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How to Start a Sports Bar Business | Free Book PDF Download

Starting a Sports Bar Business

 

How to Start a Sports Bar Business - Free Book


Are you considering starting a Sports Bar Business? if yes, you'll find this free book to be extremely helpful.

This is a practical guide that will walk you step by step through all the essentials of starting your business. The book is packed with guides, worksheets and checklists. These strategies are absolutely crucial to your business' success yet are simple and easy to apply.

The Single Most Important Ingredient for Business Success

The first and most important thing you need to acquire in order to succeed in a small business is... knowledge.

Sounds exaggerated? Listen to this...

According to research conducted by Dun & Bradstreet, 90% of all small business failures can be traced to poor management resulting from lack of knowledge.

This is backed up by my own personal observations. In my 31 years as a business coach and consultant to small businesses, I've seen practically dozens of small business owners go under and lose their businesses -- not because they weren't talented or smart enough -- but because they were trying to re-invent the wheel rather than rely on proven, tested methods that work.

Conclusion: if you are really serious about succeeding in a business... If you want to avoid the common traps and mistakes... it is absolutely imperative that you acquire the right knowledge.

"Why Invent Mediocrity, When You Can Copy Genius?"

That's an excellent quote I picked up from a fellow business owner a few years back. What this means is that you should see what is working and try to duplicate Printing Business. Why go through all the trouble of inventing something new, that you don't even know will ever work, when you can easily learn from and duplicate something that has been a proven success?

[ Note: One of the BIGGEST mistakes almost all new businesses make is that they WASTE tons of valuable time, energy and money on trying to create something "new", that has never been tested or proven... only to find out later that it was a total loss. Don't make the same mistake! ]

Hi! My name is Meir. I'm the founder and president of BizMove.com, a successful internet based information business. I'm also the author of numerous books, mostly in the area of small business management.

I've been involved in small business for the past 31 years of my life, as a business coach, manager of a consulting firm, a seminar leader and as the owner of five successful businesses.

During my career as a business coach and consultant I've helped dozens of business owners start their businesses, market, expand, get out of troubles, sell their businesses and do practically every other small business activity you can think of.
You see, I have been there .... done it ... and bought the Small Business t-shirt! -- This free book contains techniques and strategies I've learned during my 31 year small business career.

Here's what you'll discover in the 'How to Start a Printing Business' book:

How to determine the feasibility of your business idea - a complete fill in the blanks template system that will help you predict problems before they happen and keep you from losing your shirt on dog business ideas.

A detailed manual that will walk you step by step through all the essential phases of starting your business

A complete business plan template. This fill-in-the-blanks template includes every section of your business plan, including Executive Summary, Objectives, SWOT Analysis, Marketing Analysis and Strategy, Operations Plan, Financial Projections and more (a similar template is sold elsewhere for $69.95).

All this and much much more.

Success Tip: Setting Goals

Good management is the key to success and good management starts with setting goals. Set goals for yourself for the accomplishment of the many tasks necessary in starting and managing your business successfully. Be specific. Write down the goals in measurable terms of performance. Break major goals down into sub-goals, showing what you expect to achieve in the next two to three months, the next six months, the next year, and the next five years. Beside each goal and sub-goal place a specific date showing when it is to be achieved.

Plan the action you must take to attain the goals. While the effort required to reach each sub-goal should be great enough to challenge you, it should not be so great or unreasonable as to discourage you. Do not plan to reach too many goals all at one time.

Establish priorities. Plan in advance how to measure results so you can know exactly how well you are doing. This is what is meant by "measurable" goals. If you can’t keep score as you go along you are likely to lose motivation. Re-work your plan of action to allow for obstacles which may stand in your way. Try to foresee obstacles and plan ways to avert or minimize them.

Click here! to download your book for free (PDF version)

Here're other free books in the "how to start a business" series that may interest you:

Agriculture Assisted living Auto repair Bakery Bar Beauty salon Bed and breakfast Bookkeeping Boutique Bowling alley Carpet cleaning Car wash Catering Cattle farming Charity Cleaning Coffee shop Computer repair Construction Consulting Convenience-store Cupcake Daycare Dental Dog daycare Ecommerce Electrical Embroidery Engineering Farm Fashion Film Financial advisor Fitness center Flower-shop Food Food truck Franchise Frozen yogurt Furniture store Gas station Goat farming Grocery store Gym Hairdressing Hair salon Ice cream Insurance agency Interior design Internet Internet cafe IT Jewelry Landscaping Laundromat Laundry Law firm Magazine Manufacturing Microbrewery Motel-hotel Music Nightclub Nonprofit Nursery Online-retail Photography Pizza Plumbing Poultry farming Preschool Printing Private investigator Pub Real-estate Resort Restaurant Retail School Security company Service Software Spa Sports-bar Startup Supermarket Travel agency Trucking Vegetable-farming Website

Here's a Sample 'Executive Summary' for a Sports Bar Business plan:

 [BUSINESS NAME] ([BUSINESS NAME] or the Company) is a sports bar and pub serving all types of people. It will serve alcohol as well as food and will offer televised sporting events. The Company is located in Reynoldsburg, Ohio.
The Company will provide a fun and enjoyable atmosphere. It will offer a menu of fried and baked food, interactive vending (i.e. billiards, darts, music, arcade, etc.) and Ohio Lottery Keno. [BUSINESS NAME] will also provide all televised sporting events (i.e. NFL, MLB, NBA, NHL, etc.) to include pay per view events (i.e. the Ultimate Fighting Championship, boxing, etc.) 
The Company’s facility has a very unique floor plan that offers a private “at home” experience with a gas burning fire place in the billiards room and a loft area that will be equipped with sofa sectional seating and two (2) 50 inch plasma television entertainment centers. The focus will be on direct personal service allowing patrons to comfortably enjoy every play of the game without interruption.
In addition, the bar will be equipped with five (5) 47 inch flat panel plasma televisions that will display all current televised sporting events. The current bar is being redesigned to add more seating area. The current flooring is being resurfaced with a decorative non-slip concrete. 
[BUSINESS NAME] will coordinate various competitive leagues and tournaments such as billiards, electronic darts, beer pong and keno. Televised sporting events will include pay per view and televised game. Additionally, electronic touch screen skill games, corn hole leagues, and offer private theme based parties (i.e. birthday, anniversary, bachelor, bachelorette, college graduations, etc.) will be offered.
Excellent Market Opportunity [BUSINESS NAME] will take advantage of numerous factors to drive its growth.  Customers will frequent the Company for its fun atmosphere and pleasant, personal service. They will seek out [BUSINESS NAME] for its mainstream sporting events. The Company will train its staff to provide genuine hospitality and attentive service seldom used in today’s bar/pub industry. The Company will also be providing a food menu that is also not available at other locations.
The Company will also focus on developing a good rapport with patrons and purveyors that fosters a genuine, loyal relationship in various areas but focusing on these core elements:

  • Outstanding service
  • Quality product
  • Fun and comfortable atmosphere

 [BUSINESS NAME] will also take advantage of the fact that the city of Reynoldsburg is in the process of revitalizing the exact area that the Company is located. This will draw customers that live outside the immediate area and it will give [BUSINESS NAME] a great opportunity to create a growing, loyal, and diverse clientele. The quality of service, products and entertainment that [BUSINESS NAME] provides will support and enhance the city’s efforts at improvement. 

Profitable Growth
[BUSINESS NAME] expects to gain a profitable market share within a very short period of time. Determinations have been made for the size of the market, amounts of budgeted advertising and promotional dollars and the competitive landscape.
Projections call for the Company to generate revenues of $120,000 in its first twelve months. [BUSINESS NAME] will achieve strong growth over the next several years, reaching $140,000 in revenues and more than $13,000 of net income by the fifth year.

The Opportunity

U. S. Dining Out Continues to Increase
For Americans, eating out has become a way of life. Despite the recession, customers are still eating and ordering out. According to the National Restaurant Association’s 2010 Restaurant Industry Forecast, the following trends are expected in 2010:

  • With the economic downturn easing, the restaurant industry is expected to show gradual improvement in 2010,
  • Restaurant industry sales will grow by 2.5% in 2010 over 2009 and they are projected to reach $580 billion. When adjusted for inflation, 2010 sales will be essentially flat, which is an improvement over the 1.2 and 2.9 percent negative growth in real sales that the industry experienced in 2008 and 2009, respectively.
  • The restaurant industry remains one of the nation’s largest private-sector employers with its 12.7 million employees, comprising 9 percent of the U.S. workforce.
  • Restaurant industry job growth is expected to resume in 2010, and the industry is projected to add 1.3 million career and employment opportunities by 2020.
  • Consumers forced to cut back on spending say they aren’t dining out as often as they would like, and this pent-up demand will turn into restaurant traffic as economic recovery continues.

The typical American consumer now is almost as likely to spend just as many dollars on food away from home as on food prepared at home. Government statistics show a continuing trend towards dining out as the fast pace lifestyle of today shows no signs of slowing down. According to a report in 2006 from the U.S. Department of Agriculture's Economic Research Service (ERS), Americans spend 48.9 percent of their food dollars away from home– the highest percentage on record. That figure was only 37% thirty years ago.
According to the United States Department of Agriculture, (USDA) there has been a trend toward increased food consumption away from home over the last several decades (see charts below). This trend is attributed to an ongoing increased demand for entertainment and convenience.

Food Away from Home: Total expenditures 9

Year

Eating and drinking places2

Hotels and motels2

Retail stores, direct selling3

Recreational places4

Schools and colleges5

All other6

Total7

 

Million Dollars

2000

282,235

18,003

16,932

14,662

24,468

35,157

391,457

2001

289,331

20,813

18,056

15,316

25,394

35,794

404,705

2002

300,753

21,812

19,753

16,235

26,735

36,169

421,283

2003

317,522

22,049

19,701

16,635

28,077

37,762

441,745

2004

338,147

22,543

20,012

16,797

29,287

39,368

466,153

2005

358,816

22,923

20,519

17,336

30,271

41,581

491,445

2006

382,193

23,093

24,257

18,163

30,897

43,153

521,758

2007

402,176

23,178

25,357

18,988

31,859

45,692

547,250

2008

417,064

23,772

24,198

19,691

33,130

47,429

565,284

AER-575, U.S. Department of Agriculture, Economic Research Service, August 1987, for a description of USDA total food expenditures.
2Includes tips.
3Includes vending machine operators but not vending machines operated by organizations.

4Motion picture theaters, bowling alleys, pool parlors, sports arenas, camps, amusement parks, golf and country clubs (includes concessions beginning in 1977).
5Includes school food subsidies.
6Military exchanges and clubs; railroad dining cars; airlines; food service in manufacturing plants, institutions, hospitals, boarding houses, fraternities and
sororities, and civic and social organizations; and food supplied to military forces, civilian employees and child day care centers.
7Computed from unrounded data.

Restaurant Trends
Restaurant sales continue to grow decade over decade. Sales will top $580 billion dollars in 2010. A whopping 59% of adults say there are more restaurants they enjoy going to now than there were two years ago. The following graph shows the growth in restaurant sales. One factor that will fuel this segment of the industry, for decades, is the 78 million baby boomers in the United States, most with disposable income. Many baby boomers are described as savvy diners that possess demanding expectations of dining service and experiences.
It is estimated that for every dollar spent by the consumer at a restaurant adds an additional $1.98 spent in other industries related to the restaurant industry. Furthermore, for every $1 million in restaurant sales 42 jobs are generated for the nation’s economy.
Presently, 7-out-of-10 eating and drinking establishments are independently owned and operated; local restaurants remain as popular as ever and are growing at a substantial rate. The majority of eating and drinking places are small businesses with fewer than 20 employees.
Restaurants also provide management opportunities. The number of foodservice managers from 2006 to 2016 is expected to increase by 12% and 9-out-of-10 of these managers will start as an hourly employee. Impressively, the average salary of 3-out-of-5 foodservice managers is $50,000 or more; the NRA reports 28% of adults got their first job experience at a restaurant.

Restaurant Facts and Figures
The National Restaurant Association (NRA) has reported the following 2010 overview statistics:

  • $580 billion in sales
  • 945,000 locations in the U.S.
  • One of the largest private-sector employers with 12.7 million employees
  • 49% of an American family’s food budget is spent on restaurant dining

 The NRA goes on to state:

  • Restaurant-industry sales on a typical day in 2010 will be $1.6 billion
  • The average household expenditure for food away from home in 2008 was $2,698
  • 40% of adults agree that purchasing meals from restaurants and take-out and delivery places makes them more productive in their day-to-day life
  • 73% of adults say they try to eat healthier now at restaurants than they did two years ago
  • 57% of adults say they are likely to make a restaurant choice based on how much a restaurant supports charitable activities and the local community
  • 78% of adults say they would like to receive restaurant gift cards or certificates on gift occasions
  • 52% of adults say they would be more likely to patronize a restaurant if it offered a customer loyalty and reward program
  • 57% of adults say they are likely to make a restaurant choice based on how much a restaurant supports charitable activities and the local community
  • 56% of adults say they are more likely to visit a restaurant that offers food grown or raised in an organic or environmentally friendly way
  • 78% of adults agree that going out to a restaurant with family or friends gives them an opportunity to socialize and is a better way to make use of their leisure time than cooking and cleaning up

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