly represents a national ale trail from the Lake District down to the south coast.

B

y choosing to work with Marston’s you’ll reap the benefits of over 180 years industry experience which is perfectly complemented with a comprehensive support service. The full range of tailored support offered by Marston’s includes: Award winning ale – A range of 24 permanent beers and an exciting guest ale programme with a further 44 beers throughout the year.

56 CLUB REPORT

Exceptional service – Dedicated local Business Development Managers and an award winning customer services team.

Unrivalled quality – A unique ‘caskforce’ team of over 30 Beer Quality Technicians who deliver on site beer quality advice, auditing and cellar support.

National distribution – A dedicated team of over

320 personnel based at 14 local depots around the country all ensuring high quality and personal service.

Extensive drinks range – A wide range of drinks from lager, cider, wine, spirits and minerals, providing you a hassle free one stop shop.

Cost saving solutions – With over 1,700 pubs comes great purchasing power and Marston’s have

MARSTON’S FASTCASK™ Quality is essential, and while clubs that see irregular or unpredictable trading patterns might think that cask ale is operationally too difficult for them, Marston’s unique fastcask™ format of cask beer provides more flexibility and is always available to be put on sale.

Easier to Handle fastcask™ beers drop bright immediately, removing the need to wait 24-28 hours before they can be put on sale Easier to store fastcask™ beers can be stacked and moved around the cellar more freely without turning the beer cloudy Always on Sale fastcask™ beers are always available to be put on sale and if the container is disturbed in the cellar it can stay on sale The fastcask™ range includes…

negotiated fantastic deals on a wide range of products and services such as card payments, kitchen and bar equipment and waste management.

Marston’s and your club Marston’s understands clubs and their priorities, and has a wealth of experience in helping their customers to increase their revenues in a very challenging market.

A big part of Marston’s formula for a sustainable business is making the most of cask ale as it provides clubs with a unique point of difference versus cheaper drinks from the supermarkets and gives a reason to visit and recruit members to your club.

To see the difference a quality brand and service can make to your business and how Marston’s can help clubs, contact 0800 587 0773 or visit marstons.co.uk

< CLUB REPORT 57

AT THE BAR

Is premiumisation the future?

While cask ale and the developing craft beer market have made significant inroads within the on-trade market over the last few years, keg beers and lagers remain a major part of the trade, especially in the sports and social club sector and wet led pubs. So where does premiumisation come in?

F

or many clubs value-priced mainstream standard beer brands continue to dominate the bar. But the trend towards premium offers, whether 4%, packaged or world brands, remain imperative as a ‘trade up’ option for many drinkers.

If a direct comparison is made between those well-known standard brand offers and the premium beer market (as a category) it can be seen that in GB MAT total volume terms both premium ale and lager are out-performing their standard equivalents.

The key driver for premium lager remains the ‘world’ lager sub category. Across the MAT the volume growth shown by these collective brands is +5.9% year-on-year, with value increasing at an even

58 CLUB REPORT

higher level of +9.2%. There is no doubt that the addition of a world beer font on the bar, or bottles in the fridge, can offer outlets and drinkers the oppor-

tunity to move up to a different offer, when opportunity or budget allow. Many world brands come under the concept of ‘sunshine’ brands and are often associated by drinkers with foreign holidays or other more exotic locations.

When looking at the analysis of the bar itself, it is interesting to note where the primary increases in taps are occurring from a sub-category basis within premium beer. The key areas of growth are actually outside the key traditional premium lager brands.

World lager sees a +7.9% increase in the number of fonts year-on-year, while Premium 4% beers show a +2.0% increase.

In addition to this, the affect on average prices can

“

Scott Parker

Category Marketing Manager - Wines, Spirits and Soft Drinks, Carlsberg UK

Premium bottled beers are the driving force in the bottled beer category. Stocking these types of beers, over more traditional mainstream beers, allows outlets to premiumise the choice for their consumers.

We’re also seeing premium world beers increase their presence in the bottled beer market, with Cobra and Peroni amongst the most popular.

But although premiumisation is important, beyond it, consumers will always be happy to turn to their familiar favourite beers, which is still the biggest segment of the bottled beer category, and a key revenue driver for clubs.

It will always be important for outlets to energise these familiar favourites, and make them more appealing.

also influence the level of opportunity from a retail perspective. Cost-wise the rise of 4% premium beers (the GB total average price is £3.30) has provided an important pricing ‘bridge’ between standard (£2.96) and more traditional premium brands (£3.52). Beyond this, ‘world’ (£4.01) and ‘speciality’ beers (such as artisan Belgian fruit and wheat beers – averaging £4.53) provide an even higher base for the pricing ladder. Again more choice can, in the right circumstances and outlet, provide higher sales and margin.

Ultimately the growth in the craft beer category, as outlined in a previous Club Mirror article, has helped to redefine overall focus in the beer sector. And what exactly is Craft Beer? The definitions are many and various, but what it is, is beer – whether served from cask, keg or tank, in cans or bottles from a fridge. It may be a small sector today but it is growing and can often also carry a significant price premium.

The innovations and general increased interest are all positive factors for the market and there can be little doubt that this is creating a shift in selling, stocking and drinking habits. The key is to ensure that outlets maintain both their key mainstream beer brands while, at the same time, taking the opportunity to provide their regular beer-drinking customer with the chance to experiment and try different products and tastes.

There will always be a place for those more traditional, standard beer brands upon which many sports and social club businesses are built, but the level of opportunity to increase margin and consumer enthusiasm is probably has high as it has ever been in recent times.

“

Kevin Paterson

Trading Manager for Beer and Cider, Molson Coors

” “

Demand for premium drinks is increasing and is predicted to keep increasing in the next five years – 70% of people say they would pay more for a better drink. Outlets that get this right can of course increase their spend per head and grow their overall margins and profit. The key is to get your overall range right, offering an assortment of mainstream and premium brands. (Even looking five years ahead, mainstream is predicted to still be over 50% of the lager market. And although some categories are in decline certain brands – Carlsberg being a case in point – are growing.)

Clubs can benefit from the interest in premium brands firstly by making sure their current range is well presented and served.

Beyond that, offering a premium trade-up that is not too far above their current range could be a benefit. Clubs should also look at brands that are in growth.

The right offering will help to drive volume and value as well as attract new people to the club.

Whilst the number of on-trade occasions is in decline, spend on those occasions is in growth (+2% versus last year). It’s therefore important for clubs to make the most of each occasion and to drive spend.

Andrew Turner On Trade Category & Trade Marketing Director, HEINEKEN UK

”

Craft beer is really gaining traction with over 20% of outlets now stocking Craft products. However, outlets should be aware that whilst Craft in many cases offers great value, it is not for everyone and certainly not for every occasion. The vast majority of consumers want to choose from more mainstream brands. The average Craft Beer-stocking on-trade outlet sells around 33 litres of Craft per week within an overall beer volume of 340 litres [Source: CGA Strategy, Volume and Distribution 2014].

Like many segments within the alcohol category, beer (and cider) has been shaped by the fact that consumers have become more discerning. Growth of the category can largely be attributed to a range of new product development shaped from growing consumer trends and helping to drive interest in a segment which has not traditionally been associated with innovation. Consumer demand for our products is growing, particularly our premium packaged lager portfolio. Kronenbourg 1664, for example, is the World’s No.1 French Beer and the third largest premium lager brand in the UK [Source: Nielsen Total Coverage GB 20.12.14 Volume MAT].

”

< CLUB REPORT 59

AT THE BAR

Real ale –

realopportunities

The decade has seen a transformation in the fortunes of the ale market – with much of this being driven by cask and (more recently) craft beers. However, of late the category is seeing more mixed fortunes and a rise (again partially through the rise of craft) in the keg sector competition. Mark Newton and Ashley Cairns from CGA Strategy report.*

C

hristmas is often a key indicator of fortunes and from a volume perspective the four weeks which included the festive period was slightly poorer in 2014 than 2013 overall.

Bars, clubs and pubs were the only core outlet types which saw performance improve versus last year, while restaurants and other similar food-led venues had a more difficult time.

Circuit Bars were the biggest growing segment for Beer in this time period and cask ale grew here (+3.2%) ahead of the beer category (+1.4%) – a sign of acceptance among younger consumers.

The performance of the category overall remains split by the key brewer types – with National brewers, Super Regionals (such as Greene King and Marston’s), Regional (often family brewers) and the new artisan micro brewers.

National Brewers’ cask volumes continue to decline on the year against year (2013 v 2014) MAT by -3.5%, driven predominantly by Independent Free Trade outlets – often those offering the most innovation within the category.

Super Regional brewer’s fare slightly better, showing a decline of -2.5% on the MAT, the distribution base and popularity of many of their better known brands helping to maintain that market.

Regional Brewers’ are slightly worse in the cask

60 CLUB REPORT

category, down -7.3% on the latest MAT, with decline seen in equal measures across all three tenure types across a number of major family brewers. This is most likely due to the more direct competition they suffer in the face of the small independent brewers in their locale.

Micro Brewers fell into slight decline on the MAT (-2-2%), predominantly driven by performance in the Free Trade. The nature of Micro Brewer products often mean that products may experience high levels of churn on the bar, and this is especially evident in Free Trade as licensees can easily replace or remove products in line with consumer demand.

Maybe just as importantly the performance of many of the new, predominantly keg and bottled entrants to the craft beer category are contributing significantly to this scenario and consumer tastes are slowly been redirected by these innovations.

Consumers often like the idea of a more exotic product that, at the same time, offers an easier retailer option while maintaining a familiar flavour profile for the drinker.

As people look for newer, more interesting options the proliferation of new brands and products is helping craft beer to remain a growing and relevant category even as established cask ale names continue to decline slowly in popularity.

The key remains ensuring that outlets not only maintain their key mainstream cask brands, for customer reassurance, but grasp the opportunity to provide drinkers with the chance to experiment and try different tastes and styles. Cask ale remains well positioned – especially at the micro end of the market – to offer outlets (and drinkers) this option, but there is now undoubtedly much more, well established competition for bar space than there was in the past. This is possibly most obvious in the sports and social club market where the tradition of keg styles has always dominated. *This article was written before figures for Christmas 2015 were available.

<

AT THE BAR

All Hail the Ale A quality cask ale offer reflects well on the club. It is often seen as a benchmark for the club’s overall quality; research shows that clubs and pubs that build a reputation for keeping consistently excellent ales are more likely to experience an upturn in all trade, including food sales. Marston’s Haley Cox offers the following advice.

T

he cask ale drinker has remained loyal to the licensed trade, continuing to head out for a sociable drink. Meeting their needs and recruiting more of them is therefore an essential and logical way to increase sales and generate sustainable business for your club.

Cask ale popularity is growing and out performs all other beer categories, now accounting for 57% of all on-trade draught ale (versus 43% keg)1 – and it’s set to achieve 20% of on-trade beer and 70% of ontrade ale by 20202.

62 CLUB REPORT

1 2

Cask Ale Report 2015-16 Cask Ale Report 2015-16

Range and beer styles As demand and interest in cask ale continues to grow, cask beer drinkers are looking for more premium, quality drinks, crafted with natural ingredients and genuine regional provenance, leading to a trend in seeking out different taste and flavour experiences.

So you can understand why more and more beer drinkers are enjoying the variety of flavours that can only be found in a delicious pint of real ale.

Aim to have a balanced range of familiar ‘tried and trusted’ brands to re-assure new or occasional drinkers, alongside less familiar ‘guest’ brands that provide something a little different to encourage choice and experimentation for more experienced drinkers.

It’s all about quality If you want to build a reputation for cask ale you need to deliver quality beer. It’s as simple – and as difficult! – as that.

loyal ones who keep coming back, and it’s repeat custom that keeps any business alive.

Train staff and the customers will follow For your customers, the care and attention your staff pay towards pouring and serving has a large impact on their impression of your overall offer. Helping your staff to learn and develop a passion for what they are serving will also have a big impact on your sales.

Even if you only have three beers on your bar, if your staff know what each beer is and what it tastes like they can encourage trial, upsell and make trusted recommendations that give your customers confidence. In fact last year, 30% of drinkers cited staff knowledge as increasing their confidence in a venue.

Often drinkers will not know which beers are hoppier, and which are maltier for example – so any gentle nudges staff can provide will be helpful. The more ales you have and the more knowledge your staff have about them, the more confident your customers will feel in buying them.

1. Ordering – order the correct size of cask and aim to sell it within three days.

Make it an event With so many benefits to serving cask ale it only makes sense to create events and activities to encourage your non-cask drinkers to try cask ale for the first time – and with 41% of people saying the best place to try real ale is at a beer festival4, it’s the perfect event to show off your range and to impress.

Cask Ale and beer festivals cash in on what customers want – an experience that cannot be replicated at home. Beer festivals are a great way to boost footfall and build a reputation for quality cask ale.

Some ideas include:

4. Pegging & venting – all casks should be vented with soft porous pegs 2-6 hours after delivery. Check casks frequently and change peg if it becomes blocked. When strong fermentation has finished insert a hard, non porous peg. Remove that when serving and replace at the end of the session.

• TASTING PLATERS – a great way of encouraging experimentation and delivering a real tasting experience.

• FOOD MATCHING – get your kitchen team involved to create a range of food or snacks to accompany each beer.

• INVOLVE YOUR MEMBERS – hold a vote and let your members influence what they want to see on the bar on the big day.

• REWARD – run a loyalty scheme to encourage return custom with prizes for attending the multiple events.

• SAMPLING – offering ‘try before you buy’ from a small bespoke glass (shot glasses work well) drive interest and engagement.

• LOCAL BEERS – choosing a regional or local beer can help create a sense of community.

Yes it’s true that cask ale needs a lot of work, but it’s worth it. You need impeccable quality standards right from cellar management, to cleaning and maintaining the line equipment through to keeping your glasses clean.

But all that effort is reflected in the rewards.

While the value of a single visit of a cask ale drinker may be slightly lower, with 50% of cask ale drinkers visiting a venue once a week or more3, the value of their custom over their lifetime is considerably higher. Cask ale customers also tend to be very 3

Cask Ale Report 2015-16

TOP TIPS FOR THE PERFECT PINT

Publicising your club and events It may seem obvious but unless your members know what’s going on they won’t get involved.

• POINT OF SALE – keep POS up to date and relevant with personalised banners, posters and flyers (and always advertise the next event before the first one is over!).

• GO DIGITAL – 69% cask ale drinkers use Facebook once a month or more5 and social media is quick, easy and cost effective to tell your 4 5

Cask Ale Report 2015-16 YouGov survey for the Cask Report July 2015

2. Storage – check your cellar temperature.

Casks must be stored in a temperature controlled cellar between 11-13°C. 3. Stillaging– all casks should be stillaged securely for at least three days before sale. If some have to be stillaged later, roll them first to allow the finings to work. Cask beers will usually drop bright within 48 hours, some brands may take a little longer.

5. Tapping – tap all casks 1-2 days before they go on sale. Always use a clean tap.

6. Sampling – sample beers for clarity, aroma and taste after tapping, and before serving each day. Always sample from the cask.

7. Serving – once on sale the beer is exposed to air, which begins to deteriorate the quality of the beer. Ideally, therefore, empty a cask within three days.

8. Tilting – gently tilt the cask when it’s between 1⁄2 and 2⁄3 full, either by raising the back or lowering the front by about three inches, whichever is easier.

9. Cleaning – clean the beer lines and equipment every week, using methods recommended by your cask supplier.

10. Don’t compromise – follow these tips and you will serve the perfect pint of cask ale.

members what’s going on.

• LOCAL PRESS – create a press release or photo call about your event and send to local journalists.

• CAMRA – Make your local group aware of your event. (Find contact details at www.camra.org.uk).

CLUB REPORT 63

<

DRINKS REPORT – CIDER

Whythecidersector just

keeps on growing Over the last 10 years the traditional on-trade cider market in Britain has transformed radically. So what happened in 2015? Exploring the rise and rise of the cider sector.

G

one are the days when the cider category was dominated by three or four high volume commercial draught cider brands.

We have seen a massive proliferation of draught brands, resurgence in bottled cider offers, the rise of fruit flavours and (of late) increasing polarisation of the category with premium brands.

This development can be witnessed in the country side with 18,000 acres of orchards given over to cider apple production and 60% of all British apples being grown are used by cider makers.

If we bring the category evolution up to date it is clear that there are five significant trends driving positive cider performance (volume is up year on year +0.4% MAT at total category level). These are premiumisation, packaged flavoured cider, innovation/product extension, a resurgence of traditional draught and embryonic ‘craft’ developments.

Premiumisation One interesting effect of the popularity of the ‘craft’

66 CLUB REPORT

beer category of late is that this trend is now moving over to cider. Several major independent cider makers have moved into this area offering similar innovations such as cans and food matching options. (The 2014 CGA Peach Business Leaders Survey stated that craft cider was one of the top four trends set to make an impact in 2015.)

Packaged flavoured cider Although the massive surge in popularity of several years ago has somewhat plateaued, this subcategory remains in double digit volume growth (MAT volume growth of +10.5%) and is still helping to drive the total category in general.

Interestingly, for sports and social clubs looking for a new option, even with continued overall distribution growth around one third of cider, stockists still do not stock it. With the wide range of options, flavours and brands available this could be seen as something of an opportunity for those operations wanting to refresh their long alcoholic drinks offer.

Innovation and new product development While fruit flavoured ciders remain popular, producers are always looking for something new to interest the drinker and increase their volume/ distribution footprint. Recent innovations have included spirit-mixed packaged ciders (from tequila to whisky) and even, perhaps surprisingly, apple ciders where 53% of new packaged brands over the last two years have originated.

From the perspective of seasonality, hot and mulled cider variants have also increased in popularity during the autumn and winter – especially around the Christmas festive period.

Craft cider Currently in limited distribution and extremely local, craft cider is nevertheless much more prevalent than 10 years ago. At time of writing there is a threat to this developing sector with potential EU legislation but the quality of the product and its very local and even seasonal nature make it something that could give the bar a boost as an occasional summer treat.

Kevin Paterson – Category Marketing Manager, Carlsberg UK Opportunities for cider in the summer months?

Clubs need to make sure they take advantage of the summer when traditionally cider sales increase. Whilst draught cider is in growth, this is driven by new modern ciders with the market leader showing a big decline. Additionally modern brands like Somersby can command a higher price that some of the more established brands, so driving revenue and margin for theclub. (The company had a significant campaign for Somersby last summer,backed by TV and in-outlet activation. It also launched new Somersby flavours Apple Burst, Blackberry & Cranberry.)

Where next for cider in clubs?

Clubs need to ensure they stock the right range. The category is evolving with new modern brands like Somersby leading the way. (In the last year Somersby's distribution has grown in total by over 2,500 outlets.) Cider is the only category in growth so clubs could consider a second draught cider to drive sales and revenue. New product launches are driving growth in packaged cider so now is the right time for clubs to review their range and replace some of their slow moving lines with exciting new modern brands.

Resurgence of draught cider So far much of the positive performance factors discussed have primarily focused on the packaged sector, but another recent growth area is draught cider (total draught up +2.2% MAT volume) – always a traditionally popular option in the sports and social club market.

Much of this is due to a number of new products released by major brewers over the last couple of years – offering the licensee the option to expand their options within the contact of their key supplier portfolio. Although much of this growth attributed to new brands is at the expense of more traditional, established brands, there is no doubt that they have helped to drive a certain level of incremental growth through the whole category with a significant number of outlets willing to consider adding a second (or third) cider tap to their bar.

To conclude then, ultimately, cider remains a major force in the on-trade LAD (Long Alcoholic Drink) market and while the massive growth in the category seen a few years ago may have abated, there is still more than enough interest and innovation to keep both new and existing cider drinkers engaged for the foreseeable future.

Scott Parker – Trading Manager for Beer and Cider, Molson Coors The category Cider is an expanding category which continues to attract a growing number of consumers. It’s also now more competitive than it traditionally has been, largely because of the growth in draught cider after a period of decline, and strong sales of premium ciders on a second cider tap.

The category has also seen a lot of innovation in recent years, as consumers increasingly seek something different. Over a short period of time, we have seen a surge of new variants emerge, including seasonal ciders, Bag-in-Box traditional ciders, whiskey ‘spider’ ciders and American craft ciders.

Fruit cider The fruit cider category is also flourishing. This can be attributed to a flurry of new and exciting variants coming to market which have diversified the category – a trend we expect to see continue in the coming months in the run up to the summer season. We also expect to see greater experimentation with unusual and exotic fruit flavours within the category, incorporating flavours such as elderflower and guava.

Demographics and range The idea that cider is predominantly a drink for the older, male demographic really is an out-dated stereotype. We believe cider is one of the most dynamic and innovative categories which continues to attract younger consumers.

What to stock In terms of stocking, a good basic range of one apple, one pear and two fruit flavoured ciders should be behind any bar in any appropriate licensed venue. It’s also important to strike the right balance of stocking a core range of popular, premium and profitable ciders. Each must earn their space, but it’s also a good idea to keep an eye on new trends and offer choice in flavoured ciders.

Graeme Mitchell – National Account Manager, HEINEKEN UK Limited Chosing your variants One size does not fit all. With different consumers come different stocking requirements, both in product range and the format it’s dispensed in. One thing is certain though, whether bottled or draught, there needs to be a suitable cider offering.

If there is draught cider on the bar and it’s doing less than 11g a week then its position on the bar should be reviewed as quality will drop (this is the same for any draught product). What needs to be considered – depending on the consumer types and through-puts – is trade-up options. Having the RSP (retail selling price) ladder is vital to maximise consumer spending. For example, a classic cider such as Strongbow could have a trade-up option of, say Symonds. Symonds is seen as a heritage cider and commands in the eyes of the consumer a 15%+ price premium (CGA Strategy, September 2014). The same principles should be applied on packaged; for example a modern cider such a Bulmers with a price premium moving up in to world cider such as Old Mout.

Flavoured ciders prove popular The cider market is reflective of the changing drinker consumer profile. A sweeter consumer taste profile is seeing a proliferation of sweet cider catering for this demand. Cider has done a great job in terms of developing flavoured cider to capitalise on the changing pallets while also allowing consumers to try new things, catering for the need to be seen as an ‘individual’.

Premium experiences People now are looking for a more premium experience and the cider market has embraced this through developing premium glassware and/or perfect serve rituals (over ice with fruit). Drinkers are also wanting heritage and authenticity; this has seen continued growth in this category both in value and volume. Many cider brands are therefore dialling up these credential in their communication platforms.

More than a summer drink Although the historical perception of cider is a summer drink this is now changing with consumer habits. Yes the weather does still impact on volumes, but visibility is a key barrier to purchase. Ensure impactful displays and rotate these to add variety. Use bar staff to up-sell ciders and promote new listings. Consider what POS is right for the outlet to drive awareness – table talkers, digital screens, back bar displays etc.

< *All data shown is CGA Brand Index to P01 2015

CLUB REPORT 67

DRINKS REPORT â&#x20AC;&#x201C; WINE

Winemarketshowing

growth Of all the major drinks categories, wine probably suffered the most during the economic downturn at the end of the last decade. But now, the trend is reversing, explain CGAâ&#x20AC;&#x2122;s Ashley Cairns and Mark Newton.

68 CLUB REPORT

T

he UK’s economic downturn saw Champagne and sparkling wine particularly badly hit by the reduced spending from many previously key consumers. However, since 2013 the trend has slowly started to improve and both still and – particularly – sparkling wines have driven growth in the on-trade.

It would be easy to suggest that it was simply a case of more money in people’s pockets, but the reality is somewhat more complex than that. By examining some of the individual drivers to the wine category it is possible to see how best to take advantage of potential opportunities available.

Premiumisation has begun to have an influence in the wine sector – primarily due to improved knowledge and confidence for many drinkers. Prosecco, and particularly the move towards draught offers, has also been a big driver in the trade. Finally, and this is especially relevant for less wine orientated clubs, minis (or 187ml bottles) continue to prove popular particularly for venues that don’t have large volumes of throughput and want easy, practical ways to avoid wastage and spoilage.

Premiumisation Wine generally has always been seen as a more premium product – if only because of the significant mark-up enjoyed by retailers. Nevertheless, there has undoubtedly been an increase in interest and knowledge of wine from a significant proportion of consumers. This translates into confidence and has resulted in a move towards more expensive wines at the expense of the middle ground, while the budget/ house wine sector remains consistent. This same polarisation has previously been seen in the spirits market to the same effect.

As a result of this new found confidence many wine drinkers have begun to move away from ‘traditional’ well known, mainstream wine brands and have also begun to experiment more with less well known grape varietals such as Malbec, Viognier and Pinot Gris.

The power of Prosecco If there is one style of wine which has shown unparalleled growth over the last 18-24 months then it is sparkling wine. With MAT year-on-year volume growth of +15% and value growth of +83.1% since the beginning of 2014 this has become a real ‘must have’ option for many wet and dry led venues. Of course, there are many different styles of fizz, from Cava to Asti Spumante, from big brand New World sparklers to Lambrusco; but currently there is one key byword for the category – Prosecco. Lower in alcohol than many competitors, easier drinking, slightly sweeter than Champagne and generally thought good value for money, it is driving sales more than any other.

Draught (sparkling) and miniatures (still) driving growth Interestingly, an increasing element of the growth of Prosecco is draught dispense, with many retailers seeing the attractiveness of minimum waste, easy serve and increased margins in comparison with a standard sized bottle. While there may be some legal

“

Gary Keller, Senior Buying Manager – Wine, Molson Coors

When it comes to selling wine, clubs should always keep consumers’ knowledge and preferences front of mind. This is vital in ensuring an optimised range is stocked in line with a diverse and varied consumer base.

Clubs with a price conscious membership base should consider stocking a variety of great tasting house wines. Clubs can accommodate all preferences by stocking a good variety of house red, white and rose blends.

For clubs with a consumer-base of everyday wine drinkers with a good knowledge of wine, outlets should make sure that their range includes the well-known varietals that people recognise, and that appear on most wine lists. These are wines that consumers will know and trust, and include household names like Chardonnay, Pinot Grigio, Sauvignon Blanc, White Zinfandel, Cabernet Sauvignon, Merlot and Shiraz.

At Molson Coors we are also seeing a revival of sparkling wines within the wider wine category. This can be attributed to the surge in demand for Prosecco and Cava in particular, two variants which are proving popular with consumers.

Prosecco is undeniably the sparkling wine of the moment. Our research showed sales of 75cl Prosecco experiencing 90%+ MAT growth. This has led to an increase in the availability of a wider range of Prosecco variants including 20cl bottles to enable outlets to offer it by the glass.

DOCG-classified* Prosecco tends to out-do standard Proseccos in terms of quality and should be sought if looking for a more premium product. It is slightly more expensive than standard Proseccos in the market, but is still excellent value for money when the quality of the product is taken in to consideration. *Denominazione di Origine Controllata e Garantita; controlled designation of origin guaranteed.

naming implications to watch out for it is unlikely it will fundamentally alter the trends in consumption in the short/ medium term.

While still wine on draught has been an established option for a number of years, it does not currently appear that it is following the sparkling trend.

However, this could change if more retailers look to see if there are advantages to their business from considering this type of serve longer term.

Running in parallel with the draught sparkling offer is another option which focuses on ease of dispense and minimum wastage – the ideal scenario for many sports and social club type operations. Again, miniatures (primarily 187ml branded mainstream) have been part of the offer in less wine-focused ven-

”

ues for a long time. They may well serve a very specific kind of niche market, but current figures suggest that it still has something to offer for many consumers – seeing a year-on-year rise in the region of +5.8% overall (now accounting for +7.4% of all branded wine sold in the GB on trade – an increase of +0.6% MAT year-on-year).

Ultimately, wine remains a major force in the on trade, irrespective of serve and style, particularly in the food-led market. And while competition for the eating out market's choice of alcohol is increasing – premium fruit ciders, craft beers and cocktails – there is no doubt that wine will always retain an important place in on-trade outlets, regardless of type.

CLUB REPORT 69

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DRINKS REPORT – WINE

Winning with wine A few simple tweaks can make all the difference to how effective your wine list is in helping you to sell more wine, more profitably, according to Crown Cellars. Here, Category Manager Louise Boddington and Master of Wine Jonathan Pedley offer advice on creating the perfect wine list for your club.

T

he club wine list doesn’t have to be huge to help you sell more wine. It just needs to meet your members’ needs and to make them feel that they are getting great value.

Variety is the spice of life The more styles, grape varieties, countries of origin and price points you cover, the more members you are likely to appeal to. And remember, wines your members like may not be the wines you prefer.

Balance your list Add interest and credibility by offering a few trendy or unusual choices as an alternative to the safer choices – Wine of the Month promotions are a great way to see if these wines appeal to your members.

70 CLUB REPORT

Core wines by the glass Ensure that your core wines are available by the glass and provide a standard and premium option for your most popular varietals. A huge choice of single serve wines is available if you are worried about wastage.

‘Celebrating? Why not add some sparkle with...?’.

Separate your sparkling wines from Champagne.

Sometimes a customer can discount a ‘Champagne and Sparkling’ section because of assumptions on price linked to Champagne.

‘House wines’ and wine brands Avoid terms such as ‘house wine’ to encourage members to try a more profitable choice. And help your list stand out by including a selection of on-trade exclusive wines that members won’t see in supermarkets alongside any branded wines.

Trading up Give members the opportunity to trade up when they fancy splashing out. Highlight more profitable choices with ‘Our favourite’, ‘We recommend’ or ‘Award Winning’ (if appropriate). And remember that your members’ eyes will hit the centre of the wine list first so this is the ideal spot for your higher margin wines.

Make it sparkle Put sparkling wines at the start of your list. Prompt impulse purchase with calls to action e.g.

Pricing guidance and service styles Make sure your list has a steady progression in pric-

ing from entry level so it allows your members to try more expensive wines in easy steps, encouraging them to trade up to better quality wines and making the top end of your list more accessible. Members drinking at the top end of your list will put more money on your bottom line and feel more positive about the experience and the great value for money that you offer.

You can apply the same logic to wines by the glass, not just in the range of wines available, but also in sizing. Offering a pricing benefit to members who trade up from 125ml to 175ml or from 175ml to 250ml will be adding value for that customer.

Equally, encouraging trade up from glass to bottle when individuals in a group choose the same wine will also make your members feel like they are getting great value from you – after all, you are showing them a way to save money when a bottle is cheaper than two glasses of the same wine!

The wine list – design and content For more extensive lists, laying out by style or taste profile rather than colour can be helpful to members, reducing the risk to increase likelihood of experimentation and trading up.

Unless you’re a specialist and your members demand it, resist the temptation to be overly wordy with wine descriptions. It can be off-putting for members and increase print costs.

Your wine list should be accessible and on display for members at all times, not tucked behind the till on the back bar so members have to ask for it.

CONSIDERATIONS FOR CREATING YOUR WINE LIST A wine list is a valuable training and reference document for your staff, providing useful support for them to up-sell and make informed recommendations. A list doesn’t have to be huge as long as it meets your customers’ needs.

GENERAL PRINCIPLES These principles can be applied to lists regardless of outlet style.

• Variety is the spice of life • Ensure that your core wines are available by the glass • Balance your list. Add interest and credibility by ensuring that a few trendy or unusual choices are available as an alternative to the safer choices • Avoid terms like ‘house wine’ to encourage customers to try a more expensive choice • Give your members the opportunity to trade up when they fancy splashing out • For longer lists, laying out by style or taste profile rather than colour can provide helpful guidance to customers • Unless you're a specialist and your members demand it, resist the temptation to be overly wordy with wine descriptions • A wine list should always be accessible and on display for members

CONTACT DETAILS Crown Cellars is the specialist wines and spirits division of Carlsberg UK. “If getting a wine list started looks daunting Crown Cellars has a team of specialists who can build a list for you and provide printed copies delivered to your door free of charge,” says the company. t. 08453 710 199 e. crowncellars@carlsberg.co.uk www.crowncellarswines.co.uk STOP PRESS: Carlsberg UK is a proud sponsor of the Club Awards. Watch out for its wine selection at this year's event.

CLUB REPORT 71

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DRINKS REPORT – SOFT DRINKS

Makesomenoisefor

soft drinks

The soft drinks category managed a 3.6% value increase in the on-trade in 2014 according to last year's Soft Drinks Report from Britvic – up to £4.2bn in sales. And guess what? The free-trade far out-stripped managed, leased and tenanted premises in terms of both value and volume.

I

n 2014, positivity about job prospects was at a seven year high according to consumer confidence data, and the proportion of consumers willing to spend money was at its highest level for eight years. While cost-saving tactics were still practised, with savings remaining the number one priority for spare cash, key sporting events such as the World Cup, the Commonwealth Games and the Tour de France gave consumers more reasons to get together and celebrate, says the Report. The warm weather in July and September were also good for sales.

Value and pleasure drive soft drinks There was a significant rise in the importance of allday dining as well as an increase in the ‘weekend millionaire’ phenomena – those who live frugally during the week but spend on indulgent experiences at the weekend. Again the fine weather in July and September provided a further soft drinks boost, with September showing a like-for-like sales growth of 2.2%.

Manufacturers responded to the consumer challenge by ‘striving to give consumers a reason to

74 CLUB REPORT

believe in their products, above those of their competition’, says the Report. For some manufacturers this meant innovation and/or reformulating products, while pressure to help tackle the UK’s obesity saw no-sugar and low-sugar products leading many marketing campaigns.

The health agenda The government’s Public Health Responsibility Deal continued to impact on the sector, with companies providing clearer front-of-pack labelling and recipe reformulations.

CCE committed to reducing the average calories per litre in its range of sparkling drinks by 5% (by the end of 2014) and also launched its ‘mid-cal’ CocaCola Life, delivering a third less sugar and calories than Coca-Cola.

Meanwhile, in the energy sector Red Bull launched Zero Calories, offering ‘an everyday “energy hit”, without the taste compromise’, and Britvic produced its ‘No Added Sugar’ variety of Fruit Shoot.

‘Being active’ was used as a driver for growth by Irn Bru (from AG Barr), with its support of the Glasgow Commonwealth Games seen as instrumental to the

company’s success. Waters too benefitted from the health agenda, where premium, bottled waters aimed to create value over volume for soft drinks manufacturers; CCE, for example, launched glacéau smartwater. There was also a ground swell in the rise of smaller players who tapped into the consumer health and vitality trend, such as Little Miracles and Vita Coco.

Legislation leads labelling Legislation continued to evolve, with the adoption of new food labelling (The Food Information Regulation (EU) 1169/2011) and as of December 2014 high-caffeine energy drinks had to be labelled as such and were required to carry a warning stating: “Not recommended for children or pregnant or breastfeeding women.”

From January 2014, this legislation required that brands claiming to be ‘energy’ drinks had to contain a minimum caffeine level. This led to amends to Energy Drink classification with brands like Mountain Dew removing any references to the word ‘energy’.

With all of this in mind, soft drinks providers needed to continue the focus on developing relevant,

personalised products, according to the Report, and devise marketing solutions that created a strong emotional connection with the consumer. Digital marketing has enabled more personalised approaches and innovative campaigns have followed. Pepsi MAX’s ‘Unbelievable’ advertising campaign, for example, helped move Pepsi’s YouTube channel to No. 2 in the UK in 2014 (stats: YouTube End of 2014; 5 million views per video).

Innovation With the evolution of the leisure channel came an even greater demand on suppliers to create bespoke solutions, such as glass bottles, niche brands or new flavours, according to the Report: “The importance of manufacturer investment in innovation, market research and in-store or outlet activation became instrumental in the success of new product launches in this channel.”

The food factor While the frequency of eating out has decreased, spend per meal has risen, with 18-24 year olds spending on average £13.81 at dinner and 65-69 year olds spending £21.68 (stats: Allegra Foodservices, Eating Out in the UK, spend per meal, September 2014). This good news is also seen by the Report as creating additional opportunities for premium soft drink consumption.

Soft drinks were found to be strongest in food-led outlets, with this sector accounting for £2.2bn of value sales (an increase of 5.0%), compared to £1.1bn in wet-led and £927m in late-night outlets. Areas of particular growth for soft drinks were in freehold, food-led pubs (an increase in value of 20.2% to £98m) and in proprietary clubs (an increase in value of 21.7% to £82m).

Although food-led pubs saw an increase in soft drinks value, wet-led pubs saw only minimal value sales growth at 0.1% to £692m. According to the Report, this was largely due to pub closures and the subsequent reduction of soft drinks sales in leased and tenanted wet-led pubs, which saw a -7.2% drop to £309m. In wet-led free pubs and wet-led managed pubs, soft drinks increased by 10.7% and 2.6% respectively, to £213m and £170m value sales.

Popularity stakes – the variants Cola remained the most popular type of soft drink served on premise with value sales of £1.7bn and growth of 2.8%. However, the largest growth was seen in water, which jumped in value by 26.8% to become the fifth most purchased soft drink, with value sales of £296m. Squash also performed well, achieving 4.3% growth in value sales to £266m.

Premium Packaged formats continued to lead the way, says the Report, with value sales of £2.2bn, a 4.3% year on year increase and Draught sales were not far behind, with value sales of £2.1bn and growth of 2.9%.

Managed pubs held steady in terms of value growth at £1.8bn, yet lost volume1 (-0.3%). This resilience was in the face of slowing consumer spending, although the channel has had success in encouraging all-day-dining and promoting value for

money offers. Leased and tenanted pubs, however, saw a drop in value (-3.4%) and volume (-5.7%) sales.

Within the hotel sector, total value growth for soft drinks grew by +2.8% to £804m and within the restaurant sector, there was strong value growth in soft drinks, with a rise of 12.1% to £504m. This, says the Report, further re-enforces the impact that family dining occasions are having on the eating out experience: “This trend looks set to continue as the power of dining gift cards and discount voucher promotions becomes even more sophisticated in 2015 and the number of casual dining operators continues to increase.”

Suppliers – the stats On premise, CCE led the way with value sales of £1.8bn, with Britvic hot on its heels at £1.6bn of sales.

Britvic was ahead in terms of draught formats with value sales of £962m, compared to Coca-Cola Enterprises £885m, however there were volume reductions across draught formats, which echoes the decrease in frequency of on premise visits.

SEGMENTS AND BRANDS Cola Cola took the top position in terms of share at 40%, with a value of £1.7bn, remaining the dominant soft drink sold across pubs and clubs, hotels and restaurants. As consumer demand for value-for-money continued, draught variants increased by 2.5% in terms of value to £1.2bn. Pepsi was the top performer in pubs and clubs with a value of £607m and it retained its number one position. However, the packaged Coca-Cola portfolio continued to perform strongly in both restaurants and hotels, with value sales of £111m and £256m respectively.

There was strong growth from non-sugar variants, demonstrating increased consumer focus on health and wellbeing. Pepsi MAX proved popular in clubs and pubs in particular, with a significant increase in sales value of 38.1% to £15m, with Diet Coke proving popular in the restaurant sector, with growth of 12.8% to £49.7m.

Lemonade 2014 saw lemonade sales go into slight decline, dropping -0.1% in value sales to £532m, however, it still retained its status as having the second largest value sales.

Still the segment’s best-selling brand at £224m, R Whites dropped -1.7% in value, with number two, Schweppes, experiencing an uplift of 1.6% to £215m value. Premium brand Fever Tree reached a value of £600k in pubs and clubs (up by +44.6%) and to £200k in restaurants.

Mixers Growth varied dramatically across the mixers segment. Overall, mixers saw value sales increases by 12.6% as a whole, to £332m. Schweppes maintained its poll position with a sales value increase of 12.9% to £171m. The largest growth for mixers was seen in restaurants, where the market grew by 23% to value sales of £41m. Growth across pubs and clubs and hotels was slightly slower at 11% and 12.8%, with value sales of £225m and £66m respectively. Britvic

launched a packaging redesign across its on premise Mixers and Juices range at the end of 2014.

Flavoured carbonates Flavoured carbonates experienced growth overall of 2.8% across the on-trade to £190m. Clubs and pubs maintain their lead in value at £101m (despite a decline of 10%). Restaurants come in second at £59m (a value growth of 24.4%) and hotels at £30m (a growth of 19.4%). In premium flavoured carbonates, Fentimans ‘botanically brewed beverages’ reached a sales value of £8.8m (an increase of 46.8%) and San Pellegrino achieved £2.2m (growing by 163%).

Juice drinks Although still worth over £341m, the juice drinks segment was challenged by consumer perceptions of high sugar content and saw only 1.2% value sales growth, with volume decline of -1.9%1. Segment leader, J2O faced challenges as other premium soft drinks innovations captured consumer interest, although the brand continued to grow in value sales of 3.4% (to £207m), with volumes increasing by 1.0%.

Pure Juice Pure juice grew by +6.7% in clubs and pubs. It declined, however in hotels (-16%) and showed only minimal growth in restaurants (+1%). Pure juice mixers saw decline in value and volume by -0.9%, but they still accounted for £192m in value sales. In addition non mixer pure juices still accounted for values sales of £143m.

Squash Squash improved both in terms of value (+4.3%) and volume (+5.7%) in 2014, positioning the segment in sixth position of on premise soft drinks with a value of £266m. In the clubs and pubs sector squash reached value sales of £188m, followed by £58.2m in hotels. Restaurants saw a significant drop of -9.1% value sales, down to £20m.

Water Water had a renaissance in 2014, gaining in popularity and becoming the nation’s fifth favourite on premise soft drink, with a value of £296m. Its growth is largely down to consumers looking for hydration and wanting to purchase more premium products, rather than just requesting tap water, says the Report. With value sales increasing by +26.8% and volume by +23.2%1, water has benefited from the health lobby for lower calorie products.

Market leader Strathmore maintained its strong position across pubs and clubs, restaurants and hotels, showing the most significant growth in the restaurant sector, up by +20.7% to £16.7m value sales. Options for children have also proved to be winners in the water segment with Robinsons’ Fruit Shoot Hydro seeing +5.7% growth and increased sales value to £5.9m in family pubs and clubs.

Significant growth was seen in premium water product, Harrogate Spa which reached a value of £5.2m in pubs and clubs, and increase of +172.5%.

CLUB REPORT 75

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