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El. knyga: Business Development in Licensed Retailing: A unit manager's guide [Taylor & Francis e-book]

, (Stenden University of Applied Science, The Netherlands)
  • Taylor & Francis e-book
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'Business Development in Licensed Retailing: a unit manager's guide' details the indispensable skills and techniques needed to manage units within licensed retail organisations in a flexible and entrepreneurial manner.

This book:

· Forms the basis of a complete course for a unit manager's development.
· Provides an overview of the range of skills needed for effective unit management.
· Supports the development of techniques with examples from existing best practice and case examples from companies such as JD Wetherspoon's, TGI Fridays and McDonald's amongst others.

Business Development in Licensed Retailing considers the functional management techniques required at unit management level, covering recruitment, human resource management, operations, service quality and customer relations, financial measurement and analysis, promotions and strategic planning. The analysis systematically provides all the practical know-how you need to produce of a comprehensive business plan for your unit.

Ending with a comprehensive case study that demonstrates all the aspects of business development working in a real-life scenario, the text is ideally suited for lecturers and management development personnel to use as a learning resource through which readers can apply the principles and techniques outlined.

A practical guide to managing units in licensed retail
Case studies from Wetherspoons, Scottish and Newcastle, Whitbread and Yates', amongst others, put the theory into practice
Foreword ix
Preface xi
List of figures
xv
List of tables
xvii
What business are you in?
1(23)
Bar and pub services management
2(4)
The downside of licensed retail branding!
6(3)
About services . . .
9(10)
Working with customers
19(2)
About hospitality
21(3)
Looking for more than breath on the mirror in recruitment
24(24)
Recruiting and selecting staff for effective service
25(1)
Flexible employees
25(1)
The local market for labour
26(2)
The importance of planning ahead
28(1)
Describing the job to be done
29(1)
Describing the ideal recruit
30(2)
Attracting candidates
32(6)
Making the selection
38(5)
Approaches to recruitment and selection
43(5)
It Takes happy workers to make happy customers
48(22)
Team leadership and motivation
49(1)
What kind of leaders?
50(13)
A matter of choice?
63(2)
Working in teams
65(2)
Benefits of working in teams
67(3)
It's people, people, people
70(26)
Working with people
71(1)
Individual differences
71(12)
Individuals in groups
83(2)
Influending others
85(2)
Dealing with Conflict
87(5)
Motivating people at work
92(4)
Now you see them, now you don't
96(23)
Staff retention and turnover in licensed retailing
97(1)
Causes and types of staff turnover
97(4)
Counting the cost
101(3)
Measuring staff turnover
104(4)
Wasted millions: some industry examples
108(1)
Keeping your staff --- it's not rocket science! Everyone can do it!
108(11)
Training improves business performance
119(18)
Employee training and development
120(1)
The benefits of training
120(7)
Training your staff
127(6)
The ABC of training
133(4)
Serve hot food hot, and cold drinks cold, and everybody smiles
137(17)
Managing service quality
138(1)
Licensed retail service quality
138(8)
Quality management and licensed retail operations
146(8)
Get it hot to the table on time
154(23)
Managing food operations
155(1)
Food operations in licensed retailing
155(10)
Managing key points of control
165(12)
On turning a profit
177(21)
Financial control in licensed retailing
178(1)
The principles of control
178(2)
Financial targets and business performance
180(2)
Identify and understand cost and sales data
182(5)
Analysing the financial data
187(5)
Analysis of cost--volume--profit data
192(6)
On turning more profit
198(23)
Further financial controls to improve business performance
199(1)
Profit sensitivity analysis
199(5)
Reviewing sales patterns
204(3)
Menu engineering
207(6)
Budgets
213(8)
There's more to it than cutting wages
221(20)
Labour cost management
222(1)
Elements of labour costs
222(8)
Measuring staff costs
230(3)
Adding to staff income
233(3)
Scheduling employees
236(5)
Meeting and exceeding customer expectations
241(21)
Marketing - understanding your market
242(1)
A customer focus
243(1)
Segmentation
244(4)
Customer occasions
248(10)
Capturing information
258(4)
Let's keep in touch
262(23)
Marketing - promoting your business
263(1)
Understanding the competitors
263(1)
Understanding the local community
263(2)
The SWOT analysis
265(4)
What is promotion?
269(16)
Improving the chance of reaching your destination
285(19)
Preparing a unit business plan
286(1)
Describing the business
286(8)
Competitive business strategy
294(2)
Operations
296(1)
Forecasting results
297(1)
Writing up, presenting and working with your business plan
298(4)
Working with the business plan
302(2)
Seeing the wood for the trees - case study
304(11)
Silverwood Pub Company
305(2)
The immediate situation
307(3)
The immediate incident
310(5)
Index 315


Professor Conrad Lashley is Professor of Leisure Retailing at the Centre for Leisure Retailing at the Nottingham Business School. His research interests have largely been concerned with service quality management, and specifically employee empowerment in service delivery. He works closely with several major industry organizations including the British Institute of Innkeeping, J. D. Wetherspoon and McDonald's Restaurants Limited.