Club Mirror Brands Report

clubmirror AT THE HEART OF THE COMM UNITY

BRANDS REPORT Top drivers at the club bar revealed T HI S TI M E L AS T Y E A R ? T H E WAY W E W E R E

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Contents

club mirror AT THE HEART OF THE COMMUNITY

OCTOBER 2020

NEWS, VIEWS, CLUB LIFE AND LEGISLATION

9

6 News Latest legislation, advice and updates.

17 Club life Club Mirror takes a whirlwind tour of clubs around the country in the fastest way possible – by social media.

17 Industry insights The UK’s top five food and drink preferences according to google search data.

HQ BUILDING THE BUSINESS 38 Why waste your energy?

Don’t be fooled by promises of vast energy savings, warns Smarter Business. Here’s why.

40 Britain and Brexit Changes to hiring staff from Europe come into place from January 1, 2021

23

COVID-19 – STATUS AND UPDATES*

42 Free reader service

9 COVID-19

Check out this free-to-readers energy comparison site. Plus: everything you need to protect the bottom line, the club and its members.

The Three-Tier alert lockdown levels explained.

10 Job Support Scheme November 1: Furloughing out, Job Support Scheme in. The facts explained.

ASK THE EXPERTS 43 Mixing it up Beer cocktails? Worth a ‘shot’ or a step too far? You decide.

46 Are you ready for spot checks?

Covid-secure measures are being taken by the HSE and local councils. What you need to know.

BRANDS REPORT 2020 23 Brands Report Club Mirror’s annual Brands Report, in association with CGA, examines which brands are driving success at the club bar.

24 Top spirit brands 47 Three-trends for post-lockdown

11 Extension of VAT cuts The temporary 15% VAT cut has been extended to 31 March, 2021.

11 Deferred VAT bills A look at the options for smaller interest-free payments during the 2021-22 financial year.

11 Pay as you grow

HEINEKEN research into changes it expects to see in the on-trade over the coming months.

In this vibrant category, cocktails, long mixed drinks and specialised brand development continue to drive enthusiasm and demand.

51 Bounceback packages for new websites

26 Top club draught brands

11 Loan application extension

Preferred supplier Studio44 is offering special packages to help clubs build their online presence.

Traditional favourites jostle for top position, with three iconic brands accounting for over a third of clubland’s beer volume.

Applications for loan schemes have been extended until the end of November, 2020.

Supplier showcase -products and services for clubs.

28 Cider’s top three players

September 24’s new regulations explained.

47

No surprise in the top two well-deserved slots. But which family business flies in at number three?

13 The Rule of Six in England

52 It’s classified

Did you take out a Bounce Back Loan? A flexible repayment system is now in place.

12 Track and Trace

Legal obligation for clubs serving food.

30 Top packaged alcoholic drinks Packaged drinks are always popular with certain club demographics. And the top slots are...?

32 Wine and soft drinks How is wine faring against premium spirits and cocktails? And are there any surprises in the soft drinks arena? Find out here.

14 Mental health and wellbeing Advice on how to help those struggling during the pandemic. * Please note: details correct at time of writing.

For breaking news visit www.clubmirror.com and the UK government’s site https://www.gov.uk/ coronavirus

CLUB MIRROR 3

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LEADER

Contributors

Welcome to October’s issue In this issue, we’re proud to present our exclusive 2020 Brands Report, a key industry insight into which brands are helping the fortunes of the club now and going forwards.

In its 10th year and compiled in association with the industry experts at CGA, you’ll find old favourites and young pretenders jostling for position, determined to maintain their place at the club bar.

As we go to press, a number of you will find your club bars have been forced to close thanks to a Tier-Three alert level as announced by the government on October 12. In this issue (page 9) we examine the detail of what each alert level means to clubs. Of course we all know that the position here can change, so you’ll find contact details and links for up-to-the-minute news on the same page.

In this issue you will also find latest updates, guidance and legal advice on issues constantly being thrown up by COVID-19. The new Job Support Scheme which comes in on 1 November is explained, along with details on the extension of VAT cuts, deferred VAT payments, loan application extensions and flexible repayment schemes. (See pages 10-13.)

Our thanks go to the Financial Conduct Authority for their advice on how and when to hold AGMs, voting procedures and actions on rules updates (page 11) and thanks also to Community Outreach Manager Boris MacKey for his important advice on how to cope with the mental health and wellbeing challenges exacerbated by the pandemic (pages 14 and 41).

Finally, our thanks also go out to all of you clubs out there for your sheer grit, determination and commitment to your members and communities.

We say this a lot but we say it because we mean it – clubs, we salute you all!

Caroline Scoular Editor, Club Mirror

Ashley Cairnes

Chris Colverd

Sean Ferris

Karen Foreman

David Foster

Jonathan Hardy

Ewan Macgregor

Mark Newton

Justin O’Regan

Victoria Romero-Trigo

Doug Rubashow

Jill Slingsby

Editor Caroline Scoular Design David Foster Events Jill Slingsby, Karen Foreman, Guy Brennan Display Advertising Margaret Doherty Sales and Marketing Manager Leigh-Ann Ogilvie Circulation Jon Hardy Accounts Andrew Soles Publishing Director Sean Ferris

Club Mirror is published by Alchemy Contract Publishing Ltd, Gainsborough House, 59/60 Thames Street, Windsor SW4 1TX. Tel: 01753 272022. Fax: 01753 272 021 Email: caroline@clubmirror.com; sean@clubmirror.com; info@clubmirror.com

ACP Gainsborough House 59/60 Thames Street Windsor Berkshire SL4 1TX UK t. +44 (0)1753 272022 f. +44 (0)1753 272021 e.info@alchemycontractpublishing.co.uk www.alchemycontractpublishing.co.uk The views expressed in this journal are not necessarily those of the publisher. Club Mirror does not verify the claims made by advertisers regarding their products.

CLUB MIRROR 5

CLUB NEWS

WANT MORE INFORMATION? More details are available at www.clubmirror.com/ food- drink-equipment or at this QR Code .

On-trade support package

Budweiser Budvar UK has launched a brand refresh alongside new POS.

Grolsch Premium is back Grolsch Premium Pilsner returns to the UK market this Autumn.

Super Trooper Day of The Dead version of awardwinning TROOPER beer launches.

Trade bodies call on government for ‘drastic action’ Hospitality trade bodies the British Beer & Pub Association, UKHospitality and the British Institute of Innkeeping have revealed that almost a quarter (23%) of their members think their businesses will fail by the end of the year without further government support.

The findings from a survey of members of all three trade associations revealed the high level of concern about the future of the pub and wider hospitality sector without further support from government.

The survey also found that one in eight hospitality staff have already been made redundant, and that more sector jobs are expected to be permanently lost when the

government’s furlough scheme comes to an end this month. On average, businesses believe their workforce will be 25% lower

by February 2021 compared to February this year – a decline of 675,000 jobs lost from the sector in a year.

The trade bodies have all called on the government to take drastic action, urging it to immediately put in place a new sectorspecific employment support package.

Steven Alton, Chief Executive of the British Institute of Innkeeping, said: “This insight clearly reinforces the urgent need for a specific package of government support for our sector, especially in light of the devastating impact of new restrictions

Thatchers Rosé now on draught.

UKHospitality has welcomed the announcement that the Government will expand post-18 education and training.

The trade body has called on the government to provide hospitality-specific training and support in order to support businesses and employees over the course of the winter.

UKHospitality Chief Executive Kate Nicholls said: “This is a fantastic opportunity to provide some support for hospitality. Sector-specific training

programmes can be a real boost for businesses and employees in our sector.

“We are facing a bleak six months with restrictions on trading and low consumer confidence. Government-backed training schemes can reduce the burden on hardpressed businesses and give employees a chance to develop during a quiet winter.

“If the government supports training in our sector, it will keep more jobs open and put us in a much stronger position to begin rebuilding next year.”

The government’s Furloughing Scheme is being replaced by the Job Support Scheme from 1 November. The scheme will also be expanded to cover up to 66% of wages for workers where a business has been forced to close due to local coronavirus restrictions.

The scheme will run for six months, until April 2021.

• Full details can be found on pages 10-11 in this issue.

Stacking with style New toughened stacking glasses for functionality and style.

Charcoal ovens available Jestic Foodservice Solutions becomes UK supplier of Mibrasa Charcoal Ovens.

Rishi Sunak

6 CLUB MIRROR

both on trading and in severely damaging hard fought consumer confidence.

“Government support in our sector is an investment which will deliver strong returns economically, with skilled jobs and allowing our venues to continue to be at the centres of their communities across the UK.”

Call for sector-specific support Rise in hospitality

Job Support Scheme details Thatchers Rosé

Steven Alton, BII Chief Executive

share prices shows resilience The UK services sector proved more resilient than initially thought in September, despite a tightening of lockdown restrictions. ‘’PMI data showing that the services sector is proving more resilient than expected has helped lift shares in beleaguered hospitality firms, with pub group J D Wetherspoon up by almost 4%, Mitchells and Butlers by more than 3% and Whitbread, which owns Premier Inn, rising by just over 1%,” said Susannah Streeter, Senior Investment and Markets Analyst, Hargreaves Lansdown. “Despite the tightening of restrictions and the end of the governmentsubsidised Eat Out to Help Out scheme, the majority of companies questioned still reported growth in activity in September. It’s a welcome respite given how stark revenue losses have been during the pandemic for pub, restaurants and hotel chains.

“This more encouraging snapshot of the services sector may help deliver the confidence boost that the deputy governor of the bank of England Andy Haldane has appealed for, to aid the recovery. Whether it will lead to the injection of investment in equipment or skills needed to provide an added thrust to growth remains to be seen, with many firms still very cautious and fearful of spending too much in case the pandemic takes another turn for the worst.

• susannah.streeter@hl.co.uk

Club bars in ‘Very High’ alert areas must close On October 12, Prime Minister Boris Johnson confirmed that England would be entering a three-tier local lockdown process in an attempt to restrict the second wave of coronavirus infections.

“Just as we simplified our national rules with the ‘rule of six’, we will now simplify and standardise our local rules by introducing a three-tiered system of local COVID alert levels,” he said, the levels being “very high”, “high” and “medium”.

• See page 9 for details on how club bars, sports clubs and live entertainment are affected.

Scottish hospitality “circuit break” lockdown On Wednesday, 7 October 2020, Scotland’s First Minister announced wide ranging restrictions on the hospitality industry in an effort to slow the spread of COVID-19.

These restrictions, amounting to a hospitality lockdown for large swathes of Scotland and an almost complete alcohol ban for on sales premises, took effect from 6pm on Friday, 9 October 2020 and will last until Sunday, 25 October 2020 (inclusive).

• More details at www.clubmirror.com/news

Suppor ted

All for charity

by

The Alzheimer’s Society

Poppy Appeal 2020 launches From COVID-19 testing to battle zones, the armed forces face challenges every day. To find out how you can support the RBL’s annual Poppy Appeal visit: https://www.facebook.com/OfficialPoppyLegion/videos/1657415787752185/

Trust Water links with The Drinks Trust Trust Water has been launched to help support those working in the drinks industry, with 100% of net profits from every bottle sold being donated to The Drinks Trust.

Co-founder Mark Bickerton said: “The Drinks Trust is always there for the industry and has provided support, care and assistance since 1886. It is our ambition for Trust Water to make a difference to their work with those who need it most. By making a simple brand choice for Trust Water, the hospitality sector can help support its own people and help us reach our goal of raising £500,000 for The Drinks

Trust in the first year.”

Trust Water is available in a range of bottles including 330ml and 500ml recycled PET, 330ml and 750ml glass and an environmentally friendly, refillable lightweight aluminium bottle.

The Drinks Trust CEO, Ross Carter said: “The hospitality sector continues to struggle in these extraordinary times and support from projects such as this will help our work immensely as more people turn to us needing support or assistance.”

• www.trust-water.co.uk • www.drinkstrust.org.uk

The Alzheimer’s Society, originally established as the ‘Alzheimer’s Disease Society’, began in 1979 when two people with extensive experience of caring for loved ones with dementia discussed the pressing need to raise awareness of dementia.

There are 850,000 people with dementia in the UK and the number is set to rise to 1 million by 2021. Dementia can happen to anyone and there’s currently no cure.

The society believes passionately that life doesn’t end when dementia begins: “We are here for anyone affected by dementia, and we do everything we can to keep people with dementia connected to their lives and the people who matter most. We are here for anyone worried about or affected by dementia. We provide information and support, fund and social research, and campaign for better quality of life for people with dementia and greater understanding of the condition.”

The Society has almost 3,000 community-based services across England, Wales and Northern Ireland, providing practical and emotional support for people with dementia and their carers.

These include dementia advisers and

support workers, dementia cafes, day and home support, befriending and carer support groups.

It also helps others to improve and develop their dementia care practice through its training and consultancy and publications for health and social care professionals.

Research into the disease is paramout: “We are dedicated to defeating dementia through pioneering research, and fund an innovative programme of research into the cause, cure, care and prevention of dementia.

“From lobbying to influencing health and social care commissioners to improving public understanding of dementia, we help people to live well in their own homes, residential homes or hospital.”

• www.alzheimers.org.uk CLUB MIRROR 7

COVID-19 – STATUS & UPDATES

England Three-Tier Lockdown details On October 12, Prime Minister Boris Johnson confirmed that England would be entering a ThreeTier local lockdown process in an attempt to restrict the second wave of coronavirus infections.

The three-tiered system of local COVID alert levels are made up of Medium, High and Very High. As information will change on a daily basis, keep up-todate on your area’s status at the government’s postcode checker - visit https://www.gov.uk/government/collections/local-restrictions-areas-withan-outbreak-of-coronavirus-covid-19 THE ALERTS IN DETAIL COVID alert level: Medium This tier applies to most of England with existing practises being maintained. Clubs and venues can continue to operate, in a COVID-secure manner, other than those that remain closed in law.

Club-specific information • Members should only consume food and drink while seated, and must close between 10pm and 5am.

• Clubs selling food for consumption off the premises can continue to do so after 10pm as long as this is through delivery service, click-and-collect or drive-through.

• Exercise classes and organised sport can continue to take place outdoors, or indoors if the rule of six is followed.

• Weddings and funerals can go ahead with restrictions on numbers of attendees.

General • You must not socialise in groups larger than six, indoors or outdoors (other than where a legal exemption applies).

• Schools and universities remain open.

• Places of worship remain open, subject to the rule of six.

COVID alert level: High At time of going to press there is no mention of licensed premises being forced to close. This is for areas with a higher level of infections where some additional restrictions are in place, and, like alert level medium, businesses and venues can continue to operate, in a COVID-secure manner, other than those that remain closed in law.

Club-specific information • As per medium alert levels, members can only consume food and drink while seated, and venues must close between 10pm and 5am and any clubs selling food for consumption off the premises can continue to do so after 10pm ( through delivery service, click-and-collect or drive-through).

• Exercise classes and organised sport can continue to take place outdoors. However, these will only be permitted indoors if it is possible for people to avoid mixing with people they do not live with or

Three-Tier lockdown announcements as of October 12, 2020 share a support bubble with, or for youth or disability sport.

• Weddings and funerals can go ahead with restrictions on the number of attendees.

General • You can continue to travel to venues or amenities that are open, for work or to access education, but should look to reduce the number of journeys you make where possible.

• You must not socialise with anybody outside of your household or support bubble in any indoor setting, whether at home or in a public place.

• You must not socialise in a group of more than six outside, including in a garden or other spaces like beaches or parks (other than where specific exemptions apply in law).

• Schools, universities and places of worship remain open.

• You must wear a face covering in those areas where this is mandated and continue to follow social distancing rules, work from home where you can effectively do so, walk or cycle where possible, or plan ahead and avoid busy times and routes on public transport.

COVID alert level: Very High This tier will see club bars and pubs forced to close with the warning that further venues in leisure, hospitality and entertainment could also be closed in future. Decisions are expected to be made with local leaders, subject to a four-week “sunset clause”.

The restrictions placed on areas with a very high level of infections can vary, and are based on discussions between central and local government. You should therefore check the specific rules in your area.

At a minimum, this means: • Pubs and bars must close. They can only remain open where they operate as if they were a restaurant, which means serving substantial meals, like a main lunchtime or evening meal. They may only serve alcohol as part of such a meal.

• Weddings and funerals can go ahead with restric-

tions on the number of attendees. However, wedding receptions are not allowed.

• Exercise classes and organised sport can continue to take place outdoors. These will only be permitted indoors if it is possible for people to avoid mixing with people they do not live with (or share a support bubble with), or for youth or disability sport.

• The public must not socialise in a group of more than six in a sports venue or an outdoor public space such as a park or beach, the countryside or a public garden.

The government will also seek to agree additional interventions in consultation with local authorities, in order to drive down transmission of the virus.

These could include the following options: • Restrictions preventing the sale of alcohol in hospitality or closing all hospitality (except takeaway and delivery).

• Closing indoor and outdoor entertainment venues and tourist attractions.

• Closing venues such as leisure centres and gyms (provision should remain for elite athletes, youth and disabled sport and physical activity).

Clubs in Very High Alert categories are advised to check whether additional restrictions apply in the area at https://www.gov.uk/guidance/full-list-oflocal-covid-alert-levels-by-area General • You must not socialise with anybody you do not live with, or have formed a support bubble with, in any indoor setting or in any private garden, most outdoor hospitality venues and ticketed events.

• Schools and universities remain open.

• Places of worship remain open, but household mixing is not permitted.

• You should try to avoid travelling outside the very-high alert level area you are in ,or entering a very-high alert level area, other than for things like work, education or youth services, to meet caring responsibilities or if you are travelling through as part of a longer journey.

• You should avoid staying overnight in another part of the UK if you are resident in a very-high alert level area, or avoid staying overnight in a very-high alert level area if you are resident elsewhere • You must wear a face covering in those areas where this is mandated and continue to follow social distancing rules, work from home where you can effectively do so, walk or cycle where possible, travel to venues or amenities that are open, for work or to access education, but aim to reduce the number of journeys you make.

CLUB MIRROR 9

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COVID-19 – STATUS & UPDATES

Coronavirus – government support for clubs and club employees In September the government announced its Winter Economy Plan which revealed additional support measures for clubs, businesses and employees impacted by COVID-19, including the Job Support Scheme, extension of VAT cuts, VAT deferrals and extended pay back periods for loans.

On September 24, Chancellor Rishi Sunak announced that the government’s Furloughing Scheme is being replaced by the Job Support Scheme from 1 November. Since that date Sunak has also announced (9 October) that the scheme will be expanded to cover up to 66% of wages for workers where a business has been forced to close due to local coronavirus restrictions.

JOB SUPPORT SCHEME – THE DETAILS The Job Support Scheme is designed to protect viable jobs in businesses who are facing lower demand over the winter months due to COVID-19, to help keep their employees attached to the workforce.

The scheme opens on 1 November, 2020 and will run for six months, until April 2021.

The club will continue to pay employee for time worked, but the burden of hours not worked will be split between the employer and the Government (through wage support) and the employee (through a wage reduction), and the employee will keep their job.

The Government will pay a third of hours not worked up to a cap, with the employer also con-

10 CLUB MIRROR

tributing a third. This will ensure employees earn a minimum of 77% of their normal wages, where the Government contribution has not been capped.

Clubs using the Job Support Scheme will also be able to claim the Job Retention Bonus if they meet the eligibility criteria.

Which clubs are eligible?

All clubs with a UK bank account and UK PAYE schemes can claim the grant. Neither the employer nor the employee needs to have previously used the Coronavirus Job Retention Scheme.

The scheme is only available to those whose turnover is lower now than before experiencing difficulties from COVID-19. (There will be no financial assessment test for ‘small and medium enterprises’.)

Which employees are eligible?

Employees must be on the club PAYE payroll on or before 23 September, 2020. This means a Real Time Information (RTI) submission notifying payment to that employee to HMRC must have been made on or before 23 September 2020.

In order to support viable jobs, for the first three

months of the scheme the employee must work at least 33% of their usual hours. After three months, the Government will consider whether to increase this minimum hours threshold.

Employees will be able to ‘cycle on and off the scheme’ and do not have to be working the same pattern each month, but each short-time working arrangement must cover a minimum period of seven days.

What does the grant cover?

For every hour not worked by the employee, both the Government and club will pay a third each of the usual hourly wage for that employee. The Government contribution will be capped at £697.92 a month.

Grant payments will be made in arrears, reimbursing the employer for the Government’s contribution. The grant will not cover Class 1 employer NICs or pension contributions, although these contributions will remain payable by the employer.

“Usual wages” calculations will follow a similar methodology as for the Coronavirus Job Retention Scheme. (The Government will set out full details in guidance.) Employees who have previously been fur-

Hours Employee Worked

33%

40%

50%

60%

70%

Hours Employee Not Working

67%

60%

50%

40%

30%

Employee Earnings (% of normal)

78%

80%

83%

87%

90%

Gov’t Grant (% of normal wages)

22%

20%

17%

13%

10%

Employer Cost (% normal wages)

55%

60%

67%

73%

80%

Above: How the Job Support Scheme works, based on five different scenarios of ‘hours worked/not worked’.

loughed, will have their underlying usual pay and/or hours used to calculate usual wages, not the amount they were paid whilst on furlough.

Clubs must pay employees their contracted wages for hours worked, and the Government and employer contributions for hours not worked. The Government’s expectation is that employers cannot top up their employees’ wages above the two-thirds contribution to hours not worked at their own expense.

What does it mean to be on reduced hours?

• The employee must be working at least 33% of their usual hours.

• For the time worked, employees must be paid their normal contracted wage.

• For time not worked, the employee will be paid up to two-thirds of their usual wage.

• Employees cannot be made redundant or put on notice of redundancy during the period within which their employer is claiming the grant for that employee.

How to claim The scheme opens from 1 November, 2020 to the end of April 2021 and clubs will be able to make a claim online through Gov.uk from December 2020. Clubs will then be paid on a monthly basis.

Grants will be payable in arrears meaning that a claim can only be submitted in respect of a given pay period, after payment to the employee has been made and that payment has been reported to HMRC via an RTI return.

JOB SUPPORT SCHEME – AN EXAMPLE Beth normally works 5 days a week and earns £350 a week. Her club is suffering reduced income due to coronavirus.

Rather than making Beth redundant, the club puts Beth on the Job Support Scheme, working 2 days a week (40% of her usual hours).

• The club pays Beth £140 for the days she works.

• And for the time she is not working (3 days or 60%, worth £210), she will also earn 2/3, or £140, bringing her total earnings to £280, i.e. 80% of her normal wage.

• The Government will give a grant worth £70 (1/3 of hours not worked, equivalent to 20% of her normal wages) to Beth’s club to support them in keeping Beth’s job.

HMRC checks HMRC will check claims. Payments may be withheld or need to be paid back if a claim is found to be fraudulent or based on incorrect information. Grants can only be used as reimbursement for wage costs actually incurred.

Clubs must agree the new short-time working arrangements with their staff, make any changes to the employment contract by agreement, and notify the employee in writing. This agreement must be made available to HMRC on request.

The Government’s intention is that HMRC will inform employees of the full details of the claim.

ANNUAL RETURNS, AGMS, ELECTIONS AND RULES UPDATES. The Financial Conduct Authority offers clubs the following advice on Annual Returns, AGMs, Elections and Rules Updates.

Annual Returns Clubs are asked to submit annual returns as soon as is ‘reasonably practicable’ and ideally by October 31, 2020 (although no action will be taken against clubs which do not submit returns by their due date).

AGMs and elections Clubs are advised to make their own decision as to whether to go ahead with AGMs, based on Government safety guidelines. Alternate arrangements can be made, such as using video conferencing, or clubs can postpone their AGM until a later date. Should the AGM go ahead via video conferencing, club members should be invited to take part in the meeting and there should be the opportunity to raise questions in advance of any voting. These questions should be answered before voting takes place.

Until such time as elections can take place (usually at or after the AGM), the existing officers and committee will remain in place.

Rules Update During the current pandemic, rules submitted to the FCA have been dealt with electronically. This will continue in the short-term, but the postal system is expected to be re-instigated.

OTHER MEASURES EXTENSION OF VAT CUTS ON FOOD AND NON-ALCOHOLIC DRINKS As part of the government’s Winter Package, the temporary 15% VAT cut for the hospitality and tourism sectors, first introduced in July, has been extended to the end of March next year, designed to help businesses shore up their finances.

The cut applies to food and non-alcoholic drinks, accommodation and admission to tourist attractions across the UK. Chancellor Rishi Sunak said that during the winter period the measure are expected to help protect 2.4 million jobs and support more than 150,000 businesses, The extension is expected to cost the Treasury £800m.

DEFERRED VAT BILLS Clubs who deferred their VAT bills now have the option to pay in smaller instalments via the New Payment Scheme. Rather than paying a lump sum in full at the end March next year, they will be able to make 11 smaller interest-free payments during the 2021-22 financial year.

FLEXIBILITY TO PAY BACK LOANS Any clubs which took out a Bounce Back Loan can make use of a new Pay as You Grow flexible repayment system.

This includes, for example, extending the length of the loan from six years to 10, cutting monthly repayments by nearly half. Interest-only periods of up to six months and payment holidays will also be available.

The government also intends to give Coronavirus Business Interruption Loan Scheme lenders the ability to extend the length of loans from a maximum of six years to 10 years if it will help businesses to repay the loan.

LOAN APPLICATION EXTENSION The Chancellor has also announced that he will be extending applications for the government’s coronavirus loan schemes until the end of November.

These include the Coronavirus Business Interruption Loan Scheme, the Coronavirus Large Business Interruption Loan Scheme, the Bounce Back Loan Scheme and the Future Fund.

CLUB MIRROR 11

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COVID-19 – STATUS & UPDATES

Track and Trace and the Rule of Six Clubs, along with the rest of the hospitality and leisure sector, have had a plethora of regulations to come to terms with and to implement, often with very little notice. Club Mirror’s Legal Eagle partners TLT Solicitors have been with us throughout this journey. Here, partner Ewen Macgregor, revisits clubs’ obligations for Track and Trace and the Rule of Six. Please note, while correct at time of going to press regulations will continue to change. Visit www.gov.uk or www.clubmirror.com for latest updates.

Track and Trace obligations A new set of Track and Trace regulations came in to force on September 24 requiring clubs and the hospitality sector to collect certain customer information.

Track and Trace is designed to enable NHS Test and Trace and local public health officials to have all the information they need to contact people and provide appropriate public health advice, and to help trace and stop the spread of coronavirus.

You are required to collect information from the following people: • Customers (apart from those under 16 or those who are unable to do so for health reasons).

• Staff.

• Volunteers.

You do not need to collect information from: • Police officers.

• Emergency responders.

• Persons visiting your premises for deliveries or collection.

QR Codes From Thursday 24 September, your premise must display and make available a QR code at the entrance to the premises. This will allow individuals to scan the code with a smartphone and enable you to record when customers and staff are on your premises. Information on how to create your own QR code for your venue can be found on the Government website.

So as to avoid you having to collate information manually and create a “bottle neck” at the entrance to your premise, we would recommend that you have your QR code in place as soon as possible.

However, not everyone will have the facility to scan a QR code and in those circumstances the following rules apply: • Individuals – if an individual has NOT scanned the QR code you must request that person to provide the details set out below; • Groups – whilst the previous guidance said that it is possible for you to capture the details of only one member of a group, you must now capture the individual details of each member of the group.

The information you must collect includes: (a) the name of the individual; (b) a telephone number on which the individual

12 CLUB MIRROR

may be contacted; (c) an e-mail address (if the individual is unable to provide a telephone number); (d) a postal address if the individual is unable to provide an email address; (e) the date and time that the individual entered the relevant premises; (f) where the individual is a member of a group seeking permission to enter relevant premises together, the number of people in that group (including any member of the group that has scanned a QR Code when seeking to enter the relevant premises).

Additional requirements and fines Where you believe that a customer is only likely to come in to contact with one member of staff - for example they are met at the entrance by their waiter/waitress who will have sole responsibility for their table during their visit to your premise - you must make and record the name of that member of staff

together with the name of the customer/customers.

You must retain the information gathered for a period of 21 days and destroy these details as soon as is reasonably practicable thereafter.

If someone refuses to provide the information above, or provides inaccurate or incomplete information, you must refuse entry. We would advise that this information is recorded in the same way as you might record the refusal of a sale of alcohol.

A breach of these regulations may result in prosecution or in a fixed penalty fine being imposed. These start at £100 for the first offence, reduced to £50 if paid within 14 days. The fine doubles for each subsequent offence up to a maximum of £3200. These regulations will remain in force until 24 September 2021, with a review on the 24 March 2021.

While it may take time for customers to come to terms with the new requirements, particularly when arriving in a group, the sooner that you have a QR code in place on your premises the easier it will be for you – and your customers – to comply.

Further tightening of Coronavirus regulations Another wave of regulations came into force on 28 September, which places further restrictions on hospitality businesses or tightens existing regulations.

Music, singing and dancing You MUST take all reasonable measures to stop: • Singing on your premises by customers in groups of more than six • Dancing on the premises by any customers

Rules for the Rule of Six While we have very quickly become familiar with the ‘rule of six’, regulations are now in force which place a further legal obligation on businesses in England that serve food for consumption on the premises. These ensure that, save for limited exceptions, bookings of more than six people are not accepted.

You must now take all reasonable measures to ensure that: No bookings for a table of more than six people are accepted unless: • all the people in the gathering are from the same household, or are members of two households which are linked households in relation to each other. In these circumstances it will be up to the customer to satisfy you that this exemption applies. Where groups of more than 6 are allowed you should retain a record of this.

No person from one group “mingles” with any persons from another group – in practical terms we take this to mean that a table should only socialise with members of their own group whilst on your premise.

An “appropriate distance” is maintained between tables occupied by different qualifying groups.

An appropriate distance means a distance between tables of at least 2 metres, or at least 1 metre if: • There are barriers or screens between tables; • The tables are arranged with back to back seating

or arranged so that people sitting at one table do not face people sitting at another table; or • Other measures are taken to limit the risk of transmission of the coronavirus between people sitting at different tables. In practical terms this could be an instruction to customers when they arrive, public signage around the premises or guidance left on tables and/or on menus/drinks lists.

Breach of the regulations may result in prosecution or a fine (£1000 for the first fine rising to £2000 on a second and £4000 for a third offence). These regulations remain in force until 17 September 2021 and will be reviewed before the 18 March 2021.

You will need to take the following steps: • Ensure that those members of your staff who take bookings are familiar and comply with the above regulations. A record of the instruction given to staff members should be retained; • Ensure that any on line booking system is modified to avoid the possibility of tables of more than 6 being booked (or that instruction is provided on the online booking form that groups of more than 6 will need to provide evidence that they are from one household or linked households); • Ensure that tables are appropriately distanced from one another; • Have signage instructions to customers advising that they should only socialise with members of their own group and should avoid social contact with other groups.

In practice, this means putting up signs in visible parts of the premises/on tables/on menus advising customers of the new requirement, and the possible consequence of breaching this requirement. Clubs must also ensure that staff are trained on these new regulations and that a record of this is maintained.

The only exception to this rule is at a wedding or civil partnership, where the couple may dance. *As at September 6, 2020 You MUST also ensure that no music is played on the premises which exceeds 85 db(A) when measured at the “source of the music” (i.e. the speakers).

A check should be made, and recorded, adjacent to all speakers to ensure that this is met. Clubs should also put appropriate steps in place to ensure that these levels are maintained, and not exceeded, once they have been set.

This does NOT apply to sound levels on televisions when showing, for example, live sport.

Face coverings

You must now display a notice, or take other measures (e.g. a verbal instruction to customers upon entering) advising that anyone who comes onto the premises (including staff) must wear a face covering unless they have a reasonable excuse for not doing so (for example, on medical grounds).

Breaches of the above regulations are subject to fixed penalty fines.

CLUB MIRROR 13

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COVID-19 – STATUS & UPDATES

Mental health and wellbeing during the pandemic The advent of COVID-19 and the surrounding mass media coverage will cause a lot of stress, especially for the older population, children and people with a history of mental health problems. Boris MacKey, Community Outreach Manager, offers the following advice.

I

t’s of the utmost importance that we try to remain as composed as we can during this time.

It is crucial that everyone has access to mental health resources, and is clued up on how they can look after themselves and their own mental health.

People with pre-existing mental problems should continue to manage and track their mental health.

Self-care is vital, and it’s also important to try and reduce the stress for ourselves and others around us.

How your mental health might be affected The coronavirus might affect not only your physical wellbeing but also your mental health. As we might be instructed to stay home due to the pandemic, the mental health symptoms might worsen.

You might notice several mental health issues, such as: • Increased anxiety • Stress • Excessively checking for symptoms • Feelings of irritation • Insecurity • The normal aches will feel like you have the virus • Sleeping troubles • Feelings of helplessness Check if you show these symptoms and try to control yourself as much as you can.

Everyone should take precautionary measures It’s crucial that you take precautions that can prevent you from getting the virus, and spreading it if you already show signs of it.

Here are the precautions that everyone should take at this moment in time: • Wash your hands often for at least 20 seconds.

Also, use hand sanitizer • Stay home if you are sick • Avoid touching your face, especially the mouth and nose areas • Disinfect doorknobs, switches, or any parts of your house that might carry viruses • Design a plan with your family. Try to isolate yourselves from the neighbours as much as possible, and prepare for isolation of the potential ill members • Masks and face coverings are effecitive, particularly N95 or N99 masks, however, these masks are

14 CLUB MIRROR

Support for people with OCD and anxiety If you or any of your family members suffer from symptoms of anxiety or OCD during coronavirus, contact your personal doctor or a psychiatrist.

They will ask you to assess the situation and evaluate what symptoms you have. As it’s not possible to attend one-on-one sessions at the moment, they might arrange a video call with you or contact you in some other ways.

Mental health support resources As self-isolation sets in, more people are turning to online and digital resources to help them get through this uncertain period.

Don’t forget that there are plenty of apps for you to download to help keep you in touch with loved ones, and there is a multitude of online selfhelp resources, guided meditations, home workouts, podcasts, and online articles.

For more information about support during the coronavirus for mental health problems, visit https://www2.hse.ie/services/mental-health/services-search/ expensive and contribute to landfill, so don’t get too hung up on the price tag of the mask you use • Protect the elderly Guidelines are still bound to change As the scientists are still uncovering the mysteries around the COVID-19 disease, some changes to the guidelines are bound to happen.

The pandemic might take a turn in a different direction, and you should follow the guidelines provided by the medical institutions in your area.

Anxiety symptoms mimicking Coronavirus If you suffer from anxiety and panic attacks often, you might start to think it’s the new coronavirus.

Check the symptoms before you start assuming it’s a coronavirus, and try to calm yourself down.

Once you realize that the symptoms of COVID19 are very much different from those of an anxiety attack, you’ll feel more at ease.

The early signs of COVID-19 are coughing, sore throat, headaches, and fever.

For anxiety attacks, it’s usual to have a racing heartbeat, sweating, nausea, chest pain, shortness of breath (which is sometimes also a symptom of coronavirus).

Coronavirus and substance abuse If you’re recovering or suffering from substance abuse disorders, it’s crucial that you continue treatment despite the coronavirus outbreak. You can get medication delivered to you or you can ask a relative or a friend to collect them for you.

People who suffer from substance abuse disorders are more susceptible to diseases and viruses, and that’s because of the failing immune system and ill-health that’s induced due to the disorder.

Another potential issue for substance abuse sufferers is that they can easily relapse now that they’re forced to stay at home. Keep yourself busy throughout the day, and read the guidelines above. Stay strong.

FURTHER INFORMATION Boris MacKey, Community Outreach Manager Rehab 4 Addiction, 20-22 Wenlock Road, London e: community@outreach.rehab4addiction.uk t: 0800 140 4690

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CLUB NEWS

Clubnews

Club Mirror takes a whirlwind tour of clubs around the country in the fastest way possible – by social media.

CLUB MIRROR 17

CLUB NEWS

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CLUB MIRROR 19

CLUB NEWS

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CLUB MIRROR 21

?BRANDS? ?

BRANDS REPORT 2020

?2020 REPORT

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The club market remains the single biggest channel in the on trade for drinks*. That’s great news for clubs and an eye opener for suppliers. So which brands are earning their place at the club bar? And which are the upcoming stars in bars?

Mark Newton presents Club Mirror’s 10th Brands Report, in association with CGA.

he brands selected in this year’s report are based on total volume sales over a timeframe which covers the last 12 months. They are drawn from CGA’s OPMe™ service, up to 21st February 2020 and cover the last full, unaffected four week time period prior to the UK on trade lockdown due to COVID-19.

*Using the CGA outlet segmentation and classification system.

At a total level the club market, using combined product volume sales, is the third biggest on trade channel for drinks. It is worth over £3.5bn at retail prices making it 12% of the on trade.

There is a decline in overall on trade numbers at the top line, and club numbers have also dropped over the last year. However, this decline

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is at a level less than the overall market. Clubs remain the largest channel with around 21% of premises.

Here we reveal the top brands in the broadest category terms, looking at Spirits, Long Alcoholic Drinks, Wines and Soft Drinks. There will also be some key product sub-categories reviewed.

CLUB MIRROR 23

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BRANDS REPORT 2020

Top spirits brands Overall, spirits are the most vibrant category. Cocktails, long mixed drinks, and increasingly specialised brand development continue to drive drinker’s enthusiasm and demand. Pink Gin remains the key phenomenon and in the past 12 months has developed further with more citrus and other exotic botanical/fruit flavours driving distribution and consequently shelf space availability in the back bars of clubs. Featured displays are increasingly seen where the focus is on a broad flavour selection and, on occasion, the whole of a brand’s range. The continuing trend of consumers trading up to premium brands and mixers is also still a key driver.

WHITE SPIRITS

1

Smirnoff Red: Vodka is still the dominant white spirit and Smirnoff Red is the dominant brand by far. The gap between Vodka and Gin continues to close but parity is some way off in clubland.

2

Gordon’s Pink: This has retained its lead over the traditional dry gin brands and its volume growth has continued.

24 CLUB MIRROR

3

Gordon’s: As Pink consolidated its second position Gordon’s has reasserted itself to a degree, helping to make the overall top three biggest spirits (Total Spirits sold by volume), a ‘white out’, nudging leading Dark Spirit Jack Daniels into fourth spot.

4

Antica Sambuca Classic: The Italian giant and well known “shooter” with its anise flavour appeals widely. Antica Sambuca has spawned several copy-cats but it continues to be the lead of its type and drives its popularity with its substantial consumer base.

5

Bacardi Carta Blanca: The rum market is slowly generating an increase in brand offers and Golden and Spiced is certainly one to watch regarding the next growth category. That said, white rum remains dominated by the Bermudan global giant.

The use of the brand in cocktails is very strong and it is the lead in consumer favourites like the Mojito inevitably.

DARK SPIRITS

1

Jack Daniels: This iconic bourbon is the parent product of a portfolio of offerings.

The core brand is still the leading dark spirit through its wide appeal and flexible classic serves.

2

Captain Morgan’s Spiced: Golden/Dark Rum has the Captain at the top of its table and the whole category exhibits the second best growth rate amongst all spirits categories. This hugely popular brand has used extensive above and below the line activity to push its awareness.

3

Famous Grouse: The leading blended scotch continues to lead the national whisky category in clubs. The brand retains its broad appeal and consumers back that by choosing it regularly.

4

Jägermeister: The leading “shot” drink nationally and it is similarly the top shot drink in club land. Its innovative dispense and class leading marketing support has developed the brand into its prominent position in the GB on trade.

5

Bell’s: In blended whisky Bell’s retains a loyal, long term drinker base and that has sustained it well over the years – even against sustained competition from more popular spirits sub- categories.

CLUB MIRROR 25

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BRANDS REPORT 2020

UK’s top club draught brands “Craft beer”, however it is defined or perceived, continued to be the leading innovation in GB’s on trade beer market. However, with clubland drinkers generally being slightly more traditional in their beer selection and consumption, there are no “craft” brands appearing as yet in the reported data.

Classic brands such as Carling, Foster’s and Carlsberg remain the dominant brands. Customers’ buying behaviour sees these three icons accounting for over a third of clubland beer volume. In cider, the growth of fruit styles has abated somewhat but is still showing opportunity, while straight apple cider remains the dominant style in clubs and the wider UK on trade.

DRAUGHT CASK & KEG ALES (INCLUDING STOUT)

1

Guinness: In at clubland’s number 1, this remains Diageo’s biggest offering in the beer market. In addition, over the last year Guinness has secured an overall market position of number 4 amongst other leading beer brands. The last 12 months has also seen volume growth over the previous year. Major Rugby sponsorship includes the World Cup, Six Nations and Premiership.

26 CLUB MIRROR

2

John Smith’s: This market leading bitter, available in three formats, is still the most popular ale sold in the club market.

Sponsorship across numerous sports keeps it to the fore in consumers’ minds.

3

Worthington’s: The leading ale brand from Molson Coors. Smoothflow remains the dominant dispense style.

OTHER LEADING BRANDS

4 5 6

Greene King IPA: The Bury St. Edmunds brewer’s support of Championship Rugby and the England team are important factors in its marketing.

Tetley’s: Predominantly a major player in its northern heartland – a number of Tetley brands are available, but it is Smoothflow that dominates the brand portfolio.

Sharp’s Doom Bar: The Cornish beer may have peaked after a long run of growth. In its heartland of the South West it continues to widely sponsor events from music to rugby.

DRAUGHT LAGER

1

Carling: Nationally still the #1 beer brand in the GB on trade. Advertising is integral to the brand and includes extensive reference to its local provenance. Another aspect of its success was involvement in sports over many years.

2 3

Foster’s: ‘Australia’s Famous Beer Brand’ is still supported above the line with regular, highly popular media campaigns.

Carlsberg: The relaunch in 2019 of the Danish Pilsner has seen Carlsberg retain its position 3 in the top 10 beers.

4

Coors Light 4.0%: TV show sponsorship is widespread and is strongly associated with comedy. “The world’s most refreshing beer” continues to be at the heart of the campaign.

5

Stella Artois: The leading premium lager in the UK holds a high position in the club market. Although Stella Artois has dropped a position this is more a category effect as the brand showed a strong performance in the last 12 months.

6

Tennent’s Lager: Tennent’s Lager is the leading brand in Scotland and retains that place in the club market. A very active player in sports sponsorship and above the line.

7

San Miguel: A brand of Spanish heritage that has developed a highly successful niche in the market and is a leading World Beer. It offers clubs an alternative choice for the dominant mainstream lager drinker.

8

Birra Moretti: An Italian brand offering that similarly alternative option. The brand has made substantial in roads to the club sector over the past 12 months backed by the Heineken company.

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BRANDS REPORT 2020

DRAUGHT CIDER

1 2 3

Strongbow: The most popular cider in GB’s on trade, Strongbow continues to retain its title as the dominant brand in the Cider category in clubs.

Strongbow Dark Fruit: The popularity of the Dark Fruit options continues albeit at a slowing rate. It is a major success story for the cider sector generally although sales fell over the last year as new competition joined the draught fruit cider category.

That said it is still in modest growth.

Thatchers Gold: Still exhibiting volume growth and the largest sole cider maker in the market. Extensive TV advertising with the “Mr Thatcher” series and sponsorship drives brand awareness.

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BRANDS REPORT 2020

Top packaged alcoholic drinks Packaged drinks, mostly served from the chilled fridge, are always popular with certain customer demographics and clubs. The sector enables a wider variety of styles and flavours to be stocked where draught would be simply unviable. As well as the historic ale brands and mainstream alcopops there is also future potential for Hard Seltzers, an innovation from the USA that is beginning to gain a foothold in the UK. PACKAGED RTD (ALCOPOPS)

1 2

VK: The VK brand family of flavours is extensive. Overall, it is the Blue variant that retains dominant position.

3

Smirnoff Ice: Smirnoff Ice was an initiate of the spirit mixed drink in the late 90s and remains out on its own in that category. Overall, it hits third in the RTD sector.

WKD: This brand comes in a variety of colours and flavours with Blue the most popular by far. Favoured by the young, initially it is transcending into the more middle aged population who have taken their drink of choice with them over time.

PACKAGED CIDER

1 2

Kopparberg: Two brand variants, Mixed Fruits and Strawberry & Lime, are high in the packaged cider list. Overall, Kopparberg has the lead in terms of the total brand family with several very popular and new flavour variants.

Magners: This iconic Irish Cider remains one of the best loved packaged cider brands in the club sector, with Original the top seller.

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3

Bulmers: A family with a broad range of flavoured ciders, but Bulmers Original is the leading brand. It is well supported by the popular Crushed Red Berries and Lime, which is also high on the ranking list.

PACKAGED LAGER

1

Corona: Hailed as the party beer in the 90s and 00’s, this Mexican packaged staple has increased overall visibility recently thanks to its innovation into the draught category.

2

Peroni Nastro Azzurro: The Italian brand came in as a select premium offering but over the years it has developed in certain parts of clubland very successfully and its second position in this category is testament to that development.

3

Budweiser: The US giant comes in as the third place packaged lager overall.

Extensive sponsorships for English and American Football are just a couple of examples of the Budweiser voice.

PACKAGED STOUT

1

Guinness: The ubiquitous stout continues to be at the forefront of consumers’ minds thanks to high profile marketing and sports sponsorship campaigns.

PACKAGED ALES

4 5 6

Coors Light 4.0%: Innovative marketing strategies and a light flavour profile help ensure Coors Light remains a key component of the club fridge.

1

Newcastle Brown Ale: A rare beer type these days, but it continues to dominate in the packaged ale category. Its heritage is in the North East of England but it’s well known to drinkers across the club market and across of the world.

PACKAGED LOW/NO ALCOHOL BEERS

1

Heineken 0.0%: Has made a major impact on the beer market and is at the forefront of the no and low sector. While it has been made available in the “Blade” dispense for a draught option it remains predominantly in glass bottles.

Desperados: A beer with a twist, namely tequila infused with lime, has grown in popularity over the 12 months in the club sector. A brand with a generally younger appeal.

Beck’s: The highest placed beer brewed to “Reinheitsgebot”, the historic German Beer Purity Laws, remains an ever popular club lager.

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BRANDS REPORT 2020

Wine and soft drinks TABLE AND SPARKLING WINE Wine as a broad category has struggled with volumes dropping 3-4% mostly under the weight of competition from premium spirits, craft beers and cocktails.

The last major success was really Prosecco and although sales are plateauing it remains very popular and still showing growth in the club sector. In still wines, the Pinot Grigio and Merlot varietals remain among the most popular offers.

Although brands tend to be less prevalent in the Wine sector, the leading club offers remain Jack Rabbit followed by Blossom Hill.

In sports and social clubs wine remains an important feature as it is a significant product in the drinks market.

Increased interest in draught and canned options could potentially allow more flexibility in the future for the club market.

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SOFT DRINKS Cola and Lemonade are by volume the dominant soft drinks. The sugar tax has seen low sugar/ diet versions close the gap on the full sugar option, but as yet full sugar variants remain ahead.

The category is still led by the US business giants of Coke and Pepsi with both being placed at the top of the cola category.

In Lemonade it is Britvic’s R Whites and

Schweppes brands that head the pack.

Britvic’s J2O continues to lead the juices category, and Red Bull remains very much the energy drink of choice across clubs and the wider on trade.

In mixers, Schweppes and Britvic remain at the top but the Fever Tree ranges are closing the gap significantly.

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ENERGY BILLS: DON’T DROP THE BALL Energy can account for around 30% of running costs in a typical sports club.

Saving on your energy

a score for your bottom line.

Smarter Business can compare energy contracts and find you a cheaper deal.

We do the hard work; you do the winning!

® John De Mierre House | Bridge Road | Haywards Heath | West Sussex | RH16 1UA

t: 01444 220060 e: info@smarterbusiness.co.uk w: ww.smarterbusiness.co.uk

INDUSTRY REPORT

Top five food and drink items in the UK From alcoholic beverages to vegetables, Snowshock reveals the UK’s top five food and drink preferences according to google search data, and analyses their potential to boost club income.

I

t’s fair to say that the UK has a diverse selection of food preferences—some rather questionable, and some that are a popular preference among society. When faced with the question of “what food could you not live without?” you never have an easy answer. The UK has seen the introduction of new foods and snacks from across the world over the years, leaving us spoilt for choice as to which one is our favourite.

Number One: Alcoholic Drinks Alcoholic drinks tend to be a go-to preference that suits most occasionS, and google search trends prove exactly this.

Dating back to 2017, searches for ‘alcohol’ related terms have experienced numerous spikes, all of

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which are in December. The most obvious assumption for these spikes would be due to Christmas celebrations, where those yearly family reunions occur and catch-up drinks and parties with friends put us all in high spirits. In 2017, alcohol search terms spiked at 729,910 in December, increasing to 993,100 in December 2019. With this in mind, the sale of alcohol for businesses can inevitably drive profits, with margins found to be between 17.5-20%—a significant boost to your cash inflow.

As for the most popular searched type of alcohol, there was a significant increase in a variety of the nation’s favourite alcoholic drinks in April this year.

Beer comes out on top, with searches reaching 90,500. As for wine, there was a significant increase in searches from the start of the year to August,

increasing from 49,500 searches in January, to 74,000.

Number Two: Vegetables On the other side of the scale to alcoholic drinks are vegetables. Although many of us may roll our eyes at the thought of opting for a meal full of fresh greens and sweet potatoes as opposed to binge eating our favourite takeaway, the nation as a whole has shown an increasing appreciation for vegetables over the years.

In April 2017, searches for vegetables stood at 225,500. Fast forward to April 2020, 562,500 searches on Google for vegetables were found. While COVID-19 and its associated difficulties is regarded as one factor responsible for the nation’s increase in

alcohol consumption, perhaps the pandemic has also given us the motivation to prioritise eating healthy more so than we usually would.

The likes of veganism could also be responsible for this increase too, with more and more people adapting to a vegan lifestyle.

As for the most searched for vegetables, asparagus seems to be an increasingly preferred choice of vegetarians over the course of lockdown—increasing from 40,500 searches in March, to 90,500 searches

by May 2020.

Broccoli has also proved a popular choice, accounting for an impressive 60,500 searched in July this year. Sad news for carrots though; searches for carrots have decreased this year from over 60,000 in March to 40,500 by August.

Number Three: Chocolate Chocolate is in the top five most searched for foods, with – not surprisingly - Christmas being a key contributor to sales. Most recently however, the biggest spike in chocolate occurred in April 2020, equating to 421,000 searches, a key comfort during lockdown.

In December 2017, searches for chocolate spiked at 205,100, with dark chocolate accounting for 12,100 of these searches alone. Fast forward to December 2019, searches for chocolate increased to a staggering 293,200.

Between 2014 and 2019, the number of people deciding to take up a vegan lifestyle is found to have quadrupled. As a result, searches for ‘vegan chocolate’ also increased by an escalating amount from 6,600 in September 2016, to 60,500 in December 2019. In relation to this, sales of confectionary goods are found to have a profit margin of around 25 per cent, another healthy contribution to club incomes.

Number Four: Energy Drinks Searches on Google show a gradual increase during the last three years, from the lowest point of 63,580 searches in December 2017, to the highest of 243,400 in May 2020.

This increase in energy drinks may not come as a surprise, and – from our own perspective at Snowshock - slush machines are proven to be beneficial for businesses with an average gross profit margin of 80 per cent. For example, one slush costs on average 30p to make, and is sold for £1.50, you’re making a £1.20 per slush.

Number Five: Snacks Snacks confirm their place in the UK’s top five food searches. Despite snacks experiencing no dramatic spikes in searches over the last four years, one recent anomaly appeared in May 2020, where searches spiked at 214,500 - again, perhaps due to COVID-19 forcing the public to spend more time indoors.

Crisps appear to be an increasingly popular snack, with searches for them increasing from 12,100 in April 2017, to 60,500 in April 2020. As for snacks from around the world, searches for nachos increased from 18,100 in April 2017, to 49,500 in May 2020.

The UK’s snack preferences have been influenced

by American culture too, and in recent years searches for beef jerky increased from just 5,400 in December 2016, to 14,800 in June 2020.

In summary, from healthy greens, to alcoholic beverages, the UK clearly has a diverse selection of favourite foods and snacks that can play advocate for club revenues. Although everyone’s tastes and preferences are different, one thing that remains persis-

tent is the nation’s love for these five options, which have led the way for food and drink on Google search trends for several years.

FURTHER INFORMATION Snowshock supplies slush syrups and slush machines.

Unit 2 Whitehouse Road Industrial Estate Newcastle Upon Tyne NE15 6LN t. 0330 053 6132 https://www.snowshock.com Sources https://trulyexperiences.com/blog/veganism-ukstatistics/ https://startups.co.uk/guides/buying-a-businessoff-licences/ https://www.thisismoney.co.uk/money/news/artic le-1510325/Thin-profits-for-Londisshopkeepers.html https://www.snowshock.com/about-us/

CLUB MIRROR 37

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HQ BUILDING THE BUSINESS

HQ BUILDING THE BUSINESS

In this month’s HQ we examine the topical issue of energy. What are the realities of saving on energy costs? Welcome to HQ Building the Business’s preferred supplier Smarter Business and a free energy comparison site (https:/hqbuildingthebusiness.com/energycomparison). Plus: Britain and Brexit – changes from January 1; Mental wellbeing – how to take care of yourself and others during the pandemic; the British obsession with weather-whinging and talking takeaways – the North-South divide.

Why waste your energy?

A great many readers will have received a call from an energy broker offering to save them thousands of pounds on their energy costs. But don’t be fooled, warns Matthew Margetts from Smarter Business.

T

he energy market has been deregulated for 21years, and, as with anyone coming of age, there are basic truths to understand. In the case of cheap energy it is utter rubbish to believe a cursory glance at your energy profile can deliver thousands of pounds in savings.

Moreover, anyone who suggests a change in VAT status, a change to the footprint of the club where there is a staff flat, or that you can enter into a Climate Change Agreement can save you money, has definitely, either been imbibing too much of the party spirit or – bluntly – is lying.

Time after time we hear of readers being bombarded with calls that are wrapped around a great way of doing business and invariably linked to the phrase: “Aren’t you interested in saving money?” This is both insulting to many Club Secretaries hard pressed to balance the books on an ordinary day let alone in a COVID-19 world, and disingenuous in that in any club finances are pored over and scrutinized to ensure value at every turn.

So, in a bid to help we thought we could call out some of the bigger untruths so that you can hang up faster.

A cheap electricity price on a pass through contract Do not touch with a barge pole. Quite simply you are signing up to an open ended agreement that if you mis-manage your consumption or use energy at an expensive time – such as in the evening between November-February 4pm-7pm – you will be paying considerably more than a fixed price contract. In short, you are opening yourself to a risk you have limited capability to manage, and nine times out of 10 in our experience the cost is onerous.

A change in the classification of the living space in a club If as a club you provide living quarters for staff you may have been contacted with the view to swapping this around, or changing the area classified as living

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space. The truth is the domestic component is usually less than 5% of the total cost of energy. But to claim it back you would have to install a sub-meter – usual costing £500 and the user would have to enter into a separate supply contract which would work out as more expensive.

If you decided to designate more of the club to living quarters and switch supply from a commercial supplier to a domestic supplier, it would require the “domestic resident” to take responsibility for supply and operations of the club, operating as a sole trader, and to present as domestic premises. This is an action that would constitute a breach of the club rules. It would no longer be a member club but a private enterprise with full control given to the resident.

Climate Change Agreements and relief from carbon charges The relief from the Levy is prescriptive, established as being offered for “domestic use, and for the non-business use of charities”.

Member clubs and most sports clubs are owned by

their members; they are not charities but member organizations. Even if you were a charity, the club activities are commercial ventures as members pay for food and beverage, as well as ancillary services such as juke boxes, use of pool tables and slot machines. So any promise of removing the levy is a lie - or at the very best, ill-informed.

In summary There are probably more elements to add, but in summary, too often brokers are not working in the interests of the Club. And in no circumstances should you give them a letter of authority to act on your behalf.

The good news is that by 2024 every business will have a smart meter so you’ll have the data to hand to know what your true consumption is rather than an estimate. From there, you can look at operating hours and everything else that is relevant. But until then our simple advice is to use our portal, chose a contract duration that matches the working life of the Club over a sensible period – say two years, and

Food favourites – takeaways and the North-South divide When the UK headed into lockdown at the start of March due to the ongoing coronavirus pandemic, many clubs worked within their communities to provide takeaway offerings. New data, compiled by City Pantry and Just Eat, has now revealed the nation’s takeaway divide. So which food types saw the biggest rise during lockdown?

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he East of England saw the largest increase of unhealthy eating habits during lockdown, as orders for healthy vegan orders were low, while dessert orders (up 141%) and alcohol product sales (up 7.7%) spiked.

Meanwhile, the North East – home to Newcastle upon Tyne, Sunderland, and Durham – made the healthiest takeaway choices during lockdown, with healthy vegan or vegetarian orders up an impressive 124%. However, it seems that even the North East were tempted to treat themselves while stuck at home, as dessert orders also rose during lockdown.

Overall, the UK exhibited an increase in both healthy and unhealthy habits. Plant-based takeaway orders rose by almost a third (29%) across the nation, while alcohol product sales were up more than a third (36%).

Northern Ireland was found to be the biggest drinkers as alcohol product sales jumped by 9.3%, while the West Midlands saw the lowest alcohol consumption increase overall at 3.5%.

As well as choosing more vegetarian options, some regions have grown more adventurous with their meal choices. For example, Scotland has seen orders of Greek food – such as moussaka, baklava, and gyros – rise by 167%.

“We’ve seen hospitality businesses adapt and create new offerings during lockdown - from creating recipe boxes to hampers that include treats and alcohol, all available for delivery to peoples’ homes,” says Tom Squire, Financial Director at City Pantry.

“Convenience and variety play a big role in this increased demand, with busy remote workers not able to spend sufficient time preparing all their meals from scratch every day,” More details at https://blog.citypantry.com/ blog/national-takeaway-divide

start looking at the market early to get a feel for how prices fluctuate.

In the meantime, please do send us any ‘out the box offers’ designed to save you thousands of pounds that you have been sent and we will happily scrutinize, unpick, share back and pass on to the regulator, Ofgem to inform their “Theories of Harm” agenda, designed to call out sharp practices in the industry.

Visit the free-to-readers Energy Comparison Site at https://hqbuildingthebusiness.com/ energy-comparison e. enquiries@hqbuildingthebusiness.com t. 07495 893 993 Or alternatively use the QR code (see right) CLUB MIRROR 39

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HQ BUILDING THE BUSINESS

HQ BUILDING THE BUSINESS

Britain and Brexit – changes from January 1, 2021 From January 1, 2021 a number of changes come into place as the UK starts its new relationship with the EU. The changes will include the ability of clubs to hire staff who currently have EU residency.

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fter leaving the EU in January, certain changes will now take place from January 1, regardless of whether a trade deal is struck

or not.

Clubs should take note that from 1 January, 2021 there will be ‘guaranteed changes’ to the process for hiring people from the EU, and any EU staff will need to register for residency rights.

The Government advises using its checker tool to see what – if any – actions/advice may be needed, available at gov.uk/transition.

A range of sector-specific webinars on the topic, covering what needs to be done on permits, visas and tariffs, will be held.

“I know these are challenging times, however it is vital that your business prepares now for our new relationship with the EU, outside of the single market and customs union,” said Alok Sharma, Secretary of State for Business, Energy & Industrial Strategy.

Weather-whinging – it never rains but it pours As clubs officials and bar staff well know, the British obsession with the climate comes into its own as the weather worsens. But which parts of the country spend the most time weather-whinging and which present a sunnier picture?

W

eather is a major topic of conversation for Brits across the UK. Statistics show that the subject typically comes up at least three times day with an average of 48,000 online searches for the weather forecast each day.

HeatingForce.co.uk surveyed 6,446 Brits to discover which areas of the UK moan the most and least about the weather each week.

Turns out that Bristol fields the biggest moaners, with an average of 1 hour and 18 minutes each week spent weather-whinging – that’s 67.6 hours per year or 2.8 days per year.

Bristolians are closely followed by Burnley, where residents take a gripe at the weather for an average of 1 hour and 15 minutes every week. In third place comes Hull with 1 hour and 12 minutes-worth of weatherwinging each week.

Other locations in the UK spending more than an hour a week complaining about the weather include Southampton (1 hour and 10 minutes), Birmingham (1 hour and 7 minutes) and Bradford (1 hour and 3 minutes).

At the other end of the scale, Brighton residents spend just 9 minutes per week, saving themselves 59.8 hours to talk about something more positive when compared with Bristol. Cambridge (11 minutes), Reading (14 minutes) and Huddersfield (17 minutes) are among the other locations which moan the least about the weather every week.

40 CLUB MIRROR

Taking care of your mental wellbeing The pandemic has thrown up all sorts of challenges for those forced to self-isolate or work at home. So in these unique set of circumstance, how can we take care of our own mental wellbeing and of those around us? Here are some key tips from Outreach Manager, Boris MacKey. (More helpful advice can be found on page 14.)

1. Connect with people without meeting them Staying at home, self-isolating, social distancing and avoiding physical contact with other people as much as possible can be trying.

Luckily, with modern technology, we can easily connect with others online and via mobile devices.

2. Set up a routine For people who stay at home during the COVID-19 outbreak, it might feel slightly chaotic to stay at home for such a long period.

Therefore it’s important that we set up a routine and stick to it to prevent us from becoming lazy and depressed.

It would be a great idea to devise a plan and write it down, and then try to stick to it on a daily basis. stronger immune system and mental wellbeing.

3. Physical activity is key Try to stay as active as you can. You can exercise at home, even without equipment. Try to follow online videos, there’s a lot of resources for that.

Additionally, now you will have time to clean your home and do your chores, which is a good form of activity. Go for walks in nature, and try to sit less.

4. Go out into nature and get some air Get as much sunlight as you can, especially if you live in an area where there’s an opportunity to go out into nature. Go for walks, grab some fresh air, and expose yourself to sunlight.

Getting enough vitamins not just during the COVID-19 outbreak, but at all times, is crucial for a

5. Work or study from home You might be instructed to do that, but prepare yourself properly. Make a working environment where you’ll be able to focus on your work. It might be hard to do that, especially if you have children to care for.

Try to keep them as busy as possible – make sure they do their homework and avoid other children.

For employees working from home, read everything about your rights and ask the employer about the policies.

6. Keep yourself busy Now that we will have more time to spend, make sure you keep yourself busy. Do activities, clean your

home, have a clear out, sort your computer files, photos, or anything that needs sorting.

7. Keep your brain challenged Read books, magazines, articles, online material, solve puzzles or crosswords, watch shows or films, listen to podcasts. Anything that will keep your mind busy and your thoughts free of the coronavirus.

8. If you start feeling claustrophobic Open your windows, get out of the house and grab some fresh air. You can do the chores on your garden, or even look out your window more often to get a sense of space. Change rooms you’re in often.

9. Limit your media diet Being informed about the coronavirus spread is helpful, although excessive worrying about it doesn’t help your mental health.

Especially if you watch the news or listen to the radio, where almost the only thing that’s talked about is the COVID-19 spread. Keep a balance between being informed and excessively following the news.

Too much information every day can become stressful. Check the news once or twice a day, which is more than enough to get the latest news.

Plus, limit your time you spend on social media platforms such as Facebook or Twitter, where everyone shares their thoughts and feelings on the novel coronavirus.

• https://www.rehab4addiction.co.uk/coronavirus/ mental-health-coronavirus

CLUB MIRROR 41

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HQ BUILDING THE BUSINESS – FREE SERVICE TO CLUBS

HQ BUILDING THE BUSINESS

HQ Building the Business – free UK reader service Is your club set to come out of the COVID-19 crisis in fighting fit shape?

Now is the time to review that all-important bottom line. We’re here to help with all your purchasing queries. In this issue we focus on energy, and UK clubs can check out the easy-to-use energy comparison site.

Free EV Car Charging Why should I install Free EV chargers at my organisation?

• Lower your club’s carbon footprint and improve your green credentials.

• Free or low-cost EV charging is an extremely affordable perk to offer as part of an attractive benefits package for staff.

• Run your club’s vehicles in the most cost-effective and environmental way.

• Clearly and obviously demonstrate your commitment to climate change.

• Create an additional revenue stream by charging for your EV charging services.

(T&C’s Apply.)

Tips for Savings There’s no denying that clubs are expensive to run.

The Carbon Trust estimates that the annual energy costs for the small businesses exceeded £1.3 billion as of 2018. So if you’re one of these feeling the pinch.

Here are a few ways that you can reduce your costs.

“David and the HQ team have been very successful in reducing costs for our members. They specialise in the field of energy management, however, within the company they also are able to reduce costs in other key areas as well. Find the time to have a conversation with David. It will pay dividends!”

Dave Edmundson, Chair, Spring North

Lower your heating costs Try to avoid overheating your corridors and offices. You should be aiming for a temperature between 19-21°C. Any higher and it can become uncomfortable for your staff and members.

Grants and funding schemes are still available subject to survey, credit and application process, please contact us for more details.

Get Smarter with lighting Cut the cost of lighting by installing occupancy and

daylight sensors. Smarter lighting will ensure that your lights are only on when they are required.

Take this tip to the next level by replacing your lights with energy-saving equivalents – such as T5 tubes or compact fluorescent or LED lamps. Doing so could reduce your electricity consumption by up to 80% as well as lower wasted heat.

How to contact Us For cost saving reviews for your business, please contact us via enquiries@hqbuildingthebusiness.com t. 07495 893 993 www.hqbuildingthebusiness.com

Our services include: Energy management & compliance• Office supplies • Telecoms • IT & digital support • Waste management • Fire equipment & maintenance • Boiler & air-conditioning replacement and maintenance • Renewable technologies • Health & Safety • HR • Transaction Handling • Food & Drink • Business insurance • ANPR/Parking facilities • Refurbishment • LED projects

42 CLUBMIRROR

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BEER COCKTAILS

Who’d have guessed it? Beers and lagers, spirits and soft drinks mix it up at the bar.

Mixing it up When is a beer not a beer? When it’s a cocktail. Yes strange as it may sound, there are some eye-opening and imaginative concoctions out there to try. Not for the faint-hearted it has to be said, so be it on your own head (ache!), says CAMRA’s Tony Springer.

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e all know of the dangers of mixing drinks. It makes sense to heed the traditional warnings not to mix grape and grain, and of course let’s not forget the almost poetic ‘cider before beer, never fear; beer before cider, makes a bad rider’.

Nevertheless, with beer providing a fascinating base for mixologists, there are plenty of blends out there which will raise an eyebrow–or maybe two – at the bar. Here are 25 of the most popular drinks – all for information only. Some of them look plain revolting!

• Black & Tan – A mixture of Dry Irish Stout (you know the one) and Best Bitter.

• Black Velvet – Guinness and Champagne (said to be an aphrodisiac.)

• Boilermaker – Brown Ale and Mild.

• M&B – Mild & Bitter.

• Narfer Narf – A half pint of Mild and a half pint of

Bitter (a half pint of which is a Narfer Narfer Narf).

• Happy Days – A half of Bitter and a Scotch Ale. • Dragons Blood – A Barley Wine with a tot of Rum. • Dogs Nose – Gin and Best Bitter (a favourite in Victorian days).

• Lightplater – Light Ale and Best Bitter.

• Granny – Old and Mild.

• Blacksmith – Barley Wine and Guinness.

• Port & Guinness – Port and Guinness.

• Depth Charge – Lager and Vodka.

• Shandy – Bitter mixed with Lemonade (refreshing on a hot day).

• Chelada – Lager and Lime Juice .

• Coupe de Ville – Tequilla, Lime Juice, Orange Juice and a light Mexican Beer .

• Bul – Lager (preferably from the Caribbean) mixed with Ginger Beer.

• Black & Black – Guinness and Black Currant

• Irish Car Bomb – Guinness, Irish Cream and Irish Whiskey.

• Redeye – Beer, Tomato Juice and Tabasco.

• Summer Hoedown – Wheat Beer and Watermelon Juice.

• Sidewalker – Wheat Beer, Fruit Brandy and Lime Juice.

• Snake Bite – Equal parts of Lager and Cider.

• Diesel – A Snake Bite with the addition of Black Currant.

• Turbo Diesel – Snake Bite with Black Currant and a shot of Vodka.

But perhaps the most gruesome one to raise its head appears in Richard Boston’s seminal book Beer & Skittles where he describes how a Welsh landlord and friends tried to create the nastiest drink possible. The result? Hollands Gin and the juice from a jar of cockles. Hmmm!

CLUB MIRROR 43

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ASK THE EXPERTS – COVID-SECURE SPOT CHECKS

Is your club prepared for COVID-secure spot checks?

Club Insure Risk Management Director, Carl Currie, discusses what measures the Health & Safety Executive (HSE) and councils are taking with COVID-secure spot checks. Are you prepared?

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t is essential to remember that, as an employer, you have a legal responsibility to protect workers and others from risk to their health and safety.

This now includes making sure your premises are COVID-secure.

About HSE spot checks HSE have been conducting spot checks on businesses and local authorities. It now also has the power to carry out checks and impose fines or order a business to temporarily close.

Therefore, everyone needs to assess and manage the risks of COVID-19. In particular, businesses should consider the risks to their workers and visitors. This means you need to think about the risks they face. Do everything reasonably practicable to minimise them, recognising you cannot completely eliminate the risk of COVID-19.

Assess your risks You must make sure that the risk assessment for your business addresses the risks of COVID-19. We have lots of free risk assessments on our Back in Business page. You should also consider the security implications of any decisions and control measures you intend to put in place. Any revisions could present new or altered security risks that may require mitigation.

A risk assessment is not about creating huge amounts of paperwork. It’s about identifying sensible measures to control the risks in your workplace. If you have fewer than five workers, or are selfemployed, you don’t have to write anything down as part of your risk assessment. Your risk assessment will help you decide whether you have done everything you need to.

Communicate with your team Employers have a duty to consult their people on health and safety. You can do this by listening and talking to them about work and how you will manage risks from COVID-19. The people who do the work are often the best people to understand the risks in the workplace. They will have a view on how to work safely.

You are encouraged to have individual discussions with your workers where reasonable. This includes who are clinically extremely vulnerable and therefore may be nervous about returning to the workplace.

Ask employees to consider any uncertainties they

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have about the precautions in place to make the workplace COVID-secure.

Involving your team in making decisions shows that you take their health and safety seriously. You must consult with the health and safety representative selected by a recognised trade union. If there isn’t one, consult with a representative chosen by workers. As an employer, you cannot decide who the representative will be.

What happens if you don’t comply Where the enforcing authority, such as the HSE or your local authority, identifies employers who are not taking action to comply with the relevant public health legislation and guidance to control public health risks, they are empowered to take a range of actions to improve control of workplace risks. These actions include closure of venues under the Health Protection (Coronavirus, Restrictions) (England) (No. 3) Regulations 2020. For example, this would cover employers not taking appropriate action to ensure social distancing, where possible.

Failure to complete a risk assessment which takes account of COVID-19, or completing a risk assessment but failing to put in place sufficient measures to manage the risk of COVID-19, could constitute a breach of health and safety law. The actions the enforcing authority can take are varied. This includes

the provision of specific advice to employers to support them to achieve the required standard, through to issuing enforcement notices to help secure improvements. Serious breaches and failure to comply with enforcement notices can constitute a criminal offence, with serious fines and even imprisonment for up to two years. There is also a wider system of enforcement, which includes specific obligations and conditions for licensed premises.

Employers should respond to any advice or notices issued by enforcing authorities rapidly.

They must do so within any timescales imposed by the enforcing authorities.

Employers must follow all instructions from authorities in the event of new local restrictions.

FURTHER INFORMATION If you have any queries regarding this article or any other health & safety, HR, training or compliance matters, contact the Club Insure Risk Management team. t. 0344 488 9204 e.info@club-insure.co.uk www.club-insure.co.uk

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ASK THE EXPERTS – HEINEKEN UK

Three trends of the post-lockdown on trade Since the first lockdown and subsequent reopenings were announced, HEINEKEN has conducted research to best predict what the future holds to help clubs and pubs prepare for the changes it expects to see in the on trade over the next few months. Andy Wingate, Senior Category Manager On Trade at HEINEKEN UK, explains.

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sing the latest insights and data from our Star Pubs & Bars estate, we are in a unique position as a supplier and an operator to provide a broader understanding and perspective of the current situation.

The outbreak of Covid-19 has resulted in the world talking consistently about the ‘new normal’.

Naturally the big group occasions that we are used to seeing in the on trade are, have been reduced and now limited to groups of six, but other trends we anticipate will be an acceleration of previous behaviours.

Here are three trends to expect in the post-lockdown on trade and our recommendation on how best to prepare and adapt accordingly: 1. The highs and lows in footfall Consumers have settled into lockdown life and living with Covid-19 in the midterm. But, as we move 1 Ipsos 2 CGA’s

into a new phase, new anxieties are emerging.

Firstly, the fear of a second wave has been increasing (+8%) to 76%1, as the resumption of normal activities increase.

At time of writing, the on trade is at a point where over half of its customers have now returned (55%), and this figure has increased by +10pp on the same period two weeks ago2. The increase in consumers returning is steepest in areas which reopened last, with the proportion of consumers returning to Scotland increasing by +15pp versus two weeks prior (49%)3.

The latest data shows older customers remain the most concerned demographic and are more reluctant to visit the on trade. However, this is changing as 48% of over 55s have been out to the on trade, +14pp versus two weeks earlier4. The most comfortable group are young men, who appear to feel less at risk and so have been quicker to return to

Essential report May 21st to 24th, Kantar G7 countries perception of COVID 19 survey, Kantar Covid 19 Barometer UK Wave 5 n = 500 Pulse Survey 14.08.20; 3 CGA’s Pulse Survey 14.08.20; 4 CGA’s Pulse Survey 14.08.20; 5 Attest study 06.07.20, n = 500

previous behaviours5. The difference between these demographics, in terms of intention to visit, is in fact increasing. Therefore, it’s crucial that operators can meet the needs of those who are visiting while at the same time reassuring those less comfortable to venture out.

Your offering The current demographic split will have greater impact on products such as traditional Keg and Cask Ale, while venues such as Working Men’s Clubs and Community Pubs are likely to be more affected. Look at appealing to different customer groups during different day- or week-parts to help maintain footfall.

For example, consider running drinks promotions during quieter periods to encourage visits from members not comfortable visiting during the evenings or weekends.

CLUB MIRROR 47

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ASK EXPERTS – HEINEKEN UK We have previously been running Rhythm of the Week activities through our Star Pubs & Bars estate which generates footfall and loyalty with different consumer groups.

Recent data has also demonstrated weekday food occasions are down as much as 44%6 versus the same time last year. So, it’s worth considering changing your menus and prices to attract more customers at this time. For more information on this, check out the Keg Talks podcast – Navigating the new normal.[EN1] HEINEKEN customers can also make use of POS Direct to professionally print both safe social distancing signage and footfall driving materials.

Your cleaning regime When asked “What would make you more likely to visit the on trade?” respondents’ most popular answers were enforced social distancing, regular viral cleaning and staff wearing PPE7.

In addition to displaying social distancing signage in your outlet, consider sharing these measures on social media, alongside images of people having a good time, enjoying your food and drink offering while following guidelines. Show that cleaning is being done regularly by having visible timesheets.

Tick lists are commonplace in bathrooms but consider having these in other parts of your outlet at this initial stage of reopening.

Finally, although we appreciate the fine balance of managing costs versus revenue, ensure you have enough staff to maintain this regular cleaning process. Your customers will notice this and feel more at ease witnessing it first-hand. For more information on Managing Health & Safety PostLockdown check out the last Keg Talks podcast here.

Adopt barriers The desire for a safe amount of space is reflected in the types of outlets customers are most comfortable in visiting. Overwhelmingly venues with garden seating areas are preferred (69%), with intimate bars and night clubs on the other end of the scale (22%)8.

• Place indoor screens in areas where there may be sub 2m interaction, e.g. the bar or between tables, as this is a great way to encourage physical distancing indoors.

• Ensure PPE is available to your staff and encourage its use, particularly when handling food and drink.

• Sealing or wrapping cutlery, condiments and food for take away indicates no unnecessary contact has been made.

• Sanitiser and free masks available for patrons demonstrates your customers’ health is priority to you as a business.

• Use a simple contactless and at-table payment software solution such as Swifty, to reduce unnecessary human contact, encourage reservation of tables in advance and manage capacity.

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Tone of voice • Using humour and positivity in signage or online implies optimism and reminds consumers of the good times they’ve had in your venue.

Community minded Being vocal and visible within your local community will help keep your business front of mind and therefore one of the first choices people consider when going out.

• Embrace digital – including a great website and social media presence – to communicate your opening times, food and drink offering, facilities such as Wi-Fi and measures being taken to maximise customer safety.

• Engage with and encourage interaction with your followers on social media that are in keeping with your venue type. For example, if you are a sports

bar talk about iconic sporting moments that people may have watched in your venue.

Marketing to younger consumers As mentioned, this demographic is far more comfortable visiting the on trade and have been the bulk of early adopters since reopening. Therefore, it’s crucial you market your outlet to them in the right way.

In the UK there are now 45 million social media users, this equates to 67% of the entire population. Of these, 39 million are mobile social media users9, therefore, your online presence is vital.

• Facebook has been proven to be the most effective means of reaching an audience. 40 million people – or 71% of UK adults – can be reached via Facebook adverts10. However, Instagram is typically the preferred platform among younger consumers. We would recommend focussing on three platforms –

HUK On Trade Weekly Performance Update 20.07.20; 7 Attest study 06.07.20, n = 500; 8 Attest study 11.6.20, n = 433; 9 Avocado Social, 2019; 10 Avocado Social, 2019

Facebook, Instagram and Twitter – to communicate with new or existing customers. Make sure you devote enough time to your online presence, including advertising your venue, sharing photos or responding to questions or reviews. Check out our social media advice on The Pub Collective or the recent Building your brand online and through social media Keg Talks podcast for more information and support.

Welcoming remote workers Working from home has become the norm The tech now in place for remote working has created a new normal for meetings. Remote workers will likely be tired of the same surroundings, so make your outlet a destination for them to work in, by: • Offer free WIFI, coffee refills and power points at the table for customers to charge their computers and phones.

• Table-service, enforced or otherwise, can encourage purchase of a second drink or perhaps a longer stay for either lunch or dinner. Research shows that 80% of consumers would order a second drink if asked, so this is a great way to boost sales as well as elevate your customer service. Payment and loyalty apps will enable workers to order and to pay at their table.

• Consider the layout of your club. Can this be adapted to provide quiet areas and single seat tables?

Naturally most on trade venues are designed to encourage socialising, however during the daytime

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Serendipity2, Cola Consumer Research in Licensed 2018; 12 CGA Strategy w/c 22 Feb 2020

and other typically quieter trading occasions this is a great way to improve your income by creating a space for remote workers.

2. The importance of the experience Although there will be challenges over the next few months, the on trade is a core element of society, often seen as a pillar ensuring good mental wellbeing through encouraging socialising.

The challenge will be whether this period has taught consumers that they can have an enjoyable night out without the associated costs of being in the on trade.

It is imperative therefore that the on trade markets itself effectively and delivers the one unique selling-point, the experience.

Whether it’s a knowledgeable member of staff explaining a new dish on the menu or a freshly pulled pint of ale, the on trade experience is one of a kind and not something that can be replicated at home.

Here are some top tips on how to ensure you’re offering members an unbelievable experience: • A perfect serve, every time. Perhaps most importantly following reopening, it’s crucial that you provide customers with a great serve every time they order. Whatever the drink, it has to be better than what they usually have at home to remind them why they come out to the on trade. A fresh, cold, perfectly poured pint is something that consumers simply cannot get at home and have sorely missed! Consider providing your staff with free mobile training, such as Hello BEER, to upskill and upscale their knowledge of beer and cider.

• Exceed expectations. At the very least, consumers expect friendly, knowledgeable bar staff, a good atmosphere, clean toilets and the use of technology for payment. They respond well to an extensive range of alcoholic drinks and soft drinks mixers, as well as table service. To deliver beyond expectation, consider offering new or different drinks choices, locally-sourced products or healthy food and drink options.

• Deliver a unique experience. Outlets are shying away from traditional activations in favour of more memorable, bespoke activities. However, thanks to Zoom calls and lockdown events, the Pub Quiz is not dead and is in fact thriving! Quizzes can be either free to enter with a drinks voucher given to the winner, or subject to an entry fee with the money collected used as the prize fund.

3. The usual order?

We believe over time behaviours will continue to revert to ‘normal’ and the role of beer and cider will remain unchanged. Occasions drive the choice of drink. While big occasions not possible at this time, reasons to visit the on trade are largely the same meaning the drinks chosen will be the same too.

Draught accounts for 90% of on trade sales volume12, so remains vitally important within your offering. Packaged beer and cider may play a slightly more important role initially – especially amongst older drinkers – due to perceptions of safety but following best practice glass care and pouring techniques will not only deliver great quality pints but also help reassure your customers.

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ASK EXPERTS – HEINEKEN UK followed once you have established a strong core offering that appeals to as many consumers as possible. Brands like Foster’s and Carling, John Smith’s and Strongbow remain vital to the future of the on trade.

Three in every five pints poured is one of the big six brands: Carling, Foster’s, Carlsberg, Guinness, John Smith’s and Stella Artois. Strongbow is the same for the cider category15. By offering a classic lager, mainstream apple cider, a stout and a keg ale first on your bar will give you a solid, good quality foundation before starting to premiumise your draught offering as volumes increase.

• Occasion determines the drink choice. Where customers selected no and low alcohol options previously will remain unchanged, such as a lunchtime catch up with a friend or as a designated driver. Prelockdown consumers were blurring the lines between health and enjoyment so they could indulge in a balanced way, whilst still enjoying the community feel. Moderate drinking or going out without drinking alcohol at all will remain popular, so having a good range of no and low alcohol options is key for all your customers to feel part of the occasion.

One of the biggest challenges that outlets will be experiencing is how to manage their draught offering. Footfall is currently lower than during a normal week. The average pub, for example, has nine keg lines, plus some cask ale on the bar. With total beer sales currently down almost 30%13, these volume levels will not sustain that number of lines. To get consumers coming back time and time again, pouring great quality beer is going to be even more important. If weekly throughputs are not assured, freshness and quality can be compromised, impacting the consumer experience.

• Our recommendation is to bring back your beer range in stages – start with a few lines, say half or two thirds of your usual line-up, then build up as you get more confident with the amount of custom that you are going to expect. While we acknowledge many businesses will now be open, we encourage all to continuously monitor sales and react accordingly. For example, if throughput is compromised then consider your mix of draught versus packaged and offer only on your

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13 CGA

best sellers on tap until volumes increase.

• Once you have a core range in place, you can look to add some more premium offerings to your bar. We still expect premiumisation to be a trend in the post-lockdown on trade. The brands that have seen biggest uplifts have generally been those on the more premium end of the scale and the long term trend of ‘drinking less, but better’ is very much alive.

• Across both beer and cider, premiumisation delivers a price advantage but at the cost of lower volumes. A mainstream brand can deliver twice the volume of your premium offering12, so ensuring strong throughput and therefore quality should be the primary consideration. Consider initially using your packaged range to offer more premium choices, before losing classic lager or mainstream cider from your range.

• We see most premium brands holding a bigger share in 2020 than 2019, but this is a trend to be

• Finally, with 90% of consumers preferring draught to bottled beer16 consider stocking alcohol-free beer on draught. Heineken’s BLADE beer dispense system allows you to serve freshly tapped pints of Heineken 0.0 from any counter-top. BLADE’s plug and play advantage means that you don’t have to swap out an existing tap to meet this consumer demand for draught. Plus, the kegs last longer once broached (up to 1 month) and contain no preservatives.

Draught also commands a higher price point so, along with more people choosing no or low alcohol on more occasions, means more cash in your till. In Star Pubs & Bars, stocking Heineken 0.0 in both packaged and draught format delivered 133% uplift in volume sales versus selling packaged alone Your customers are format-loyal, so having nonalcoholic beer on draught and in the fridge drives inclusivity and encourages greater sales all-round.

In summary At HEINEKEN we have absolutely no doubt that the on trade will bounce back. It won’t be without challenges, but clubs and pubs hold a special place in the hearts and communities of the British people.

During lockdown we saw licensees pivot their businesses to provide vital services such as a local shop, takeaway and delivery, and supporting the NHS or vulnerable groups.

Following reopening, the on trade has adapted to make traditional spaces socially distanced for the welfare of their customers and staff.

Clubs, pubs, bars and restaurants are hugely important to people’s lives and consumer positivity is returning.

Through continued support, sharing of advice, new tools and services, we will give the hospitality sector the best chance of bouncing back and returning to the place we all know and love.

Managed Volume Pool (Fast data only) w/e 18.07.20; 14 CGA Strategy, 30th November 2019; 14 CGA Strategy w/c 22nd February 2020; 16 CGA Strategy w/c 22nd February 2020; 17 SPB proprietary data 2018-2019

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ASK THE EXPERTS – WEB OFFER

Bounceback Package for new websites Studio44’s Doug Rubashaw presents discounted packages to help clubs build their online presence.

Design & Development £2000 including

• Design and development of a WordPress site

• Responsive and optimised for mobile

• Up to 10 pages

• Search engine submission via Google Seach Console

• Gallery Page

• Sliding banner

• Contact enquiry form

• Google Analytics installation

• Social Media links

• Social media feeds (£100)

• SEO on-site optimisation (£250)

• Up to 5 additional pages – 15 total (£500)

• Up to 15 additional pages – 25 total (£1,000)

SEO

• WordPress updates/plugins

• Implementation of 6-8 landing pages per month based on chosen keywords

• Hosting & hosting support • Website content updates • SSL

T

• Blog (£250)

• Newsletter sign-up (£150)

Hosting & support £100 per month

he current Coronavirus Pandemic has caused major problems within the economy, and we recognise that many businesses are facing a tough fight just to keep going.

Online presence has never been more important as more and more customers continue to look online. We wanted to find a way to support those businesses who may have struggled through the Pandemic, need to update their web presence but don’t have normal levels of budget to invest at this

Additional features include:

stage… enter the Studio44 Bounceback Package.

Our brand new Bounceback Package sits alongside our normal, fully bespoke website offering but still offers a professional and extendable website built on WordPress which, if properly maintained and updated can be an excellent platform for a smaller website.

There are a number of features and options available. You will get a website that not only looks great, but will have the ability to extend and drive search engine traffic and enquiries should you need

£250 per month

• On-site optimisation of the website for chosen keywords

• Access to Google Analytics to guage performance and measure success

CONTACT DETAILS If you are looking for a new website then get in touch or give us a call on 01892 888 184 to talk through options.

CLUB MIRROR 51

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CIU BEER & TRADES EXHIBITORS SHOWCASE

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(4$ +-0$ "'-("$ 2- 7-30 "312-+$01 5(2' 0 ,1;$*#1

Call 0345 644 9414

w w w.dransfields .com $"-++$,#$# 13..*($0 2- *3! ,# ,12(232$ ,(-, 11-"( 2(-, -% -,1$0 4 2(4$ *3!1 **( ,"$ -% 0(2(1' *3!1 2(-, * ,(-, -% !-30 -"( *(12 *3!1 2(-, * 11-"( 2(-, -% (*5 7 *3!1 11-"( 2(-, -% ,#$.$,#$,2 *3!1

The curtain specialist for clubs, schools & theatres

Stage Curtains

Large Window Curtains

Room Dividers

Cleaning & Re-flameproofing

Blackout Drapes Track Repairs & Servicing

For more information, contact us today and quote CLUB to arrange a free site visit to discuss your requirements.

Tel: 01354 677796 • Email: sales@cameocurtains.co.uk

Visit our website: www.cameocurtains.co.uk

52 CLUB MIRROR

For sports & social clubs, it has to be Higos Because we don’t all t into neat little boxes.

There are around 8000 membership organisations in the UK, from snooker clubs to scout troops, bowls clubs to the Royal British Legion, but no two are exactly the same. So rather than try and squeeze you into a ‘one size fits all solution’- or turn you away because you have an unusual risk- we provide insurance protection that’s tailored to your unique needs. Our bespoke cover is flexible, simple and handled by our dedicated in-house CIU Insurance team.

Our bespoke sports and social clubs insurance includes: Public & Employers liability

Directors & Officers liability

Sports playing surfaces

Money in gaming machines

Legal expenses cover

Personal accident cover

We can also offer cover and advice in respect of: Cyber Insurance, Engineering Inspection, Commercial Loss Recovery, Health & Safety and much more.

For independent advice contact our expert team Get in touch Call us 01458 270 303 Email us hospitality.portfolio@higos.co.uk WE LOVE DIFFERENT / HIGOS.CO.UK Higos Insurance Services Ltd is part of Global Risk Partners Limited.

Higos Insurance Services Ltd is authorised and regulated by the Financial Conduct Authority (FRN 302690)

CLUB MIRROR 53

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CLASSIFIED

CLUB SERVICES MANAGEMENT SYSTEMS

BEHIND THE BAR

INSURANCE

ENTERTAINMENT

)$ +-0$ +-,$ 7 5(2'

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0, 0 ,1 1' -(,21 5(2' $4$07 !-6 -% 2(")$21 7-3 .30"' 1$ : 0$#$$+ !*$ %-0 % ,2 12(" &(%21 %-0 7-30 "*3!

(4$ +-0$ "'-("$ 2- 7-30 "312-+$01 5(2' 0 ,1;$*#1

Call 0345 64 4 9414

w w w.dransfields .com $"-++$,#$# 13..*($0 2- *3! ,# ,12(232$ ,(-, 11-"( 2(-, -% -,1$0 4 2(4$ *3!1 **( ,"$ -% 0(2(1' *3!1 2(-, * ,(-, -% !-30 -"( *(12 *3!1 2(-, * 11-"( 2(-, -% (*5 7 *3!1 11-"( 2(-, -% ,#$.$,#$,2 *3!1

54 CLUB MIRROR

CLASSIFIED

TO ADVERTISE PLEASE CALL REFURBISHMENT

07789 870709 ENERGY

The curtain specialist for clubs, schools & theatres

ARE YOU SWITCHED ON WHEN IT COMES TO YOUR ENERGY BILLS? If you’re not switching, you’re not saving...

Let Smarter Business do the hard work for you.

Stage Curtains

Large Window Curtains

Room Dividers

Cleaning & Re-flameproofing

Blackout Drapes

Track Repairs & Servicing

For more information, contact us today and quote CLUB to arrange a free site visit to discuss your requirements.

Tel: 01354 677796 • Email: sales@cameocurtains.co.uk

Visit our website: www.cameocurtains.co.uk

We’ll compare quotes in minutes and find your club the best energy deal, saving you up to 30% on your energy bills!

Get in touch with an energy expert today on:

01444 220060

t: 01444 220060 e: info@smarterbusiness.co.uk w: www.smarterbusiness.co.uk

®

BEHIND THE BAR

CLUB MIRROR 55

CLASSIFIED

CLUB SERVICES MANAGEMENT SYSTEMS

Cares N O R T H S TA R

Trouble free solutions for troublesome times At Northstar, we understand that now more than ever, caring for members is a club’s top priority and we remain fully committed to help make it happen in a safe and easy manner.

Adapting to the times, we have launched Northstar Cares, a suite of products and services that help promote a environment at the club, ensuring safety contact-less contac and well-being of members and club staff.

Facilitating convenience and safety for members and an additional revenue stream for clubs with delivery and pick up options for essentials.

Enabling clubs to offer value added services like expedited food pick up & delivery

Utilizing employee downtime with over 40 educational webinars

Bolstering communication between the Club & the members with an additional 40,000 emails per month

with love, FOR MORE INFORMATION info@globalnorthstar.com www.globalnorthstar.com/nscares

BEHIND THE BAR

CUSTOMER SERVICE

ACHIEVE CUSTOMER SERVICE EXCELLENCE

59club delivers the expertise, intel and motivation to breed customer loyalty, increase spend, secure referral and repeat business.

MYSTERY SHOPPING

SATISFACTION SURVEYS

TRAINING & EDUCATION

We can start working with you for as little as £600 p.a.

Contact Matt Roberts, 59club Director matt@59club.com

“The service from 59club has allowed us to embed standards, motivate the team and reward excellence. We are now amongst the very best venues in terms of the visitor & member experience in world golf.”

Chris May CEO, Dubai Golf

www.59club.com enquiries@59club.com 01827 908349

56 CLUB MIRROR

CLASSIFIED

TO ADVERTISE PLEASE CALL RECRUITMENT

07789 870709 AWARDS

2020/21 HOSPITALITY SOCIAL MEDIA AWARDS

OPEN FOR ENTRIES

Enter the 2020/21 Awards

email info@hsma.biz

REGISTRATION HOTLINE 01753 272022 EQUIPMENT

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See the results at EZGO.com/GolfElite. ©2020 Textron Specialized Vehicles, Inc.

www.ezgo.com

CLUB MIRROR 57

CLASSIFIED

CLUB SERVICES REFURBISHMENT

58 CLUB MIRROR

TO ADVERTISE PLEASE CALL

07789 870709

WHAT Reelmaster 5010-H. ®

MATTERS Lower operating cost.

MOST Hello, making budget.

What Matters Most to You Matters Most to Us. The Reelmaster 5010-H Fairway Mower. Because fuel cost is a significant portion of your operating budget, Toro developed the industry’s first and only true hybrid drive system, saving up to 30 percent on fuel expense*, which lowers your operating cost, your carbon footprint, and your blood pressure. *Compared to conventional fairway mowers.

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LEARN MORE ABOUT THE REELMASTER 5010-H AT TORO.COM