Clubfootball issue2 by Alchemy Contract Publishing

CLUBFOOTBALL www.clubfootball.org.uk

ISSUE 2

FIFA World Cup 2018 Special Preview of all the action Could you be our Football Club of the Year 2018/19? Use this QR code to enter.

Pub Cup – winners inside House of Commons party – join us Top revenue generating ideas for football clubs Hospitality Social Media awards – enter now

WELCOME

Welcome

Welcome to the second issue of Club Football as a projected 3.2 billion viewers around the globe prepare to indulge in the quadrennial celebration of the beautiful game, the FIFA World Cup, this time around taking place in Eastern Europe. There has been an uncharacteristically low-key build-up to Russia 2018 on the part of England fans, many of them perhaps mindful of their team’s poor record in recent major tournaments. However, you can bet that once the Three Lions get their campaign underway against Tunisia on June 18 in Volgograd, the entire nation will once again be swept up in a wave of optimism and clubs up and down the land will be packed for each and every subsequent England game. Judging by their qualifying campaign, England are not lacking anything in terms of talent and desire and could well surprise some of the more fancied contenders before the end of the tournament. But, of course, it is not just the national side which demonstrates a country’s footballing strength and England’s grass roots game continues to thrive at all levels with participation in the game continuing to rise and more players, coaches, referees and other volunteers than ever before getting involved with football. Whatever happens in Russia over the summer, English football clubs – at all levels – can be very proud of the role they play in our society. The hard work that goes on in clubs week-in, week-out is all too often taken for granted which is one of the key reasons why we run our annual Club Awards. Our mission is to showcase the dedication of those who run the nation’s clubs and we’d be delighted to receive an Awards entry from your club (see page 30 for more details). JUSTIN O’REGAN

Contributors

Mike Braidwood

Chris Colverd

Sean Ferris

Karen Foreman

David Foster

Larry Hardcastle

Jonathan Hardy

David Lucas

Leigh Ann Ogilvie

Victoria Romero-Trigo

Nick Sellens

Caroline Scoular

Editor Nick Sellens Design David Foster Editorial Chris Colverd, Caroline Scoular, Justin O’Regan Events Karen Foreman, Jill Slingsby Display Advertising Margaret Doherty Sales & Marketing Leigh-Ann Ogilvie Circulation Jon Hardy Accounts Andrew Soles Publishing Director Sean Ferris Images courtesy of BT Sport

Club Football is published by Alchemy Contract Publishing (ACP) Ltd. Club Football is a sister title to ACP’s Club Mirror, Club Rugby, Club Cricket, Sports Club Management and Clubhouse Europe. ACP Gainsborough House 59/60 Thames Street Windsor Berkshire SL4 1TX UK t. +44 (0)1753 272022 f. +44 (0)1753 272021 e.info@alchemymedia.co.uk www.alchemycontractpublishing.co.uk

The views expressed in this magazine are not necessarily those of the publishers. Club Football does not verify the claims made by advertisers regarding their products.

CLUB FOOTBALL 3

Contents 6

6 News A round-up of the latest news from the football scene, including the BT Sport Pub Cup Final at Leicester’s King Power Stadium.

8 Social Media News

We pick some of our favourite recent football memes which have been doing the rounds on social media.

12 Russia 2018 – Players to watch Club Football looks at some of the Premier League players who are likely to make an impact during the World Cup.

28 Real Madrid conquer Europe 17 Russia 2018 – Your complete guide to the World Cup

All the fixtures plus ideas on how your club can make the most out of the FIFA World Cup 2018.

There was a spectacular finale to the UEFA Champions League as Gareth Bale scored two goals in Real Madrid’s 3-1 victory over Liverpool in Kiev.

24 City storm to Premier League title

30 Club Awards 2018

Manchester City clinched the Premier League title in April after a stunning season in England’s top flight.

Could this be your year? It’s time to shine in the Club Awards 2018!

36 Free club raceday 26 FA Cup glory for the Blues Eden Hazard was the key man at Wembley in May as his penalty guided Chelsea to a 1-0 FA Cup final victory over Manchester United.

4 CLUB FOOTBALL

The Club Awards Gala Dinner returns to Doncaster Racecourse, one of the country’s top racing destinations, and to celebrate we’re offering a free day’s racing to all attendees.

62 Sporting fixtures The key sporting events coming up in June.

64 Hospitality Social Media Awards Is your club using social media to engage with members? Then we want to hear from you.

66 Polar bears and penguins Analysis of effective club management.

68 The art of leadership How to engender a high performance culture.

69 Human resources The role of time-saving preventative systems.

71 Recruitment and training Why it pays to make them stay.

72 Club kitchen – top trends for 2018 Just what should clubs be including in their 2018 menus?

74 Selling soft drinks How to make sure that your sales are the best that they can be.

75 Food, glorious food! How Menu Engineering can help food-focused clubs to increase their Food and Beverage bottom line.

76 Theft – don’t leave your club exposed When did you last check that your maintenance equipment is still safely where it should be?

41 2018 Brands Report

56 Legal Eagle

We present the exclusive annual 2018 Brands Report in association with CGA Strategy.

Latest advice from our Legal Eagle.

77 Employing competent contractors

58 Energy matters

Inappropriate management of contractors can result in costly accidents, delays to work, criminal prosecutions and claims for damages.

42 Battle of the Brands Clubs are now the third biggest sector in the on trade, representing 20% of all licensed premises. And brands play a huge part in this.

Could your club get better value from energy contracts? Could you reduce energy consumption by 20% and save money? Here’s how.

60 Better Buying 44 Top 10 club spirits brands

Want to cut club spending while at the same time increasing efficiencies? Well now you can.

46 Top club packaged beers, ciders and RTDs 48 Top 10 club draught cask, keg, ale and stouts

78 Web design – keeping it clean Many website designers create overly busy websites. But is this really what users want?

80 It’s Classified!

50 Top 10 club draught lagers and ciders 52 Top club wines and soft drinks 54 Building the Business Is your club using social media to its best effect? Also: Why low-calorie beers are on the up, and legal advice from our Legal Eagle.

CLUB FOOTBALL 5

News from the sidelines Runcorn Linnets unveil new £1.4m clubhouse Hallmark Security League Premier Division side Runcorn Linnets recently held the grand opening of their new £1.4 million clubhouse. The new clubhouse, which has been in use since last November, is home to the first team, ladies team and junior section. It includes a multi-use function room with catering facilities across two kitchens, Secretary’s Office, indoor and outdoor toilets, laundry room, medical/treatment room and changing facilities for players and match officials. A number of dignitaries attending the official opening of the facility, including local MP, Mike Amesbury, who said: “The new clubhouse facilities are fantastic and the passion of everyone involved in the club to get it this far is a credit to them.” The new clubhouse was funded by Halton Borough Council through the sale of land, including the Linnets’ former changing rooms, offices and function room, in order to construct a retail park.

The Gun wins BT Sport Pub Cup on penalties

Football clubs honoured at House of Commons

Members of The Gun team celebrate after winning the BT Sport Pub Cup

Six EFL Checkatrade Community Club of the Year regional winners have collected their awards at a ceremony held at the House of Commons to mark their outstanding work. The awards are designed to recognise the best performing club community trusts around the country, as well as some of the key individuals associated to the projects, whether that be in a participating or coaching capacity. Following an application process open to all 72 EFL clubs, Blackburn Rovers, Portsmouth, Charlton Athletic, Bristol City, Derby County and Middlesbrough were all celebrated for their innovative and groundbreaking work across multiple areas over the past year. Chairman of the EFL, Ian Lenagan, praised the work currently being done at Club Trusts across all 72 clubs, saying: “It is a fitting environment for recognising excellence and we are here today to celebrate the outstanding work and impact that EFL clubs and their Trusts make on a daily basis, seven days a week, 365 days a year in communities nationwide.”

London pub, The Gun, have won the BT Sport Pub Cup beating reigning champions The Liver Vaults, of Liverpool, 5-3 on penalties after a 1-1 draw in normal time at Leicester City’s King Power Stadium in a hard-fought encounter. The victory sees the team, based in Hackney, who were managed on the day by former Foxes and Wales midfielder, Robbie Savage, win £5,000 worth of TV and entertainment equipment, and a year-long BT Sport subscription. Jamie McDonald, who scored the matchwinning goal for The Liver Vaults in last year’s Pub Cup final, opened the scoring for the Merseyside team to take the lead into halftime. After the break The Gun bagged an equaliser shortly after having a man sent off. Last year’s hero McDonald also saw red before the end of the 90 minutes and the contest was sent to penalties. The Hackney pub held their nerve, scoring all five of their spot kicks, to claim the 2018 title. BT Sport pundit Savage said: “At half-time

6 CLUB FOOTBALL

I told them to believe in themselves, that they were the better team in the first half, they just didn’t take their chances but we played the better football and were on top. “Going down to 10 men, they showed immense character, heart, desire to get back in the game and then win it on penalties. They showed great guts to step up and take a penalty, and I think on the night they deserved it.” Hartson, who was managing The Liver Vaults, said: “Sometimes you can underestimate Sunday league, grassroots, pub football but there are some players that only narrowly missed out on the professional level and still love the game and they take pride in winning still and keep themselves very fit. “It’s a great advert for all the pubs across the country and fair play to BT Sport Pub Cup for putting something like this on.” This year’s BT Sport Pub Cup saw 64 teams take part in regional heats at seven iconic football grounds in England and Scotland. The eight regional heat winners earned a

place in the semi-finals at the National Football Centre at St George’s Park where they were split into North and South divisions. All the teams who took part in the semifinals enjoyed a memorable day and were given a guided tour of the state-of-the-art centre where the England team assembled before the World Cup. As well as getting advice from Hartson and Savage, the players also had the chance to meet former England and Manchester United defender Rio Ferdinand. Rio recalled losing his first cup final as a United player and passed on this handy tip: “play the game, not the occasion.” Then the teams – in their respective North and South groups – played in 30minute matches in a round-robin format with The Gun going unbeaten in their three group games before beating Fiveways from Bournemouth. The Liver Vaults had a slightly trickier route to the final, finishing second in their semi-final group but winning their play-off against The Woodley Arms to progress.

New Budweiser campaign aims to ‘Light up the FIFA World Cup’

Palace offers most affordable matchday Football ticket company TicketGum.com has produced a study which shows how much it costs Premier League football supporters to experience a full matchday experience. The company calculated how long supporters in each of the 20 different towns and cities where the Premier League clubs are based would have to work in order to afford a full matchday experience, based on the average full-time weekly wage for the area (which was sourced from The Office of National Statistics). The researchers’ definition of a full matchday experience included the lowest price of a ticket together with the cost of a single fixture programme, tea, pie and the most popular piece of merchandise (an

official adult football shirt). The research revealed that Crystal Palace has the most affordable match day experience in the Premier League, as local supporters need to work just 4 hours and 22 minutes to entirely enjoy a home game at Selhurst Park. Despite having the most expensive season ticket prices in the country, Arsenal were rated second – as their supporters in Islington need to labour for 5 hours and 4 minutes to fully enjoy a day out at the Emirates Stadium. Meanwhile, fans in Manchester must work the longest amount of time to enjoy a full home match day at Manchester City’s Etihad Stadium (8 hours and 41 minutes).

Budweiser has launched its biggest ever global campaign ahead of the FIFA World Cup which kicks off in Russia on June 14. The campaign, titled ‘Light up the FIFA World Cup’ and, according to Budweiser, aims to “encapsulate the unparalleled euphoric energy of the world’s biggest sporting event”. Budweiser, the official beer sponsor of the World Cup for 32 years, is running the campaign in more than 50 countries, marking it the company’s biggest ever global activation. The campaign an advert showing drones carrying Budweiser from its Brewery in St. Louis, Missouri to World Cup fans in a variety of global locations, including Shanghaim, Rio de Janeiro and Moscow.

Budweiser has also produced millions of Red Light Cups to distribute to fans all over the world. The cups include a microphone and three LED lights. The microphone picks up changes in decibels and lights up accordingly. “Our campaign is the largest in our company's history, and it demonstrates how we are bringing together fans from around the world over beer and their shared passion for football,” said Miguel Patricio, CMO, Anheuser-Busch InBev. “Our campaign captures the celebratory, upbeat and premium experience of the Budweiser brand and fans will continue to see this come to life through our ongoing activations for the 2018 FIFA World Cup.”

Budweiser become the Official Beer of the England Football team with FA deal The Football Association (FA) has announced a new long-term partnership with Budweiser. As part of the new agreement, Budweiser will become the official beer partner of the England senior men’s team, Wembley Stadium, as well as renewing the current partnership with The Emirates FA Cup . The new deal begins from the start of the 2018/19 season and the FA says it will allow the organisation to make investments back into every level of English football and further support grassroots initiatives throughout the country. As part of the agreement, Budweiser will continue to play an active role in investing in grassroots and elite level initiatives. Since 2012 Budweiser has invested over £1.3m directly into English football, through initiatives such as the Budweiser Club Futures programme, which makes an annual grant to a grassroots football club competing in The Emirates FA Cup.

In addition, the new deal with AB InBev, Budweiser’s parent company, will include a significant investment to upgrade the fan experience at Wembley Stadium, bringing a new experience to the pouring and purchasing process. There will also be a wide range of AB InBev’s premium brands to choose from on event days at Wembley Stadium. Mark Bullingham, FA commercial & marketing director, said: “Budweiser has been a great long-term partner across many different parts of football, so we’re delighted with this new, bigger partnership that will take support for the game and entertainment for the fans to the next level. “This is the largest official beer partnership deal that the FA has ever done, which allows us to continue to invest in all areas of the game. On top of that, Budweiser’s commitment to activate the partnership in new and exciting ways will be brilliant for fans.” CLUB FOOTBALL 7

CLUB NEWS

Clubnews

8 CLUB FOOTBALL

Club Football takes a whirlwind tour of clubs around the county in the fastest way possible â&#x20AC;&#x201C; by social media.

Share your news and links with us at info@clubmirror.com. Follow sister title at twitter.com/Sports4Bars and don't forget to enter the Social Media Awards. See pages 64-65 in this issue. CLUB FOOTBALL 9

WORLD CUP 2018

Stars set to shine Club Football picks out several Premier League stars whose form will be crucial to their respective teams’ chances of winning football’s greatest prize, the World Cup, in Russia. JOHN STONES (ENGLAND) It’s clear that England will need to have a rock-solid defence throughout the World Cup if they are to have any chance of challenging for the title and in Mancester City centre back John Stones they have a class operator at the back. The 23 year old has certainly been a key man for City during their Premier League title-winning season and has served his apprenticeship in the England youth set-up, having been capped at under-19, under-20 and under-21 levels before becoming a non-playing member of England's UEFA Euro 2016 squad. Despite the lack of time on the field four years ago, the Euro experience will stand Stones in good stead in terms of the environment of a major tournament as he is propelled into the starting line-up in Russia. Stones’ game has come on in leaps and bounds under the watchful eye of City manager Pep Guardiola and he is now being talked of as a ball-playing central defender in the mould of England and Manchester United Rio Ferdinand – not a bad player to be compared to in terms of his influence on matches.

MOHAMED SALAH (EGYPT) Salah has been simply outstanding for Liverpool this season, his goal-scoring exploits firing the team into the final of the UEFA Champions League and towards the top of the Premier League table. Having set a new record for goals scored in a Premier League season, Salah has the chance to inspire Egypt during the World Cup as they attempt to navigate a tricky path through Group A where they face hosts Russia, Saudi Arabia and Uruguay. He is already a national hero in his native land, having played a major role during Egypt’s qualification campaign, helping them to reach the World Cup finals for the first time in nearly three decades. Following his successful penalty in the 95th minute of the crucial tie against Congo back in October 2017, a score which won the game 2-1 and booked Egypt’s passage to Russia, Salah will be a key man for the Pharaohs as they dream of making it past the group stages. Egypt play Russia in Moscow in the opening fixture and their fans will be hoping that Salah has recovered fully from the shoulder injury he sustained in the Champions League Final.

12 CLUB FOOTBALL

DAVID DE GEA (SPAIN) Regarded by many in the know as the top goalkeeper in the world on current form, the Manchester United man has exacting standards and is obsessive about honing his skills in front of the net. Named United’s ‘Player of the Year’ for the fourth time a few weeks ago, De Gea has made it clear that he is unimpressed with his team finishing in second place in the 2017/18 Premier League season and that winning mindset is sure to be to the fore in Russia as he lines up for Spain. La Furia Roja were imperious during the 2010 World Cup, winning the title in style, but underwent a major slump before the next World Cup, which saw the reigning champions crashing out of Brazil 2014 at the group stage. They were also knocked out of the European Championships at the Round of 16 stage two years ago. But under manager Julen Lopetegui the team has reclaimed some of its previous aura and go to Russia on excellent form. De Gea’s huge frame and lightning reflexes are sure to be major obstacles for their opponents.

KEVIN DE BRUYNE (BELGIUM) Fresh from lifting the Premier League trophy with Manchester City, De Bruyne sets his sights on an even greater prize as he links up with Belgium in Russia. The Belgians face their crunch match in Group G on June 28 when they face England in Kaliningrad and De Bruyne will certainly have plenty of insights into the England team, with several of his team-mates in the opposition squad as well as players from other clubs he will have faced several times during his time in the Premier League. Certainly, De Bruyne is on the record as having high hopes for Belgium during the World Cup and he believes that the current squad is one of the strongest ever assembled by his nation with the likes of Eden Hazard and Romelu Lukaku in top form for their clubs. The 26 year old midfielder has been on the international scene since 2010 and was part of the squad which reached the quarter-finals of the 2014 World Cup and European Championships in 2016. Now, with several of his highly experience international team-mates at their physical peak, De Bruyne will be looking beyond the last eight and focusing on winning the title for the first time in their history.

CLUB FOOTBALL 13

WORLD CUP 2018 PAUL POGBA (FRANCE) The Manchester United midfielder was crowned the outstanding young player at the 2014 World Cup and four years later is likely to show his skills once again for Les Bleus. A controversial figure at Old Trafford, Pogba clearly possesses a dazzling array of skills but somehow has not earned the trust of manager Jose Mourinho with the result that he has spent rather longer on the bench than he would have liked, having to come into games in the latter stages. But Pogba has still managed to steal some of the limelight durint his cameos for United, not least in the Manchester derby clash against City in April when he scored two goals to win the game for United. He is likely to feature in the starting line-iup during the World Cup with Didier Deschamps regarding the Paris-born 25 year old as integral to his team. Pogba captained France to victory at the 2013 FIFA U20 World Cup and made his full international debut later that same year in a 3-1 win over Georgia before going on to star in France’s World Cup campaign which saw them reach the quarter-final. He was also in excellent form in 2016 during the European Championships as France went all the way to the final before losing to Portugal in extra time.

CHRISTIAN ERIKSEN (DENMARK) While Tottenham’s challenge for the Premier League title faded well before the end of the season, the North Londoners have secured Champions League football for the third successive season and can look towards next season with a huge amount of optimism. While star man Harry Kane has been the focus of most pundits and newspaper columnists, one of the heroes of the season for Spurs has been Denmark’s Christian Eriksen. The midfielder has been a real class act for his team once again in 2017/18, having been voted Spurs’ ‘Player of the Season’ twice in the past five years. Now he turns his attentions to the international game where he has looked increasingly comfortable since his debut as a teenager in February 2010 and played in the World Cup later that year. Eriksen was a key figure during Denmark’s 2018 World Cup qualifying campaign, scoring eight goals as his team headed to the play-offs for a head-to-head against the Republic of Ireland. Having drawn 0-0 in the home leg, Denmark travelled to Dublin in trepidation for the second leg but turned in a red-hot performance at the Aviva Stadium, beating the home side 5-1 with Eriksen scoring a hat-trick to book a place in Russia. With the likes of Barcelona and Real Madrid showing interest in the 26 year old, can he produce more top-drawer football in the most high-profile shop window there is?

14 CLUB FOOTBALL

Feel the Fury on BT Sport

Tyson Furyâ&#x20AC;&#x2122;s comeback ght on June 9th is only on BT Sport with more top ghters exclusively live from the Autumn.

Search BT Sport Boxing

DANIEL

DUBOIS

Be There

BILLY JOE

SAUNDERS

CARL

FRAMPTON

JOSH

WARRINGTON

TYSON

FURY

Tyson Fury will ght exclusively live on BT Sport on June 9th. Other ghters listed will be available to both BT Sport and Boxnation customers until 01/10/18, after which they will be exclusively live on BT Sport. All ght information is subject to change.

BUILDING THE BUSINESS – WORLD CUP SPECIAL

FIFA World Cup 2018 guide As 32 teams prepare to tread Russian turf, Club Football offers up a guide to the fixtures and ideas on how to make the most of the ever spectacular FIFA World Cup 2018.

lubs around the country are preparing to join in the excitement as the whistle blows for the start of FIFA World Cup 2018 Of course competition for the World Cup leisure pound will be fierce as clubs and pubs set out to become the venue of choice from which to cheer our lads on to victory – although with odds starting at 14/1 we may need to shout louder than our Brazilian or German counterparts. Like the Olympics, the World Cup attracts more than just hardcore football fans, and presents an excellent opportunity to pull in members across the board. So while tapping into this ready-made audience is something all clubs will be doing year in year out,

40 Tournament schedule Who’s playing, where and when. 42 Top Tips Ideas to make this the most successful tournament to date. 44 Kick off in style Fuelling the footie frenzie with a barbecue bonanza.

when opportunity knocks on the club door it’s worth double checking that everyone’s geared up to fling the door open wide in welcome. Have a good tournament!

What the Bookies say Can Germany make this their fifth win to equal Brazil’s record? Or will Brazil, the most successful team in World Cup history, lift the trophy for a sixth time? The bookies universally agree that the ultimate battle for the trophy lies between Germany and Brazil. But could France, Spain or Argentina rock the boat?

Germany

9/2

Sweden

150/1

80/1

100/1 100/1 100/1 100/1

Brazil

4/1

9/2

5/1

9/2

5/1

9/2

5/1

Senegal

200/1

150/1

125/1

125/1 125/1 150/1 150/1 150/1

France

6/1

11/2

Nigeria

200/1

150/1

200/1

150/1 150/1 150/1 200/1 200/1

Spain

7/1

13/2

7/1

6/1

13/2

7/1

Serbia

200/1

100/1

150/1

125/1 150/1 150/1 125/1 150/1

Argentina

9/1

8/1

9/1

15/2

9/1

Iceland

200/1

200/1 150/1

175/1 100/1 200/1 125/1 250/1

Belgium

11/1

10/1

12/1

10/1

12/1

11/1

12/1

Peru

200/1

200/1 125/1

125/1 125/1 150/1 200/1 250/1

England

18/1

16/1

14/1

16/1

Egypt

150/1

250/1

275/1 250/1 150/1 125/1 250/1

Portugal

25/1

20/1

22/1

28/1

22/1

25/1

Japan

300/1

200/1 250/1

250/1 250/1 300/1 200/1 200/1

Uruguay

33/1

25/1

28/1

33/1

25/1

28/1

25/1

Costa Rica

500/1

400/1 250/1

425/1 300/1 400/1 250/1 500/1

Croatia

33/1

28/1

40/1

33/1

40/1

33/1

40/1

Morocco

500/1

500/1 500/1

325/1 400/1 500/1 250/1 500/1

Russia

40/1

33/1

40/1

33/1

Australia

300/1

500/1 250/1

275/1 300/1 300/1 500/1 500/1

Colombia

40/1

28/1

33/1

30/1

28/1

33/1

40/1

Iran

500/1

500/1 500/1

425/1 750/1 350/1 500/1 500/1

Poland

50/1

40/1

50/1

40/1

33/1

50/1

South Korea

750/1

400/1 500/1

500/1 500/1 500/1 250/1 500/1

Denmark

100/1

80/1

100/1 80/1

80/1

Tunisia

750/1

500/1 500/1

500/1 750/1 500/1 500/1 500/1

Switzerland

100/1

80/1

66/1

70/1

80/1

66/1

80/1

Panama

1000/1 1000/1 1000/1 500/1 1000/1 1000/1 1000/1 1500/1

Mexico

100/1

80/1

100/1 100/1 80/1

66/1

80/1

Saudi Arabia

1000/1 1000/1 1000/1 1000/1 1000/1 1000/1 1000/1 1500/1

Figures courtesy of justbookies.com. Correct at time of writing. CLUB FOOTBALL 17

BUILDING THE BUSINESS – WORLD CUP SPECIAL

The FIFA 2018 World Cup fixtures Your ultimate schedule of all the tournament’s matches.

SCORES

GROUP A

SCORES

GROUP D

14 June – 16:00

Russia v Saudi Arabia

16 June – 14:00

Argentina v Iceland

15 June – 13:00

Egypt v Uruguay

16 June – 20:00

Croatia v Nigeria

19 June – 19:00

Russia v Egypt

21 June – 19:00

Argentina v Croatia

20 June – 16:00

Uruguay v Saudi Arabia

22 June – 16:00

Nigeria v Iceland

25 June – 15:00

Uruguay v Russia

26 June – 19:00

Iceland v Croatia

25 June – 15:00

Saudi Arabia v Egypt

26 June – 19:00

Nigeria v Argentina

GROUP B

SCORES

GROUP E

15 June – 16:00

Morocco v Iran

17 June – 13:00

Costa Rica v Serbia

15 June – 19:00

Portugal v Spain

17 June – 19:00

Brazil v Switzerland

20 June – 13:00

Portugal v Morocco

22 June – 13:00

Brazil v Costa Rica

20 June – 19:00

Iran v Spain

22 June – 19:00

Serbia v Switzerland

25 June – 19:00

Spain v Morocco

27 June – 19:00

Serbia v Brazil

25 June – 19:00

Iran v Portugal

27 June – 19:00

Switzerland v Costa Rica

GROUP C

SCORES

GROUP F

SCORES

16 June – 11:00

France v Australia

17 June – 16:00

Germany v Mexico

16 June – 17:00

Peru v Denmark

18 June – 13:00

Sweden v South Korea

21 June – 13:00

France v Peru

23 June – 16:00

Germany v Sweden

21 June – 16:00

Denmark v Australia

23 June – 19:00

South Korea v Mexico

26 June – 15:00

Denmark v France

27 June – 15:00

Mexico v Sweden

26 June – 15:00

Australia v Peru

27 June – 15:00

South Korea v Germany

Times may be subject to change 18 CLUB FOOTBALL

LAST SIXTEEN

SCORES

30 June – 15:00 Winner Group C v Runner-up Group D (1) 30 June – 19:00 Winner Group A v Runner-up Group B (2) 01 July – 15:00 Winner Group B v Runner-up Group A (3) 01 July – 19:00 Winner Group D v Runner-up Group C (4) 02 July – 15:00 Winner Group E v Runner-up Group F (5) 02 July – 19:00 Winner Group G v Runner-up Group H (6) 03 July – 15:00 Winner Group F v Runner-up Group E (7) 03 July – 15:00 Winner Group H v Runner-up Group G (8)

GROUP G 18 June – 16:00

SCORES QUARTER-FINALS

Belgium v Panama

SCORES

06 July – 15:00 Winner (1) v Winner (2) 18 June – 19:00

Tunisia v England

23 June – 13:00

Belgium v Tunisia

24 June – 13:00

England v Panama

(A) 06 July – 19:00 Winner (5) v Winner (6) (B) 07 July – 15:00 Winner (7) v Winner (8)

28 June – 19:00

England v Belgium

28 June – 19:00

Panama v Tunisia

SCORES

GROUP H

SEMI-FINALS

SCORES

10 July – 19:00 Winner (A) v Winner (B) 19 June – 13:00

Poland v Senegal

19 June – 16:00

Colombia v Japan

24 June – 16:00

Japan v Senegal

24 June – 19:00

Poland v Colombia

(1) 11 July – 19:00

Winner (C) v Winner (D) (2)

THIRD-PLACE MATCH

SCORE

14 July – 15:00 Loser (1) v Loser (2) 28 June – 15:00

Senegal v Colombia

28 June – 15:00

Japan v Poland

FINAL

SCORE

15 July – 16:00 Winner (1) v Winner (2)

CLUB FOOTBALL 19

BUILDING THE BUSINESS – WORLD CUP SPECIAL

Marketing matters – attracting the crowds The world’s elite footballers are gearing up to begin their battle in earnest next month as the magnificent FIFA World Cup beckons. But the tussle on the pitch will be nothing compared to the struggle off it, as thousands of licensed premises compete for the hearts, minds and wallets of fans country-wide. Marketing matters Clearly communicate the date and start times. Place banners, signs and posters at strategic points around the club, and make use of materials available from suppliers.

Guest players Don’t forget to bring the word-ofmouth tactic into play. Ask members to spread the word, and invite them to draw in guests for the activities.

Hi tech, hi performance The quality of screens should rank highly on any check list. Funds permitting, now could be the time to invest in a new system Or consider screening sports alfresco on allweather screens to recreate an on-the-terraces atmosphere.

ajor sporting events present exciting opportunities for clubs to draw in nonregulars, lapsed members and guests. Sports clubs, quite naturally, have the advantage, as members are already conditioned to their visits having a sporting bent. But the World Cup always presents clubs with a sporting chance to score heavily on the bottom line. Customers are confronted daily with offers and deals at their local pubs and bars, so promotions centred around subsidised drinks prices are not enough. Your proposition must match or better those from the Wetherspoons of this world, so play on the other factors which can provide the competitive edge – a safe, members-and-guests-only environment and a raft of add-ons to enhance the viewing experience. And get in there first! World Cup matches are being shown on terrestrial TV, so clubs are fighting to prize members from the comfort of their sofas, supermarket pint in one hand, home-delivered pizza in the other. Making the most of promotional packs from suppliers can help reduce costs here. The following tips provide a pre-match checklist for an action packed World Cup 2018.

20 CLUB FOOTBALL

Dressing the bar With the plethora of bunting, banners and POS material available from suppliers surrounding various sporting events, clubs can dress the bar – and bar staff –to reflect the excitement of the matches.

Food glorious food Providing snacks before kick off, at half time and during the last quarter of the game will keep spectators’ stomachs replete. They’re then more likely to stay for the classic postmatch activities – bemoaning the standard of linesmen (we lost) or celebrating the insightful referee (we won).

All bar none Suppliers have been working hard to maximise the consumer spend during this iconic tournament; enlist their support. Obvious advice, but category management is key. Move best sellers to the front of the fridge, and consider offering ‘all-in’ deals, such as jugs of beer, buy one get one free, free hot dog with every four pints and so on. Tactical top ups during the last 10 minutes of the game will help to keep members in the club longer. And don’t forget the soft drinks for

members who are driving, need to return to work in peak fitness, or who simply prefer them. Speedy service No one wants to miss the action while they queue at a busy bar for the next round. Table service can help here if you have the staff to spare. Or take a tip from theatre land and invite members to preorder before the action starts. Look at spill-free trays, four pint jugs and bottle-seller bags to speed up service.

The team Staff on the ball? Bring them on side and brief them thoroughly. What’s being screened and when? Who’s going through to the next round? How about providing footballrelated questions to ask members as they buy a round. Get it right and members get a free packet of crisps (or similar).

Competitions Quizzes will separate the men from the boys, and – if you want to go there – check out who really understands the off-side rule.

Post match magic Don’t let the final whistle herald the end of the event. Having worked to build the atmosphere, keep it going once the screen is turned off. Run a question and answer session on the game just witnessed, vote on whether England’s winning goal (here’s hoping) really did cross the line, or maybe host a football-themed barbecue, opening up the event to families and youngsters who want to join in the atmosphere.

And finally... HAVE FUN! It may seem an obvious point, but screening such a huge event can be a stressful and daunting task. Just remind yourself and your team that having fun is an important part of the tournament. And when we prove victorious – aim high! – you’re entitled to celebrate too.

Dual Purpose Screens Perfect For The World Cup • Show the big game • Promote your products & increase sales • Inform members of events • Cover costs selling advertising space • Philips screens from 40” to 96” • Multiple packages available

Packages from £14 pw Contact us today for more information Call: 0333 577 1914 Email: enquire@adgentv.com Visit: www.adgentv.com Scan the QR Code to find out more

BUILDING THE BUSINESS – WORLD CUP SPECIAL

Sizzling sausages – it’s a flaming footie feast As action on the pitch heats up, it’s time to turn up the heat back home. Yep, it’s barbie time. Give your goal-mad members a grilling this summer with the hottest barbecue in town.

hatever the weather in Russia, the UK will be crossing fingers for a warm enough spell in which to serve up a barbie football feast, providing an easy-to-serve and easy-to-eat solution to keep hungry fans at the club. Sizzling success From hot dogs and burger to ribs and steaks, keeping the barbecue menu short will help club cooks focus on producing fewer things better. It will also minimise wastage. Time and inclination permitting, of course, you can add any amount of interesting accompaniments, such as colourful salads, curly fries

22 CLUB FOOTBALL

and roast potatoes, all of which can be prepared in a conventional kitchen. Aim for high quality cuts of meat where possible – perhaps locally sourced. And remember to plan the menu around your equipment, as well as your footie foodies. Keeping it safe Thoroughly cooked, safe food means that the temperature must be spot on. Light charcoal barbecues well in advance, and wait until the charcoal is glowing red with a grey, ‘powdery’ surface. For another check on the cooking temperature, hold your hand

about six inches from its surface. If you can keep it there for over five or six minutes the barbecue isn’t ready for grilling, while at four/five minutes it’s reasonably hot, three minutes reasonably hot and two minutes the temperature is very hot. Flaming good show If you want to add a little drama to the event, you can increase the smoke level by throwing wet wood chips on charcoal barbecues. Grill-lines add a professional touch. Place meat across the grill bars at the highest heat possible, and then turn it (same side) at rightangles – lengthwise to the grill bars – for the ‘cross

KEEPING IT SAFE THE DOs AND DON’Ts

hatch’ effect. Repeat on the other side. Return to normal cooking heat once the effect has been achieved. Maximum flavour Marinating meats pre cooking will infuse flavour throughout the food while also helping to retain moisture when cooking, protecting the food from intense heat without slowing the cooking process. Food can be marinated overnight, or for a more immediate solution, place the marinade and meat, fish or poultry together in a plastic bag before sealing. Massage in the marinade for a few minutes and place in the coldest part of the fridge for around 30 minutes.

Meaty matters Cuts of meat: good cuts for barbecues include rib steaks, T-bone steaks, pork cutlets and entrecote, lamb chops and noisettes of lamb. If you plan to use marinades, it’s worth noting that white meat absorbs marinades quickly and cooks rapidly. For lamb, consider marinating a whole rack of lamb, and then cook it before slicing into cutlets. Fish is another great ally of the barbecue. You can create colourful kebabs, alternating chunks of meaty, firm-fleshed fish such as salmon or monkfish. Equally, you can cook them whole, in fillets or in large chunks.

The dos • Do wash your hands thoroughly before and after preparing food, particularly after touching raw meat/poultry/fish. • Do ensure that frozen meat is completely defrosted before barbecuing so it cooks evenly. • Do cook all food thoroughly. Cut open burgers, sausages and chicken to check that they have been cooked through. • Do save cooking time by part-cooking poultry in the kitchen, keep it chilled, and then finish it off on the barbecue. • Do ensure that the grill is lit immediately when using gas. If the grill fails to light initially, turn off gas and leave for a few minutes before retrying. • Do have a fire blanket/ water spray handy for charcoal barbecues. • Do store gas canisters safely and according to manufacturers’ instructions. • Do ensure the charcoal is cold and/or the gas securely turned off or disconnected before leaving. And the don’ts • Do not keep left over barbecued food for more than an hour in hot weather. • Do not let children and animals anywhere near the barbecue. • Do not use anything other than proper barbecue lighter fuel to light a charcoal barbecue. Never use petrol or other inflammable liquids; the flame can travel up the liquid and set fire to you. • Do not allow raw and cooked meats/poultry/ fish to come into contact (as with normal good kitchen practise). Keep vegetables and salads separate from the meats/poultry/fish. • Do not position the barbecue near fences, hedges etc or on uneven ground. • Do not part-cook food on the barbecue and finish off later.

AVERAGE COOKING TIMES These timings are for guidance only. They will change according to the type and heat of your equipment. • Burgers – 5 minutes each side • Sausages – 5 minutes each side • Steak – 5-6 minutes each side • Kebabs – average 6-8 minutes (depending on content) • Pork Chops – 8 minutes each side (marinated in satay) • Gammon – 8 minutes each side (lightly brushed with clear honey and sprinkled with brown sugar) • Fish Steaks – 5-6 minutes each side (brushed with butter) off later.

CLUB FOOTBALL 23

PREMIER LEAGUE

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Manchester City clinched the Premier League title in April, finsihing the season on 100 points, some 19 ahead of their nearest rivals

CLUB FOOTBALL 25

THE EMIRATES FA CUP

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Chelsea beat Manchester United 1-0 in the Emirates FA Cup Final at Wembley on May 19. Eden Hazard scored the penalty which clinched the trophy for the Blues

CLUB FOOTBALL 27

UEFA CHAMPIONS LEAGUE

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The UEFA Champions League Final in Kiev was a fantastic spectacle as Real Madrid beat Liverpool 3-1. Gareth Bale was named Man of the Match after his stunning two-goal contribution from the bench

CLUB FOOTBALL 29

CLUB AWARDS

Time to shine 2 0 1 8

Enter the 2018 Club Awards

The Club Awards recognise the commitment of clubs, committees and individuals who work to ensure a healthy future for their clubs. Could this be your year? It’s time to find out. Deadline – June 30, 2018.

f you haven’t entered the Club Awards before, then make sure 2018 is the year that you do. From football clubs to rugby clubs and from social clubs to political clubs, and everything in between, we look forward to your entry, both old friends and new. The Club Awards Gala Dinner celebrates clubs across the UK and provides the perfect opportunity to meet up with fellow clubs to share ideas and issues while having a lot of fun along the way.

JOIN THE JOURNEY – WHY ENTER? Clubs use their success to: • Raise the club’s profile. • Gain coverage in the local press and media. • Encourage new members. • Thank existing members for their support. • Show that the club is spending members’ money for their benefit. • Celebrate clubland in all its forms with fellow clubs from across the country.

IT COULD BE YOU So, do you think you could be a finalist? Do you have what it takes to beat the best and stand out from the rest? Time to find out. HOW TO ENTER There are two ways to enter the 2018 Awards. 1. Fill in the form opposite and one of our judges will give you a call. 2. Request a self-entry form, complete it and return it to us via email or post. Alternatively, just email your preference to info@clubmirror.com and we'll take it from there. Simple as that. We look forward to your entry – good luck! DEADLINE – JUNE 30, 2018

30 CLUB FOOTBALL

HOW TO ENTER Please tick preferred option

n I would like one of the Club Awards judges to contact me to discuss the club. OR

n Please send me a self-entry form. Which categories would you like to be considered for? (Please tick as many/few boxes as you wish. The judges may also enter you in other categories which they believe you excel in.)

n Bar Manager/Bar Steward of the Year (Q)

n Green Club of the Year (AG)

n Bowls Club of the Year (S)

n Innovative Club of the Year (AI)

n Business Initiative of the Year (R) n CAMRA Club of the Year (T)

n Catering Club of the Year (U)

n Catering Club of the Year – Golf (V) n Charity Club of the Year (W) n Committee of the Year (X)

n Community Club of the Year (Y) n Cricket Club of the Year (Z) n Darts Club of the Year (AA)

n Entertainment Club of the Year (AB) n Family Club of the Year (AC)

n Football Club of the Year (AD)

n Grounds Team of the Year (AH)

n Manager/Secretary of the Year (AJ) n Marketing Club of the Year (AK)

n Membership Club of the Year (AL) n Racing Club of the Year (AM)

n Refurbishment Club of the Year (AN) n Rugby Club of the Year (AO)

n Sports Club of the Year (AP)

n Sports and Social Club of the Year (AQ) n Tennis Club of the Year (AR)

n Traditional Club of the Year (AS)

n Turnaround Club of the Year (AT)

n Golf Club of the Year – under £1m turnover (AE) n Website of the Year (AU) n Golf Club of the Year – over £1m turnover (AF)

n King of Clubs (AW)

Name:

____________________________________________________________

Job title:

____________________________________________________________

Club:

____________________________________________________________

Address:

____________________________________________________________ ____________________________________________________________

Postcode: ____________________________________________________________ Tel:

____________________________________________________________

Email:

____________________________________________________________

DEADLINE – JUNE 30, 2018 CONtACt thE CLUb AWARDs tEAm: bY POst: Club Awards, Alchemy Contract Publishing, Gainsborough House, 59-60 Thames Street, Windsor SL4 1TX ONLINE: www.clubmirror.com/Awards bY EmAIL: Email your details to info@clubmirror.com bY PhONE: Call in your details to 01753 272022 bY FAX: Fax this page to 01753 272021 OR UsE thIs QR CODE

CLUB FOOTBALL 31

CLUB AWARDS

The Club Awards are unique. Now in their 27th year, they are the only Awards for the Club Sector. Come and join us on November 29 at Doncaster Racecourse and enjoy an evening of fun and entertainment with clubs from across the country.

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JOIN US FOR THE CLUB EVENT OF THE YEAR The Club Awards Gala Dinner is now in its 27th year, well known for providing the perfect informative – and fun – way to network with suppliers and fellow clubs. Come and join us for a night of celebration and fun. Open to all clubs, this is the must-attend event of the year. Complete the form below, or email us on caroline@clubmirror.com

TICKET BOOKING FORM 2 0 1 8

29 November, 2018, Doncaster Racecourse

2 0 1 8

• Complimentary drinks reception

NAME: ________________________________________________________

• Three-course gala dinner

POSITION IN CLUB: ___________________________________________

• Entertainment with celebrity host

CLUB NAME AND ADDRESS: ____________________________________

• After dinner entertainment

______________________________________________________________

• Complimentary ticket to Doncaster Racecourse the following day for each guest

______________________________________________________________

Please note: Any clubs which go through to the finals will be offered two FREE tickets and the cost of these tickets will be refunded to the club.

n I would like _______ (STATE NUMBER) tickets @ £55 + VAT

n I would like ________ (STATE NUMBER) table/s for 10 @ £525 + (Total inc VAT: £66).

n I will/will not take up my free tickets for racing on 30 November. VAT (Total inc VAT: £630).

(One ticket per Awards/Gala Dinner guest.)

CONTACT TELEPHONE NUMBER: _____________________________ EMAIL ADDRESS: _______________________________________________ SEND COMPLETED FORM TO CLUB RUGBY: BOOK ONLINE: www.awards.clubmirror.com or use this QR code BY EMAIL: info@clubmirror.com BY POST: Club Awards, Alchemy Contract Publishing, Gainsborough House, 59-60 Thames Street, Windsor SL4 1TX BY FAX: 01753 272021 OR CALL: 01753 272022

CLUB FOOTBALL 33

CLUB AWARDS

Doncaster Racecourse gets ready for Club Awards EE RACEFR T I WORTH CKETS £16.50 All finali s

ts, winne guests w rs and ill be giv en FREE enjoy a tickets to day's ra cing on Novemb the day er 30, after the Club Aw Turn to p ards. age 30 for deta ils on how to e nter.

Following the success of last year’s event, the Club Awards return to Doncaster Racecourse on 29 November, 2018. And in celebration of Club Mirror’s 50th birthday, we are once again offering free racing on the following day. Are you ready to join us?

ll Club Awards finalists and Gala Dinner guests are invited to join us for an exciting day’s racing on Friday, November 30. “A spectacular and sociable day’s racing in November will be the perfect way to keep the Club Awards celebrations going,” says Karen Foreman from the events team. “The atmosphere will be electric and we’re delighted to have worked with the racecourse to secure free tickets for all of our Club Awards guests in our year of festivities." • To enter the Awards, turn to page 30.

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TICKET BOOKING FORM 2 0 1 8

29 November, 2018, Doncaster Racecourse

2 0 1 8

• Complimentary drinks reception

NAME: ________________________________________________________

• Three-course gala dinner

POSITION IN CLUB: ___________________________________________

• Entertainment with celebrity host

CLUB NAME AND ADDRESS: ____________________________________

• After dinner entertainment

______________________________________________________________

• Complimentary ticket to Doncaster Racecourse the following day for each guest

______________________________________________________________

Please note: Any clubs which go through to the finals will be offered two FREE tickets and the cost of these tickets will be refunded to the club.

n I would like _______ (STATE NUMBER) tickets @ £55 + VAT

n I would like ________ (STATE NUMBER) table/s for 10 @ £525 + (Total inc VAT: £66).

n I will/will not take up my free tickets for racing on 30 November. VAT (Total inc VAT: £630).

(One ticket per Awards/Gala Dinner guest.)

CLUB FOOTBALL 37

BT SPORT PUB CUP

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The Gun in Hackney won the BT Sport Pub Cup in June, beating holders The Liver Vaults of Liverpool 5-3 on penalties after a 1-1 draw in normal time at Leicester Cityâ&#x20AC;&#x2122;s King Power Stadium

CLUB FOOTBALL 39

The top performer in the top 20 cask ales *

*Based on volume percentage growth, CGA OPMS Data 04 Novâ&#x20AC;&#x2122; 17

Consistent growth in volume

rate of sale and permanency

Sold OVER

14 million pints in the past year

CLUB FOOTBALL 2018 BRANDS REPORT

Brands Report 2018 For the fifth year running Club Football and CGA Strategy are publishing the Club Football 2018 Club Brands Report, where we exclusively reveal the Top 10 club brands in six categories. The annual report identifies which are the club stalwarts, which are the new favourites and which are earning their place on the club bar.

verall, there are more than 2,500 identifiable clubs across Great Britain representing 20% of all licensed premises. This is the third biggest grouping in the on trade. In terms of drinks volumes the club sector is at 17% of drinks volume sales, making it the third biggest sector, helping to underline its continuing importance in broader terms. The club market continues to see change. Much has been reported on the Pubs, Hotels and Restaurants sectors, but the world of clubs is no different in its transformation. There is much activity and exemplary quality offerings for on trade customers with the quality of clubs rising continually as exemplified at the 2017 Club Awards. The future of the club sector remains bright, there is much ongoing activity to improve the quality, support the market, and extend the offer and appeal of clubs to the most important element of all – the consumer.

“

Clubs across Great Britain represents 20% of all licensed premises. This is the third biggest grouping in the on trade. In terms of drinks volumes the club sector is responsible for 17% of drinks volume sales, making it the third biggest sector.

”

Battle of the Brands Top 10 club spirits brands Top club packaged RTDs Top club packaged ciders Top club packaged world lagers

26 28 30 30

Top club packaged standard lagers Top club packaged stout Top club packaged ales Top 10 club cask and kegs

30 30 30 32

Top club draught lagers Top club draught ciders Top club still wine brand Top club soft drinks

34 34 36 36

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CLUB FOOTBALL 2018 BRANDS REPORT

Battle ofthe brands Clubs are now the third biggest sector in the on trade, representing 20% of all licensed premises and 17% of volume sales. The role that brands play at the club bar is a huge factor in this. Matt Eley reports.

he battle for the leisure pound is well documented. But what’s not so well documented is what a good job clubs are doing in the fight. Nevertheless the challenges are all too apparent to clubs. And they’re clearly rising to this, providing more and more reasons for members to visit their club – an essential now, given statistics from ONS (May 2017) that one in five UK adults state that they no longer drink any alcohol at all. Those that do, are doing so in greater moderation with more emphasis being placed on quality than volume, according to the same source. In many instances the brands that are adapting to this changing market and providing support to their customers are the ones that continue to perform well. At the club bar, however, club stalwarts remain an essential key to success, all supported by innovation and new serves. Beer If you lived your life on social media and never actually entered a club or a wet-led bar you’d be forgiven for thinking that craft beer was all that existed in this country. It continues to dominate beer conversations and news articles and has been largely responsible for reinvigorating the category. However, craft remains the cool kid in the corner and is still comfortably outnumbered by mainstream products. Jerry Shedden, Category and Trade Marketing Director at brand owner Heineken UK, says: “There’s no doubt that the British beer scene is more exciting than ever before with more choice than ever, but it’s really important to keep perspective on those beers that are loved by millions. “If craft beer was grouped together as one brand, John Smith’s would still be bigger – it’s the number one ale brand in the UK.” And it remains the number one cask or keg beer in the Club Mirror 2018 Brands Report, leading the way from other perennial favourites such as Guinness, Worthington’s and Tetley’s. Customer loyalty is a key factor here, and according to Shedden, when John Smith’s is removed from the bar, total draught sales drop by 20 per cent. Loyalty is a two-way-street and John Smith’s has supported the sector with campaigns such as the Paddy McGuinness-fronted Only Ordinary by Name, which searched for pubs and clubs with amazing stories. Venues are also supplied with quiz and darts kits to help drive trade, along with a customer loyalty scheme to rival anything the coffee shop up the road might be doing. It is the traditional brands that dominate in lager as well, with Carling leading the way from Foster’s,

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John Smith’s remains a stalwart at the club bar. Carlsberg and Stella, on draught. One significant mover on the bar is Marston’s Pedigree, which has jumped a couple of positions in this year’s report. It is up in both keg and cask formats with a rebrand giving Marston’s a good opportunity to discuss the beer with customers. Thom Winter, Marston’s category manager for the on-trade, explains that cask can be viewed as the craft beer of clubland. He says: “Cask is down in clubs in terms of volume, -2.4 per cent, however

value is up +3.3 per cent, which is impressive in comparison to the rest of the GB Market. Where craft is considered to be predominantly keg in town centre/city centre bars, the flavour profile and pour of cask suits the drinker more in clubs and is largely considered as their craft beer offer, so the challenge should be seen more as potential, as all drinkers now seek better, more premium products.” Keeping cask in prime condition is essential to its success but so too is providing options for customers.

With an ever expanding portfolio, Pedigree is still top of the Marston’s tree when it comes to clubs.

Premium and super premium spirits are seeing a rise in popularity. Thom adds: “Range is one of the most important aspects of a venue and will help recruit new members. Providing a breadth of beer categories rather than a depth of one specific category is the easiest way to get more value through each tap.” Cider If you compare cider to beer you can swap the term ‘craft’ for ‘flavoured’ and see clear parallels. Yes, fruit variants in both bottle and draft are driving growth in the category but mainstays still provide the bulk of the volume. One significant difference between cider and beer is that there is growth in the on-trade, whereas in beer, the growth in the overall category is underpinned by strength in the off-trade. Strongbow is the dominant performer, with Original the number one brand in clubs. Dark Fruit is at number three – impressive considering it was only launched in the on-trade four years ago. Jerry Shedden explains: “Although flavoured cider continues to drive the draught cider market, apple still continues to lead the charge in terms of volume. Club owners should therefore remember that although consumers want to try new flavours, they don’t want to be challenged every time they go for a drink.” The loyalty to Strongbow is similar to that seen with John Smith’s and Carling. It is trusted as a product and a brand. This is backed up by support such as SmartDispense which sees Heineken provide help around temperature, glassware and the perfect pour. Another good summer will no doubt return more

impressive numbers for cider, which saw 14m extra pints sold in the last 12 months RTDs The balance of power has shifted in RTDS, with VK climbing above the long-time category leader WKD. Jen Draper, head of marketing at Global Brands, puts the success of VK down to providing value and support to customers as well as investing in the future of a category that has been in decline. “We try to be as bespoke as we can and we try to deliver brand messages that can be delivered in different ways in different environments. What we do in the late-night environment doesn’t necessarily translate to a circuit bar or social club,” she says. And it isn’t just VK. Jen says the sector is brimming with innovation. “RTDs had become a bit of a dirty word. What we are trying to do as a company is get people to think differently about RTDs, in terms of both trade and consumers. Cocktails in cans are RTDs. We have a premium G&T in a can with Franklin & Sons and Portobello Road, we have the All Shook Up espresso martini. “We have the Crooked Brew Company which is 100 per cent natural flavours and colourings. It’s not as sweet but it is craft soda within RTDs.” Spirits and Soft Drinks ‘Not as sweet’ is also a key phrase for soft drinks with the sugar tax and consumer demand leading to recipe changes at companies such as Coca-Cola European Partner (CCEP) and Britvic. The former alone has reformulated or introduced 32 lower-sugar drinks since 2005.

It is a sector in growth and one that is of increasing importance to clubs. But once again, while the shift is evident, the number one brand remains a classic. Amy Burgess, Trade Communications Manager at CCEP, says: “For all consumers, choice is key, and licensees should look to stock a variety of options, whilst offering lighter variants of their best-selling drinks where possible. Cola remains the biggest seller, with more than half the share of the market and the Coca-Cola portfolio continues to be Britain’s biggest soft drinks brand in the GB on-trade.” She adds that clubs should also think about different drinks for different occasions. “What a consumer wants to drink on a Saturday night is very different to someone visiting an outlet at 11.30am on a weekday to catch up on emails,” she says. “As such, ensuring a quality experience for soft drinks as well as alcohol is critical so that they don’t miss out in what is an extremely competitive landscape for day-time, out-of-home moments.” Premium serves are another way for owners to increase returns, evidenced by the variety of mixers now available in the market. This has helped the spirits sector, where Diageo dominates with brands such as Smirnoff Red, Gordon’s and Captain Morgan leading the way. “Premium and super premium spirits are seeing a rise in popularity with tipples such as gin, dark rum and vodka the front runners of the trend. This has influenced the mixer market with people looking for premium products to pair with their favourite spirits,” says Amy.

CLUB FOOTBALL 43

CLUB FOOTBALL 2018 BRANDS REPORT

Top10clubspiritsbrands

There are few better ways to lift the spirits of bartenders and members alike than to have a robust and diverse range on the back bar. And the club market is no exception to this.

ith the range of spirit-based trends we are seeing in the wider market, not least the Gin Revolution and growing Cocktail Culture, any stockist can seek to capitalise on these by ensuring the right range of spirits. An increasingly competitive market means continuing to appeal to customers and recruiting new ones is becoming more challenging by the day. That means that the range at the bar becomes ever more important. Whether this is done by stocking a premium gin or two, offering a single malt as a trade-up to the staple blended whisky, or maybe getting in that bottle of Sambuca, clubs can feel the benefit of offering a good spirits range.

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#1 Smirnoff Red

ABV: 37.5% Diageo GB

#2 Famous Grouse

Still the largest of the spirits categories, the stalwart and versatile spirit of Vodka is a staple component of any back bar. Unsurprisingly, the goliath of Smirnoff Red leads the charge in both vodka and spirits in clubs.

#3 Gordon’s

ABV: 37.5% Diageo GB

With Premiumisation shaping the market, many would have thought Blended Whisky to be a category under threat, The Famous Grouse maintains its position as the number one whisky in clubs, however. This ever popular brand is undoubtedly an expedient addition to the bar.

#4 Bell’s

With Gin the hottest topic in the trade among spirits categories, it is not a shock to see the category leader feature in any key brands list. With additional expressions like Gordon’s Pink Gin and Gordon’s Sloe Gin also gaining traction in the market, it remains by far the leading brand in this exciting and bourgeoning category.

#5 Captain Morgan Spiced Rum

ABV:35% Diageo GB

ABV: 40% Maxxium

#6 Bacardi Carta Blanca

ABV: 40% Bacardi Brown-Forman Brands Any list of leading spirits brands would not be complete without the American icon of Jack Daniel’s. The brand has also released a number of Premium expressions in recent years, including Single Barrel and Gentleman Jack, for those looking for a trade-up from the classic JD and Coke.

ABV: 37.5% Bacardi Brown-Forman Brands The instantly recognisable brand of Bacardi is unmatched in the category of White Rum and a necessity for any stocking list. The classic Cuba Libre serve is not the only way to enjoy Bacardi as it has proven to be a pioneer in the cocktail market in recent years too.

#8 Jägermeister

One of the most recognisable brands in the Cognac category, Courvoisier is a prestigious addition to the back bar that is guaranteed to deliver quality and premium status. Excellent served neat in a warm glass – the proper way – or as a long drink with cola.

#9 Jack Daniel’s

ABV: 40% Diageo GB Although Imported and Malt Whiskies continue to make headlines among dark spirit categories, Blended Whisky is an essential category to stock behind the club bar. Bells remains a prominent brand with a strong core following. Moreover, Bell’s can also be quite versatile in serve, mixing well with soda, ginger ale or cola.

Captain Morgan has been one of the pioneers of Spiced Rum in recent times helping to bring the category into the mainstream – something that has also translated into clubs. Interestingly, Morgan Spiced has evolved beyond its parent brand of Captain Morgan Dark Rum to become the driving force behind the wider brand, along with the PR campaign lead by the Captain himself.

#7 Courvoisier VS ***

ABV: 40% Maxxium UK

ABV: 35% Cellar Trends Any outlet would be missing a trick by not stocking Jägermeister. The ‘Jäger-Bomb’ can help capitalise on the more high-tempo occasions and remains a signature young person’s mixed drink in the on trade.

#10 Baileys The biggest cream liqueur in the on trade is another key addition to the back bar. Although Baileys sees its zenith around Christmas time, it is nonetheless a necessity all year round and is excellent for concluding the food occasion. The core brand remains one of the most popular liqueurs in clubs.

CLUB FOOTBALL 45

CLUB FOOTBALL 2018 BRANDS REPORT

Topclubpackaged beers, ciders and RTDs While cask and keg beers are crucial to the clubland market, packaged drinks also remain hugely important to many sports and social clubs, with the fridge being a key focus to many customers.

hether it’s fruit cider, world lagers or RTDs (Ready to Drinks) the evolution of the packaged drinks market sees many new brands come and go over time – but there is no doubt that tradition, along with a nod towards new trends, is the most important element for the sports and social club market. Indeed there had been only one change in rankings since last year’s report (which is VK overtaking WKD in the Packaged RTD category). The report splits out the key sub categories, from packaged world lager to RTDs, stout and low/ nonalcoholic beers. Where applicable, either a top ranking or a single key brand – depending on overall category size – is included.

PACKAGED READY TO DRINK (ALCOPOPS/SPIRIT MIXERS)

#1 VK

The VK brand family has climbed to the top of the RTD tree thanks to its wide range of flavour options making it a popular and competitively priced choice for those seeking a vodka-based RTD.

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#2 WKD

Although knocked off its Number 1 spot, this iconic RTD brand continues to innovate and drive interest in the category. The entire range has been re-invented, aiming to bring a sophisticated look to celebrate 20 years of the brand.

#3 Crabbie’s The Crabbie’s brand maintains its sponsorship of a variety of high profile sports across the board, focussing strongly on Rugby. An expanding fruit range has also helped to increase the brand’s bar presence and customer interest.

PACKAGED CIDER

#1 Kopparberg

#2 Magners The Fruit Cider revolution shows no sign of slowing. Not least in the club market, as the now instantly recognisable Kopparberg range maintains its position as the biggest packaged cider in the club market.

#3 Bulmers

Magners maintains its place as the number two packaged cider brand in clubs. With the winning formula of Magners Original having recently translated to draught, the brand remains an essential listing in cider for the club fridge.

This classic cider brand continues to make inroads with a broad range of flavoured variants and continuing product innovation to keep drinkers engaged.

PACKAGED WORLD LAGER

#1 Corona

#2 Peroni Nastro Azzurro The club market’s favourite world lager, this classic Mexican beer remains as popular as ever. Its light, easy drinking flavour profile and iconic ‘bottle with a twist of lime’ serve help keep it at the forefront of drinker’s minds.

#3 Tiger This popular beer brand from Singapore continues to fly the flag for Asian lagers in the sports and social club market. Marketing campaigns such as ‘Uncage Art’ also continue to help keep its profile high.

Although not a primarily clubfocused brand, the overall on trade popularity of Peroni permeates across all sectors. This year it has been supplemented by a new brand extension in Peroni Ambra.

PACKAGED PREMIUM LAGER

#1 Budweiser

#2 Beck’s The iconic US lager brand remains the #1 packaged choice in the UK sports and social club sector. Its position is consolidated by regular high profile TV adverts and sports sponsorship campaigns – particularly football.

#3 Desperados This popular tequila flavoured beer continues to succeed in the club market. Despos Dos was also launched in March to provide a more premium, higher ABV, smaller bottle size experience.

For those drinkers who look more towards the traditional Beck’s lager, rather than the highly successful Beck’s Vier draught variant, this traditionally popular bottled, full strength option remains a key brand in clubland.

PACKAGED STANDARD LAGER

#1 Coors Light

#2 Carlsberg The ever popular Jean-Claude Van Damme TV campaign, along with other innovative marketing strategies over the last 12 months have helped ensure Coors Light remains high on the list of key bottled lager brands.

PACKAGED STOUT

#1 GUINNESS

#3 Foster’s

PACKAGED ALES

#1 NEWCASTLE BROWN The iconic stout continues to reign supreme, thanks to continuing brand innovation, high profile marketing and sports sponsorship campaigns.

Fosters continues to be as popular in packaged format as it is in draught form, helped by heavy involvement in cricket, including the iconic Ashes series.

Traditionally always very visible in the sports and social club market, Carlsberg continues to perform well thanks largely to its continuing high profile sports sponsorships.

A classic brown ale brand from the North East of England, which continues to both dominate in its traditional heartland and garner new fans across the wider club trade.

PACKAGED LOW/NO ALCOHOL BEERS

#1 BECKS BLUE For those drinkers who are looking for a low/ nonalcoholic option when visiting the sports and social sector Becks Blue remains the most popular brand in clubland.

CLUB FOOTBALL 47

CLUB FOOTBALL 2018 BRANDS REPORT

Top10clubdraught cask,keg,aleandstouts Keg and Cask beers’ popularity remains broad with interest in all core styles from bitter to stout, and with craft beers making something of a mark as the overall interest created in the sub category remains strong.

eg and Cask beer very much remains the bedrock of the club sector offer. Indeed, generally speaking, most of the key players are continuing to enhance their overall importance in the marketplace. However, the one thing that can be guaranteed is that the traditional players in the market very much retain their overall dominance and even with some small ranking changes, the classic brands continue to dominate. But while the Top Four in 2017’s report remain at the top in 2018, there has been a noticeable shift in rankings 5-10, with Doom Bar rising from 7th to 5th, Marston’s Pedigree from 10th to 8th and Belhaven Best making an appearance, in at number nine. Greene King IPA: has dropped from 5th to 6th spot, Fuller’s London Pride from 6th to 7th and Molson Coors’ Brew XI from 8th to 10th. The rankings are based on GB MAT volume performance for each brand by aggregated cask and/ or keg variants.

48 CLUB FOOTBALL

#1 John Smith’s

ABV: 3.8% Heineken UK

#2 Guinness

Still the most popular beer in the sports and social club market, the brand has maintained a loyal following built up over many years, including its long-term sponsorship of Club Mirror’s Club Awards. (Parent company HEINEKEN UK took over this sponsorship in 2017.) Marketing this year has included the ‘Only Ordinary by name’ competition.

#3 Worthington’s

ABV: 3.6% Molson Coors

Diageo continues to expand the repertoire of this iconic stout brand with further Brewers Project product developments and further high profile sports sponsorships supporting the core draught variant.

#4 Tetley’s

The Creamflow format of this classic Midlands bitter, a Club Awards sponsor in former years, is as popular as ever, especially in its sports and social club heartlands.

#5 Sharp’s Doom Bar

ABV: 4.0% Molson Coors

ABV: 4.1% Fuller, Smith & Turner PLC

#6 Greene King IPA

ABV:3.2% Greene King This iconic Scottish ale remains a dominant big seller from the Greene King portfolio north of the border, brewed from 100% Scottish barley malt. Established in 1719, Belhaven is Scotland’s oldest working brewery.

ABV: 3.6% Greene King A great supporter and sponsor of both cricket and rugby, Greene King IPA has seen continuing success over the last 12 months.

#8 Marston’s Pedigree

Fuller’s have run a number of successful promotions during the course of 2017 along with a pump clip rebrand to keep things fresh. They have also produced some ‘craft’ innovations such as London Pride Unfiltered on keg. The brand was a sponsor of Club Mirror’s Clubhouse Awards.

#9 Belhaven Best

ABV: 3.6% Carlsberg UK The north of England, especially Yorkshire, remains the key market for this traditional bitter, which continues to appeal to its core crowd, helped by its continuing sportsorientated promotions. Tetley’s is yet another of the Top 10 to have been a Club Awards sponsor.

This very popular Cornish ale is still performing well across the GB on trade. This year has seen a focus on promoting quality cask, which has continued to pay dividends.

#7 Fuller’s London Pride

ABV: 4.1% Diageo

ABV: 4.5% Marston’s The move towards a more contemporary, modern branding over the last couple of years has seen Marston’s best known brew, Pedigree, continue to perform well across the clubland sector. It is part of Marston’s ever expanding portfolio and a long-term key sponsor of the Club Awards.

#10 Brew XI

ABV: 3.6% Molson Coors This traditional best bitter, part of the Molson Coors portfolio, retains a hard core following in its original Midlands heartland.

CLUB FOOTBALL 49

CLUB FOOTBALL 2018 BRANDS REPORT

Top10clubdraught lagers and ciders Draught Lager and Cider are, along with Cask and Keg ales, a bedrock upon which the clubland drinks offering is built, providing both tradition and innovation at the club bar.

ager continues to follow traditional trends with classic brands such as Carling, Foster’s and Carlsberg still the ‘go to’ draught options for many customers in the sector. With Cider, although fruit styles continue to be

the headline grabbers in the wider category, apple remains the dominant force in draught – both in clubs and the wider UK market. Cider is a category soaked in the same heritage and quintessential Britishness that is at the core of the club industry

“ ”

Having at least one draught cider on the taps should be an essential in any outlet.

50 CLUB FOOTBALL

itself. Therefore, having at least one draught cider on the taps should be an essential in any outlet. The following total top 10 list contains the key top six lagers and top four ciders in their categories.

DRAUGHT LAGER

#1 Carling

#2 Foster’s Carling’s long-standing association with football continues, as the UK’s top brand becomes the official beer of the Premier League until the end of the 2018/19 season. Carling has also rebranded this year to stay relevant with consumers.

#3 Carlsberg

Having strayed from their traditional comedyrich ad campaigns, Foster’s now celebrates its Australian roots by focussing on cricket. The brand’s sponsorship of the English and Welsh cricket board was carefully timed for the kick off of the 2017 Ashes.

#4 Stella Artois Carlsberg remains one of the highest profile brands in the club sector, always close to major sports events and a prominent sponsor of the England national football team. The brand has also drawn further on its Danish heritage.

#5 Coors Light

As one of the major sponsor of the Wimbledon Tennis Championships, Stella Artois continues to maintain its image as a premium lager brand in the club sector.

#6 Tennent’s Jean-Claude Van Damme is still the figurehead of Coors’ highly successful TV campaign. The brand has also continued to focus additional marketing towards the younger end of the market as lighter beers gain traction with health conscious drinkers.

Whilst seldom seen south of the border, Tennent’s is of huge value to sports and social clubs in Scotland and is aided by consistently humorous and tongue in cheek ad campaigns.

DRAUGHT CIDER

#1 Strongbow Original

#2 Thatchers Gold Despite its namesake Dark Fruit alternative snapping at its heels, the iconic Strongbow Original maintains its place as the leading Draught Cider in both the club and UK markets. The Heineken-owned brand, remains an easy-drinking, recognisable brand to have on the taps.

#3 Strongbow Dark Fruit

The flagship brand of the renowned Somersetbased cider makers retains its place as the second largest draught cider in the club market. Despite another Thatchers brand, Redstreak, being named best cider in the world, Gold nonetheless offers a quality and recognisable go-to addition to the cider fonts on the bar

#4 Stowford Press Strongbow Dark Fruit is very much a key driving force in the Cider category at the moment, continuing to go from strength to strength, and dominating the draught fruit flavoured sector with its distinctive font and popular flavour profile.

This ever popular draught cider from Weston’s mixes tradition and a nod towards more modern tastes in one compelling package while also accentuating its local provenance to great effect.

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CLUB FOOTBALL 2018 BRANDS REPORT

Topclubwines Wine may not be at the top of the best-selling category list for some sports and social clubs, however it is a ‘must have’ option and ripe for growth.

iniatures are popular options for those clubs where wine consumption is not as regular as it might be for, as an example, cider and beer. This allows for easy stocking options and minimum waste. As a result of the above, many of the biggest wine brand players are more traditional mainstream products that offer alternative serve – such as mini bottles and draft – and the reassur-

ance of a well-known brand name. The huge increase in popularity of Prosecco and sparkling wine in the on trade generally, is also impacting clubs and there have been uplifts in popularity for the style overall, with other alternatives such as Cava continuing to perform fairly well. This is definitely a trend worth watching and is a popular addition to any bar. Of all the brands identified, the Jack Rabbit

brand family is the biggest mainstream brand by volume in the GB on trade. Providing a selection of classic key varietals, from Pinot Grigio to Merlot, Jack Rabbit remains very much a go-to option for many of clubland’s wine drinkers. Other classic brand names such as Stowells, Blossom Hill and Oliver & Greggs also perform well at this level.

Topclubsoft drinks T

he world of soft drinks is dominated by Coca-Cola and Britvic. Cola and lemonades are still by volume the favoured soft drinks – Coke and Diet Coke lead Pepsi, whilst Schweppes head R Whites in the lemonade category. Britvic’s J2O leads the juices sector, with Red Bull well to the fore in the energy sector. Schweppes head Britvic in Mixers, although some of the newer premium type offerings (such as Fever Tree) are showing increasingly strongly as their popularity continues to rise in most key on trade sectors.

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STOP PRESS – NEXT ISSUE

The July issue of sister magazine (www.clubmirror.com) will feature the Soft Drinks Report.

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HQ BUILDING THE BUSINESS

This month: With the announcement that J D Wetherspoon has shut down its Facebook, Twitter and Instagram pages for head office and its 904 pubs, how can clubs be sure that they’re using social media to its best effect? Also: Why low-calorie beers are on the up, and legal advice from our Legal Eagle. Plus: Just how good are your negotiation skills? Time to brush them up. Alternatively, why not let HQ Building the Business do all the work for you in our free service for clubs. Read on...

The art of negotiation F

rom discussing terms of an employee’s contract to securing the best deals from suppliers, the ability to seal the deal and – ideally – keep everyone happy is essential. So just how do you get what you bargained for? Managers and stewards with good negotiating skills are more likely to get good results and have employees who understand what’s expected of them. Negotiation means developing an ability to resolve disputes and conflicts. It also requires a willingness to work with other people to reach solutions that everyone can live with. In situations where a whole team/committee is negotiating, each individual should have their own role. Knowing who’s doing what and when, is fundamental to the overall negotiation process. Here are 10 steps to becoming a skilled negotiator: 1. START WITH THE END IN MIND Realise what you want the outcome to be and know how far you can – and are willing to – go. 2. SHOW RESPECT Listen and learn about the other person’s point of view. Think about whether you can both attain the outcomes you desire and be prepared to meet in the middle.

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

pared to adapt if it means you both achieve your desired outcomes. Collaboration doesn’t mean giving up or giving in.

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

9. CLOSING SKILLS At the end of the meeting, be clear about what you have asked and what you have agreed upon. Confirm in writing afterwards if appropriate.

5. USE INFLUENCING SKILLS Learn as much as you can about your negotiating partner so that you will be better equipped to influence him. Listen to the language he uses and then use it too. Find out what is important to him– does he focus on what he wants or what he doesn’t want? Does he seek approval from someone else? 6. USE SALES SKILLS Ask questions and present the benefits of your argument. Find out if he/she agrees and then handle any objections. Remember to think about the benefits for both parties. 7. BE FLEXIBLE Explore all possible solutions and outcomes. Be pre-

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

10. DO IT If you have agreed to do something, make sure you have a plan for carrying it out and make sure it happens. Being reliable and trustworthy will make things easier when you next come to negotiate with the person. NEGOTIATION IS MOST SUCCESSFUL WHEN BOTH PARTIES: • Recognise the value of a relationship and want to continue it. • Participate actively in the process. • Show consideration and acceptance of each other’s perspectives, values, beliefs and goals. • Separate personality from the issue involved. • Work together to develop a solution everyone can accept.

Low-caloriebeerafocus T

he move towards healthier lifestyles is seeing beer manufacturers coming up with lowcalorie options, according to data and analytics company GlobalData. In 2017 Bud Light re-entered the UK market, 16 years after the US brand’s previous launch. As well as having 27 calories per 100ml, Bud Light has a lower ABV than standard Budweiser (3.5%). Back in 2016, UK-based Skinny Brands unveiled Skinny Lager, a low-calorie beer made using a special brew-

54 CLUB FOOTBALL

ing process that removes residual sugars from the drink. At a low alcohol 4% ABV, it also has a low carbohydrate content of just 2.97g per 330ml. Aleksandrina Yotova, Consumer Analyst at GlobalData, says: “Some consumers perceive low alcohol beer as lacking taste and quality. This attitude leads to innovation in the sector, in terms of reducing calories without lowering alcohol content.” According to Yotova: “This highlights millennials

as the consumer groups on the lookout for certified vegan products. The same age group is also more likely to opt for gluten-free products. In the UK, 8% of consumers aged between 18 and 34 associate ‘gluten-free’ with ‘healthy’, according to our 2017 Q4 survey. This compares to a lower ratio of 5% when looking across all age groups in the UK. Lowcalorie, vegan and gluten-free, rather than low alcohol content, are therefore set to be the winning attributes for beer targeting young adults.”

Five secrets behind social media success Social Media is a valuable weapon in the club armoury, and there are a multitude of case studies which prove its value, building brick by brick as perennial favourite LEGO proves. Lars Silberbauer, Global Senior Director of the LEGO Group, explains.

ver the past six years, the LEGO Group’s social media and YouTube presence has grown from being nearly non-existent, to a fun and engaging experience present on all relevant social platforms, connecting with millions of consumers every day. Here are five key things I’ve learned from the journey that we’ve been on as a team and as a company. 1. Deliver an Experience every day, sell a product once month Connecting with fans on social platforms isn’t about the ‘hard sell’. It’s very important to understand that even though we often refer to them as ‘channels’, they are still platforms for engagement and creation. Any company that fails to understand this, will struggle to leverage the full potential of digital media. Ensuring you’re aligned with digital consumer behaviour, means focusing on creating a relevant and meaningful experience. The success criteria for us has been to ensure that consumers repeatedly have a positive experience with our brand – and not just to sell products. Any attempt to push a ‘hard sell’ will create brand detractors, and the long-term trade-offs will be far bigger than the short-term gains. 2. Don’t craft a message, build a stage In traditional marketing and communication, the focus is on creating and delivering ‘One Message’. In my experience this doesn’t work for social platforms. Most people don’t really care about a branded message unless it is extremely relevant to them. As it is so easy to skip to the next piece of content, whether branded or user generated, or to an engaging and relevant conversation, it is critical to acknowledge that all social platforms must have the experience centred on its users. Long gone are the days where branded websites and portals were the only entry point to the digital sphere and engagement. Nowadays the picture is more diverse and fragmented, and users are increasingly taking over – making themselves the centre-point in their own digital universe. This means consumer engagement is more about providing a stage or a prop that users, influencers and creators can use to create their own

communication, and add positively to their own identity. 3. Focus on doing the Right things, instead of the Usual things The Marketing and Communication industry was originally built on Radio and TV advertising. It’s still (mostly) structured in a way that separates Creative, Media and Business Strategy. A lot of processes, disciplines and even the way that our marketing vocabulary has been developed is based on legacy perceptions of user behaviour. Our experience is that it’s always critical to question yourself. You need to ask questions like; ‘are you doing the usual things’, such as following existing ways of working, processes and ways of thinking, just because they have been institutionalised. Or; ‘are you doing the right things’, meaning that you are working in a way that’s aligned with how consumers use digital media and the way that the platform development is going. Naturally, being mindful that it is aligned with company values. We are all creatures of habit and the moment we get lazy, is the moment when we stop being relevant and up to speed. 4. Embrace diversity Becoming successful on digital platforms globally means embracing diversity. No one can understand

all the existing cultural nuances, cues, language, history and trends. And it’s not just a matter of gender diversity in teams. If your entire team has the same background, grew up in the same place, graduated from the same business school, then you will still run the risk of being blindsided by the lack of cultural and professional diversity. In the LEGO Group we actively embrace diversity and believe it is one of the keys to our future success. 5. Don’t just invest your money, invest yourself A final learning is that success on digital platforms doesn’t just come with a financial investment and commitment. You cannot buy authenticity and you cannot buy the ability to create meaningful relationships between brands and consumers. Across the entire LEGO Group, as well as in the social media team, it requires people that are hugely committed to the brand, and lots of team-work to fulfil the expectations from kids, families and fans of the LEGO brand. To round up, it’s been a journey that has taken a lot of personal commitment and investment from the whole team. Every time we experience success in inspiring more people to bring their imagination to life through LEGO bricks, we know the challenging work is worthwhile. • Lars can be contacted via larssilberbauer.com

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HQ BUILDING THE BUSINESS

Legal eagle HQ BUILDING THE BUSINESS

The TEN’s trap Venues which operate with the benefit of a premises licence are allowed to provide facilities for gambling consisting of gaming machines and equal chance gaming (such as bingo and poker) provided that they comply with certain conditions. The venue (which is not a vehicle) must have a premises licence which authorises the sale of alcohol for consumption on the premises and alcohol must be capable of being served direct to customers over a bar without a restriction which limits the sale of alcohol to persons having food. In addition, facilities for gambling can only be provided at times when alcohol may be sold or supplied under the authority of the premises licence. If a venue is operating under the authority of a Temporary Event Notice, rather than the premises licence, there is no authority to provide any facilities A non-commercial race night is an event where participants stake money on the outcome of live, recorded or virtual races.

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Club Football’s Legal Eagle offers advice on how clubs can avoid the TEN’s trap when it comes to gaming. Plus: How confident are you that you understand the legalities surrounding race nights? Finally, a brief update on the joint venture between PRS and PPL.

for gambling. During such times, any gaming machine should therefore be switched off or otherwise made unavailable for use in order to avoid committing an offence. A day at the races Race nights are a popular way of raising money for good causes but in order to be lawful they must be provided in accordance with certain rules. A non-commercial race night is an event where participants stake money on the outcome of live, recorded or virtual races. Apart from reasonable costs, the money raised from the event: • Must not be used for private gain • Must all be given to a good cause (this will include

any entrance fees, sponsorship, the difference between stakes placed and pay-outs made). Reasonable costs can include any costs reasonably incurred, for example in relation to providing any prizes or for betting slips. If third parties are selling goods or services at the event (for example, the sale of refreshments) this does not count towards the money raised from the event and can be retained by the third party. The selection of a horse by someone taking part in the race night is totally dependent on chance, and no odds or form are available to assist selection. Such events often involve the use of archive films of horseracing without revealing the details of each race. There are three main types of race night which can be provided for charitable purposes without the

PRS and PPL have formed one company, TheMusicLicence, which will issue a single joint music licence.

need for a licensed betting operator to be involved. 1. Incidental lottery The lottery is provided as an incidental activity during an event. The lottery cannot be the main attraction at the event. It is essential that the lottery is promoted for a charity or other good cause and not for private gain. There is no limit on the amount that people may be charged to take part in an incidental lottery, but no more than £500 can be deducted from the proceeds of the lottery to pay for prizes. There is no such restriction on the maximum value of donated prizes. Prizes may be cash or non-monetary. The expense of organising the lottery may be deducted from the proceeds subject to a limit of £100. Tickets for the lottery must only be sold at the event and while it is taking place but the results can be announced during or after the event. There can be no rollover of prizes from one event to another. An example of a race night which operates as an incidental lottery occurs when a horse is picked at random for each paying customer who is then awarded a prize if the horse wins the race. 2. Non-commercial prize gaming People taking part must be told which good cause will benefit from the proceeds of the event. The prizes must be advertised in advance and must not depend on the number of people playing or the amount paid for or raised by the event. In this case, the winners will come from those who have paid to take part or been allocated or selected a horse and will be determined by the outcome of the race. Each winner will then be awarded the prize that had been advertised before the event.

3. Non-commercial equal chance gaming Gaming is equal chance if the opportunity of winning is the same for everyone taking part and they are not playing against a third party known as the “house” or “bank”. People taking part must be told which good cause will benefit from the proceeds of the event. Anyone taking part in this type of gaming must not be charged more than £8 per day (this includes entrance or participation fees, betting stakes and any other payments in relation to the gaming). In respect of a single event the total amount or value of prizes for all the races must not exceed £600. Where all of the people taking part have previously been involved in a series of events, the total amount or value of prizes at the final event is increased to £900. At this type of event, each person taking part will pay for a randomly selected horse in each race and the person with the winning horse will receive a prize determined by reference to the total amount of the stakes placed on the race. PPL and PRS joint venture Earlier this year, PPL and PRS for Music combined to create one single company PPL PRS Ltd to administer the licensing of music used in public. PPL represents record companies and performers and PRS for Music represents songwriters, composers and music publishers (for both recorded music and live performance). Previously the two companies collected royalties on behalf of their members for the use of copyrightprotected music by businesses and other organisations in venues which include clubs, pubs, restaurants, hairdressers, hotels and fitness centres. This required the businesses and other organisations to obtain two separate licences. The two organisations combined to form one

company which will issue a single joint music licence. TheMusicLicence allows businesses or other organisations to play music for customers or employees through the radio, television or other devices and live performances. There will now only be one invoice but the fees will continue to be levied according to tariffs set by the two organisations.

CONTACT DETAILS Fraser Brown Solicitors 84 Friar Lane, Nottingham NG1 6ED e. dlucas@fraserbrown.com t. 0115 959 7139 mob. 07973 899398

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Want to cut club spend while increasing efficiencies? Well now you can. Introducing HQ Building the Business. Completely free to clubs this new service involves no contracts and no costs, just better buying and better club business.

Welcome to HQ Building the Business F

rom utilities and energy savings to procurement and financial services, HQ Building the Business works with your club as a surrogate head office, helping you to boost club business. And by working with carefully selected club-supporting partners and suppliers, HQ Building the Business will save you valuable time and resources in the quest to save your club money, freeing up you and your committee to run an even more efficient club. You’re just three steps away from saving money.

Step 1 Free no-obligation audit – just call us or email us.

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Frequently Asked Questions Q. How does it work? A: It starts with a free and confidential audit of your club in those areas where you would like to find savings and efficiencies. This could be anything from utilities to phone bills and from food to club equipment. Q. What are the costs? A. There are no costs. HQ is free to join. Q. What are my obligations? A. There are no obligations for you or your club and no contracts. All we ask is that when we work with you, you are open about your current supplier situation.

suppliers we need to prove the value of a club to their business, but if we can help we will. Q. What are your club credentials? A. We’ve been working in the club sector for over 30 years in various roles. The launch of HQ Building the Business is the culmination of many years working with clubs and suppliers, from brewers and telecoms suppliers, to energy and water companies. Q. Do I need a face to face meeting? A. Not necessarily. A lot of the ground work can be done over the phone/email. Q. What should I do if I want to get in touch? A. Just email enquiries@hqbusiness.com or call 01753 272022.

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Step 3 Your club starts saving money. This is what we call a win win! So get in touch now and help us help you to make 2018 an even better year for your club and your members. You can call on 01753 272022 or email enquiries@hqbuildingthebusiness.com.

General Manager of Aviva Premiership Rugby contender, Worcester Warriors “My role is very much to ensure that the support mechanisms of an efficient stadium and business are in place. I’ve worked with David and his team to assist in delivering savings across the business at Worcester Warriors and I am delighted to recommend the team on a professional as well as personal level. Energy has been one of the biggest projects, and this procurement is delivering significant short and long term savings. There are plenty of people out there who claim they can do this; this team can. A large part of my role is about getting things done efficiently and effectively, hence why I value the straight talking, efficient and short sharp presentation of results. No fuss, no salesmanship, just a host of opportunities followed up by appropriate and helpful assistance to deliver the chosen projects; make the most of them.” • www.warriors.co.uk

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Packages from £14 pw Contact us today for more information Call: 0333 577 1914 Email: enquire@adgentv.com Visit: www.adgentv.com Scan the QR Code to find out more

LIVE SPORTING FIXTURES FROM

The best of Wednesday, June 13, 10am – Sky Sports Cricket HD

International Cricket: England v Australia - 1st ODI After being humbled in the Ashes Test series Down Under earlier this year, England get another chance to have a crack at the Aussies, this time in a one-day international series on home soil.

Monday, June 18, 7pm – BBC

World Cup 2018: Tunisia v England England get their World Cup 2018 campaign underway with their Group G clash against Tunisia. England’s opponents have a single victory to their name in the World Cup finals, having recorded an unlikely 3-0 win over Mexico during the 1978 tournament.

Sports4Bars.com looks ahead to the sporting highlights of June as the 2018 World Cup kicks off in Russia. Saturday June 9 5pm Sky Sports HD

Thursday June 14 4pm Sky Sports

International Rugby Union: South Africa v England - 1st Test

Golf: US Open

With several front-rank players absent from the squad, this will be an opportunity for some up-andcoming players to perform and put themselves on the radar for the next World Cup.

The Shinnecock Hills Club in New York hosts the 119th edition of the US Open. Last year saw Brooks Koepka win the event by four strokes as he beat Brian Harman and Hideki Matsuyama in the final round.

Sunday June 10 7.10pm Sky Sports F1 HD

Friday June 15 7pm BBC

F1: Canadian Grand Prix

World Cup: Portugal v Spain

Last year’s race was won by Lewis Hamilton of Mercedes with teammate Valtteri Bottas finishing second and Daniel Ricciardo of Red Bull Racing taking the third spot on the podium.

This tie in Sochi will effectively decide which of these European superpowers will win Group B. Following a sensational season for Real Madrid, expect Cristiano Ronaldo to have a major impact.

Wednesday June 13 10am Sky Sports Cricket HD

Saturday June 16 10am Sky Sports Cricket HD

International Cricket: England v Australia - 1st ODI

International Cricket: England v Australia - 2nd ODI

Australian cricket has been in turmoil during the past six months following the revelations of balltampering by the team and they will be eager to put that behind them and concentrate on this five-match ODI series which gets underway at the Kia Oval.

England play the second one-day international against Australia. The venue for this clash is Sophia Gardens in Cardiff. Saturday June 16 11am BBC

World Cup: France v Australia

Sunday, June 24, 3.10pm – Sky Sports F1 HD

F1: French Grand Prix This is the first French Grand Prix for a decade as the drivers take to Le Castellet circuit on the outskirts of Marseille. This track staged its first F1 race back in 1971 – the event won by Jackie Stewart – but prior to this event has been modified significantly to ensure a stern challenge for the drivers and provide a spectacle for the fans.

Thursday June 14 4pm ITV

World Cup: Russia v Saudi Arabia Russia hosts the FIFA World Cup for the first time in history and the host nation get their campaign underway with a Pool A tie against Saudi Arabia at the Luzhniki Stadium in Moscow.

France have been tipped by many pundits to be genuine contenders for the World Cup having finished as runners-up in the European Championship two year ago. Certainly, in skipper Hugo Lloris, they have an inspirational leader and highly talented goalkeeper. The Spurs man has been in great form during the Premier League season.

For latest news and timings on sporting events coming to the club screen, visit Sports4Bars.com 62 CLUB FOOTBALL

June’s live sport ALSO COMING UP...

The 2018 FIFA World Cup, starts Thursday, June 14, 4pm, ITV

Friday June 15 1pm BBC

World Cup: Egypt v Uruguay Sunday June 17 4pm BBC

World Cup: Germany v Mexico Tuesday June 19 10am Sky Sports Cricket HD

International Cricket: England v Australia - 3rd ODI Tuesday June 19 7pm BBC Monday June 18 7pm BBC

Sunday June 24 1pm BBC

Thursday June 28 7pm ITV

World Cup: Tunisia v England

World Cup: England v Panama

World Cup: England v Belgium

England had a near-flawless qualifying campaign but now must translate that form into an effective World Cup campaign, something which they have failed to do since 1990. Tunisia have beaten Costa Rica, Iran, Guinea and the Democratic Republic of Congo during the past 18 months and will not be taken lightly by Gareth Southgate’s men.

This is Panama’s first outing in the World Cup Finals with the team clinching qualification following a creditable 2-1 win over Costa Rica in October 2017. They also managed a 1-1 draw in a friendly against Wales last year so should not be underestimated.

England face their crunch game in Group G as they take on Belgium in Kaliningrad. Both sides will know each other well with a number of Belgian internationals currently plying their trade in the Premier League, not least Manchester City’s Kevin de Bruyne, one of the most effective midfielders in the English game.

Tuesday June 19 2pm ITV

F1: French Grand Prix

Sunday June 24 3.10pm Sky Sports F1 HD Formula 1 makes a return to France following a decade-long absence.

Horse Racing: Royal Ascot - Day 1 The spectators will be dressed to the nines as this great annual sporting occasion gets underway. There are three Group 1 races taking place on the opening day: the Queen Anne Stakes over one mile; the King’s Stand Stakes over five furlongs and the St James’s Palace Stakes run over the venue’s ‘Old Mile’ course.

Wednesday June 27 5pm Sky Sports Cricket HD

International Twenty20 Cricket: England v Australia This should be a thumping contest under the floodlights at Edgbaston. England have a 100 per cent record in the Twenty20 format of the game at this venue.

Saturday June 30 3pm BBC/ITV

World Cup: Russia v Egypt Wednesday June 20 1pm BBC

World Cup: Portugal v Morocco Wednesday June 20 2pm ITV

Horse Racing: Royal Ascot Day 2 Thursday June 21 10am Sky Sports Cricket HD

International Cricket: England v Australia - 4th ODI

World Cup: Round of 16 The knockout stages get underway in Sochi with the winners of Group A taking on the runners-up of Group B.

Sunday June 24 10am Sky Sports Cricket HD

International Cricket: England v Australia - 5th ODI

Saturday June 30 7pm BBC/ITV

World Cup: Round of 16 The winners of Group C face the runners-up of Group D.

www.Sports4Bars.com

For latest news and timings on sporting events coming to the club screen, visit Sports4Bars.com CLUB FOOTBALL 63

HOSPITALITY SOCIAL MEDIA AWARDS

Call for entries The second Hospitality Social Media Awards (HoSMA) is now launched. Is your club using social media to engage with members? Is social media making a real difference to club business? Then we want to hear from you.

ocial media is one of the biggest tools for clubs and the on-trade in all its guises and wherever the club or outlet happens to be. It allows outlets to reach out to members and consumers via an up-to-the minute – and extremely cost-effective – means of communication. Most importantly it’s proving one of the most effective weapons in drawing people out of their homes and into the hospitality arena. The Awards were launched to encourage and applaud this, with finalists across all areas of the hospitality industry, from football and golf clubs to tennis clubs, pubs, hotels and restaurants coming under one roof to share successes and learnings. “Every finalist and every winner of our first ever Social Media Awards remain impressive ambassadors for the use of social media,” said ACP MD Sean Ferris. “But there are many, many outlets that need more help. And we’re hoping that these continuing success stories will become part of that inspiring process.” Sports presenter John Inverdale hosts the inaugural Awards.

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Congratulations to the first ever Hospitality Social Media Awards winners.

5 2

LOOKING FOR INSPIRATION? These clubs proved their worth in the inaugural Hospitality Social Media Awards:

1. GOLF CLUBS OF THE YEAR Farleigh Golf Club Golf at Goodwood 2. FOOTBALL CLUB OF THE YEAR Stafford Rangers FC

3. COMMUNITY CLUBS OF THE YEAR Kings Heath Cricket & Sports Club Phoenix Artist Club 4. RUGBY CLUB OF THE YEAR Bedford Blues Rugby Club 5. COMMUNITY FOOTBALL CLUB Cardiff City FC

To enter just email your contact details to info@clubmirror.com CLUB FOOTBALL 65

CLUB MANAGEMENT – PERFORMANCE MANAGEMENT PROCESS

Examining habits of highly effective club managers What separates a reasonably competent club manager from an inspiring one? And how do inspiring club managers organise their day, week, month and year? Tory Brettell examines the traits of a successful manager and confident leader.

anagement processes need to be broken down into four key headlines for the Manager to concentrate on, and above all ensure that their team understands the demands and targets of the club on a timely basis. These are: PEOPLE • PROCESS • PRODUCT • PROFIT

Ensuring that the team understands these four Ps is an important part of the delivery plan and everyone in the team must embrace them. PEOPLE We need PEOPLE to work and operate our clubs and these people must be ‘Our type of people’. We also need PEOPLE to use (and pay for) our facilities. We need them to enjoy the activities, ambience of the club and the social aspect. Each and every member has their own needs and their own objectives for joining the club and we have to ensure their expectations are met and if possible exceeded. PROCESS All companies have systems and PROCESSES to ensure that all employees know how to conduct their business and standards of operation. This brings confidence to the members as they know what to expect. Member expectations are understandably high and we must deliver consistent standards at all times. This will encourage and endorse a repeat member and attrition would become low. To have a reputation and be known is a PROCESS that PEOPLE can relate to. This will bring new members into the business. PRODUCT To deliver a PRODUCT to members means that it has to be operationally friendly, safe, consistent on standards, organised, hygienic and be equipped with a Health and Fitness activity/function that is going to help members achieve their personal goals. PRODUCT can have a USP (Unique Selling Point) and this can be an attractive advantage over the competitor. If you haven’t got one, get one step ahead and think of one! The PRODUCT must be maintained and kept up to date and investment must be ongoing and calculated.

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PROFIT To make a business work, obvious as it may sound, the club has to make money – PROFIT. The costs for operating and staffing the club have to be correctly aligned and the PRICE of a membership within your market place must be right. Secondary revenue must be encouraged and percentages of costs to revenue be evaluated on a daily basis. To have a successful business PROFIT is what the owners and shareholders will be looking for. It is the staff who will deliver the standards, build upon relationships with the members and maintain them Organisational Business Writing Complaint Handling Time Management Identifying priorities Organisation Delegation Upselling products & events Prepared Administration Recording Interviewing and selection Structuring and planning Questioning techniques Planning and evaluating Measuring objectives Monitoring

within the business. Summary of the four Ps So if the above is delivered to the owners, shareholders and members, operational excellence looks safe and comfortable. The qualities and attributes of a club manager need to be all there to produce the four Ps! Performance Management Process (PMP) For a Manager to be an inspiring, confident, dedicated and enthusiastic leader he or she must posses a number of qualities. These are: • Communicate effectively with members and staff.

Emotional Motivational Understanding different personalities Supervision Leadership Vision Translating Vision and Mission into reality Empowerment of staff Awareness of body language Bring solutions not problems Build rapport with all levels of the organisation Manage upwards not downwards Manage stress Ability to gain respect; commitment from team

Legal and Systems

Staff Issues

Club Issues

Standard Operating Procedure

Staff induction; training and Company training plans

Competition; demographics and local markets

Health and Safety legislation and Club procedures; licences and insurances

Reward and recognition of staff and performance review process

Trends

Employment law; policies and personnel procedures

Principles of coaching, delegation and supervision

Objective setting

Interviewing and selection; Effective meetings; agenda, legislation and equal opportunities recording

Attrition reports and statistics

Financial information; reporting and accounts

Purchasing; receipt and payment procedures

Membership; selling; tracking; retention and price

Company structure and organisation

Problem solving

Marketing; tools; trends; campaigns; media; promotions and events

Administration and tracking

Time management selling and up selling

Secondary revenue; cross

Stress management techniques

Programming

Performance Management Process (PMP)

Product knowledge Customer demands Vision and Mission IT systems Business objectives

• • • • • • • • • • • • •

Plan, produce and review operations. Manage exceptional customer service. Recruit staff. Retain staff. Manage staff. Manage time. Provide prompt and accurate management information to owners/head office. Manage programming and retention. Implement marketing strategies. Manage the sale process. Produce/implement strategic plan. Implement and monitor company procedures. Train and develop staff.

These are known as the ‘Core to an Effective Manager’ and each of the above are accessed by Attitude, Skills and Knowledge to deliver to the team, members and colleagues. ATTITUDE To have the right ATTITUDE in delivering the core activity is essential to success and to all of the Performance Management Process (PMP). Relevant words would include manner, opinion, posture, mood, disposition, demeanour, approach, frame of mind and behaviour. SKILLS It is all well and good for the Club Manager has the correct ATTITUDE but they need to have the SKILL to implement the activity. SKILL is described as ability, accomplishment, adroitness, aptitude, artistry, capability, cleverness, competence, craft, cunning, dexterity, expertise, facility, flair, gift, knack, mastery, professionalism, technique, versatility, workmanship, prowess talent and proficiency. Have you – or your manager – got these SKILL attributes? When adapting the SKILL level of a Club Manager and viewing the PMP the following set of SKILLS must be split into two categories, Organisational and

Emotional, as the chart above highlights. KNOWLEDGE It is great to be able to have a manager who ticks all (or quite a few) of the boxes in ATTITUDE and having the SKILL to deliver, but to have the KNOWLEDGE of the environment and of general management are the final ingredients in this cooking feast. KNOWLEDGE is explained as the data, facts, information, awareness, consciousness, experience, expertise, familiarity, grasp, insight and know how. To relate this KNOWLEDGE to the Health and Fitness sector, the chart below show a list of procedures, but above all it is KNOWLEDGE that must be obtained and learned. How do effective managers organise their time? Time management and prioritising the day plus planning ahead are key skills that the highly effective manager will have imprinted into their persona. To be a success you need to be on time with deadlines, be able to forecast ahead and deliver what you say you are going to do within the boundaries agreed with your superiors/line managers. But even more than this, you need to be a good time manager for your own sake. There is nothing worse than recognising too late that you had a meeting five minutes ago or that a report should have been on your boss’s table two hours ago. I’m sure everyone reading this will have examples where something hasn’t been executed within the deadline! I always recommend that managers produce and prioritise a list of tasks at the end of their day. The next day the day’s activities are reviewed (short term), appointment schedules checked and other activities planned for that week, month and year examined. Things will always change and the unintended things – like a break down on the pool plant – may occur and your plan of action points is shifted to the adverse. Therefore, plan in ‘windows’ of unforeseen

circumstances. Don’t give yourself too much to achieve on a daily and weekly basis. Finally remember to make objectives realistic to achieve and constantly review short term and long term activity. Creating an enthused, focused team For the manager to gain respect from their team they need to be honest, show the fun element of their personality and involve the team wherever possible in building the club into a place people want to work and people want to go to. Make the place a fun place to be. Be positive; empower the team and involve them in decision making. Encourage them to take ownership. Communicate to them verbally on a day-to-day basis (all of them). Hold weekly meetings, use memos and handover dairies. Establish social events for departments and – when possible and budgets permitting – have team outings to related or unrelated sports activities. Maybe a dinner, bowling, horse racing or a visit to a key event – the list is endless. Some may be at the cost of the club, others may be subsidised and some will be paid for by the employee. Keep the motivation high using positive body language and speech. Communicate in an enthusiastic manner and the team will work with you and for you. Challenge Now, time to review all the elements under each of the main headers, ATTITUDE, SKILLS and KNOWLEDGE and access where you or your managers are in the scope of this Performance Management Process. Ask yourself: 1. Does my performance review (appraisal) cover these aspects of my job role? 2. What areas am I good at and which areas do I need to develop? 3. Am I a strong manager and what areas do I need to improve in? 4. What are my communication timekeeping and motivational skills like? 5. Do I embrace my PEOPLE, use their skills and are they our type of PEOPLE? 6. Do I deliver all the company PROCESSES to the standards expected? 7. Is the PRODUCT clean, safe and operationally friendly? 8. Am I producing the correct financial (PROFIT) results in line with the business plan? 9. What have I learnt from this article? 10. Can I change to become an even more effective manager? Here’s a great and management-effective 2018!

CONTACT DETAILS Tory Brettell, Managing Director, Traffic Health & Fitness, 4 Woodston Oast House, Lindridge, Tenbury Wells, Worcs WR15 8JG t. 07776 255643e. tory@traffichealthandfitness.com

CLUB FOOTBALL 67

CLUB MANAGEMENT – LEADERSHIP

Polar bears and penguins What catapults organisations to be ahead of the competition? Susan Stevenson, presenter, consultant and co-author of Polar Bears and Penguins examines the guiding principles for a high performance culture.

ots of factors affect the condition of your club/organisation, some within your control, like the culture, and some out of your control like shifts in the market. The common denominator playing a key role in performance is the culture, defined as ‘the ways things get done, that have been developed over time’. So, understanding the impact culture has on creating and sustaining high performance, how can leaders make this happen? First of all, it is more important to know who you are as a club than where you are going, for where you are going will change as the world around you changes. Leaders change, markets change, new technologies emerge, but core ideology in a high performing company endures as a source of guidance, inspiration and sustainability. A recent study done by the Gallup organisation in 160 countries, however, identified that only 37% of employees know what their organisation stands for. What percentage of your employees would know what your club stands for? Further research identified that 70% of the variance between lousy, good and great cultures, is the knowledge, skill and talent of its leaders. Not the employees, but the team leader. The conclusion is that organisations should change from having command and controlling managers to high performance coaches who engage and enroll. High performance coaches/team leaders share the organisation’s purpose. They develop fully transparent and authentic relationships, establish clear expectations and provide ongoing feedback aligned to the purpose, values and expectations. They also hold colleagues accountable and give recognition and fair reward. Some leaders try to assert their authority in a topdown fashion, forcing their employees to follow along or face punitive actions. Others go to the opposite extreme, trying to befriend their employees rather than providing the leadership and vision they need. As a leader, you must strike a delicate balance between these two extremes. The following four Guiding Principles will help you strike that balance, while ensuring the ship stays steady in all weather conditions. 1. Be committed To engage and enroll a group of people, you must be fully committed to them, the purpose of your club and to the goals you want to achieve. Are they confident that you care and that you are not going to be gone tomorrow and the focus gone too? Can they trust your commitment to them and what you are asking them to do?

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ter how ugly it is! – with the positive intention of making the culture fully transparent and the very best it can be. This includes letting go of the behaviours and processes that no longer serve your club’s goals. 3. Engage in deep dialogue Deep dialogue requires focus and vulnerability. You cannot ask powerful questions without opening yourself up to honest answers. This requires that you, as a leader, be absolutely secure in who you are and in your own commitment to what is best for the club. Deep dialogue can be uncomfortable for some people, but in high performing cultures, people are actually comfortable with being uncomfortable once in a while. This is realistic when you as a leader are demonstrating commitment and cultivating similar commitment within your employees.

Susan Stevenson You must exercise your choices in the best interest of the club and those who work there, whatever that involves. When your employees see how truly committed you are AND that all employees can perform and contribute to their full potential, almost all will respond in kind. 2. Be fully present with ‘what is’ Leaders must be fully present with what is going on at the moment. Do you get into the midst of the employees, pay attention, observe and be genuinely curious? Do you ask questions without expectations of the response; give employees your full attention when you are interacting with them; acknowledge their responses without judgment or defending; and genuinely care about understanding them? High performing cultures create an openness to addressing the good, the bad and the ugly – no mat-

4. Look for answers within As their leader, you have to be willing to let employees know that you don’t know all of the answers and are open to feedback, suggestions and ideas. High performing cultures always look for the answers to their challenges from within the organisation first. Employees are consulted on answers to everyday problems, while embracing the differences of opinions. High performing leaders are not constantly searching for the mythological ‘perfect employee’ who will be able to perform well despite a dysfunctional organisational culture. You must be devoted to transforming the culture so that you get the most out of everyone you already have. None of this is to say that a high performing organisation will never have to fire anyone. However, when you do, it is because the individual has failed the organisation, not the other way around. If you are motivated to make your club everything it can be – to build something that will retain loyal employees, exceed customer expectations and weather any storm that comes around – these guiding principles are irreplaceable. They take time and effort to incorporate into your leadership style, but they will deliver dividends that will be more than worth the investment.

CONTACT DETAILS Susan Stevenson is Co-Author of Polar Bears and Penguins – Transforming Organisations into High Performing Cultures • Visit www.pbpbooks.com/assessments.

CLUB MANAGEMENT – HUMAN RESOURCES

Spotlight on HR Do you sometimes feel that all you do is deal with staff issues? Well, there’s good news for readers with a staffing responsibility. Putting in preventative systems can help you to achieve streamlined team management, freeing you up to make more effective use of your time, says Michael Braidwood CCM.

umans are individuals with their own aspirations, ideas and motivations. And while it’s important to encourage that zest for the business, it’s equally important to know how to manage it to the best effect – for the club, the management, the team and (as always) the members. So how can you ensure a smooth running operation? The following pointers will help.

ply listing all the things you need your team members to do, then add in the standard stuff that you expect them to do (code of conduct, for example). When recruiting to fill these positions the job descriptions will help you identify the skills sets you are looking for and these can then be listed at the end of the description as requirements. Once you’ve developed the job description write a brief introduction / overview.

Job descriptions A job description can be as detailed or as simple as you choose to make it, but it really forms the back bone of the positions you manage and by having them in place it leaves nothing to doubt. They are easy to create and templates can be found online. They should, however, be tailor made and reviewed and updated every year. Start off by sim-

Recruitment search process This is generally the area where most of us fall down. If you cut corners in your recruitment search process then you often make the wrong hire and that is when most of your staff problems begin. Be sure to give enough time to the process – however time-critical the appointment may seem. This will ensure that you don’t end up recruiting the

most available person as opposed to the most suitable person. There are a few simple steps to follow... • Understand the position you are trying to fill, create a job description and a job requirements list. From this point you can start to build up an ideal candidate profile of the type of person you are looking for. • Once you have your candidate profile you then need to think carefully as to where you might find such a person. There are options for seeking candidates and almost all of them come at a cost, however the investment might be worth it. • Run an advert in a trade publication to ensure you’re being read by those already in the club business.

CLUB FOOTBALL 69

CLUB MANAGEMENT – HUMAN RESOURCES • Depending on your location and the level of entrant required, local press is an option (your readers will be in the area and will probably have a knowledge of your club already). • Engage a recruitment agency – particularly when recruiting a senior position. • Engage a specialist industry company or consultant – this can lead to a targeted/head-hunting thanks to their specific industry knowledge and network. • Consult specialist and or local colleges. • Use your own network to find suitable candidates. • And of course make use of the CMAE. • Whichever one you choose make sure your chosen option throws up a good choice of suitable candidates. • Have a method of screening applications. If you sense you’re going to get a lot of applicants you could create your own application form. In this way the candidate fills out in advance some answers to the key criteria you are looking for. This will save you going through their CV in great detail trying to find the salient information you’re looking for. • Prepare for the interview and have pre-prepared questions. Remember the interview is for you to hear about the candidate’s experience and what they are going to do for you, rather than you telling them about yourself and your facility. • At the end of the interview, always ask them if they have any questions; this is a good indicator of how well they’ve prepared for the interview and how genuinely interested they are in working for you. You can often measure the intent of the candidate by the types of questions they ask. Avoid recruiting ones who ask about how much time off they get! Once you’ve made your decision, always seek references on your preferred candidate and follow up on their qualifications. Some interviewees are excellent at blagging it – both with their CV and at interviews. Employee induction The employee induction is a great tool to really inform your new recruit about the business and what is expected of them. The more detail you can put in the better. It should be at a minimum one day and should include the following: • Vision, Mission, values of your organisation. • A history of your organisation. • An organisation structure (who’s who). • The purpose of the business. • The purpose of the various positions within the organisation. • Employee code of conduct or rules and regulations of the work place. • A comprehensive tour of the facility. • Some rudimentary training – H&S, Customer care, service standards and sales. • FAQ – “what do I do if .......” • Quiz.

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Standard operating procedures For staff to operate in an appropriate and consistent manner you need to have a core of standard operating procedures. The more the better, but at least start with the basic ones that your feel are important. Present them in a way that is simple to follow and which can be signed off as understood by your new recruit. This means that you always have a follow up with them if things don’t go to plan! Start with a few and then add more as time permits, soon you will have an operating manual for your business. Code of conduct By having a code of conduct in place, nothing is left to chance. Things which might seem obvious to you may not be to a new recruit which is why you need to S P E L L it out! This code of conduct needs to be included in your induction, but should also be refreshed in team meetings/internal training and also posted on employee notice boards. It should also be updated regularly with examples of contraventions – again a tool for clarification. Processes Make sure you have simple processes in place for the everyday things that can crop up. Some of these things will form standard operating procedures where as others such as holiday forms, sick leave forms, expenses claims and so on, all need a process. If you don’t have a process then staff will have to make them up for themselves and assume they are doing the right thing. Leave nothing to chance. Appraisals Appraisals are key to ongoing good employee performance and communication. Have the following in place: • A three-month review for all new recruits. This is the time when you can let them go without any recourse if they are not to your satisfaction. • Mid-season review – this could be a simple (but formal) discussion to chart progress on the year’s objectives. • Annual appraisal – this needs to be prepared for by both parties and gives you a great opportunity to review the previous year and set targets for the year ahead. Employee feedback system If you are to be viewed as a progressive employer and an employer of choice it’s a good idea to seek feedback from your staff. You’ll be surprised with the ideas and insights they’ll come forward with. The interview can be created online (Survey Monkey) and can be filled out anonymously. Focus on questions about how they feel they could improve as an employee and you as an employer. The answers should have the fields of strongly agree, agree, neither, disagree, strongly disagree for example: Question – I feel I am fairly paid for the work I do. Question – I feel management keep me informed of what is going on at the club. Question – I am provided with the adequate tools / equipment to do my job effectively.

And so on. Also allow for a comment box. Training and development budget This is usually the first budget line to be cut; and that’s if you’re lucky enough to have an organisation who has a training and development budget in the first place! Do recommend to your Board or committee that they set a policy of a set percentage of either turnover or payroll should be allocated to training and development. (A good argument for your case could be that in some countries the government actually collects a percentage of your payroll to go into a government training fund; it’s a tried and tested means.) If for example your business turns over £500,000 1 per cent of this gives £5K to work with. Once secured, develop a plan to use this fund to further enhance your organisation. Also check out from your local government what grants are available. Other ideas to make your money go further or to ensure that it is well invested: • You could ask staff to contribute 50 per cent of the training costs. It shows how committed they are and the investment not only benefits the club but it makes them more desirable employees. • Have a “brain drain” policy in place where if an employee who has benefitted from training and development leaves within one year of the training taking place, they reimburse to the club a percentage of the training costs. • Work with suppliers to see if they can support some training through sponsorship / scholarships or actually deliver some training for you. Once you get your training and development fund up and running I am sure you will develop many good ideas and initiatives to develop your staff into better employees who in turn will help grow your business. The old adage “take care of your people and your people will take care of your business” never rings truer. MWR MWR – Moral, Welfare and Recreation – is a term I picked up from the United States Military who have a whole department dedicated to MWR for their troops. It is a great concept and one that all businesses should advocate. MWR can come in many formats and again will need some budget, however most employees are happy to contribute to positive activity. Some ideas for MWR can be: • Staff golf day or staff golf outing (you can reciprocate with another club). • Staff golf lessons. • Discounted gym / sports club membership (you can reciprocate with a local gym/sport club); this also ensures your staff are taking care of themselves. • Staff BBQ – invite suppliers to contribute. Michael Braidwood CCM is former Director of Education for the Club Managers Association of Europe, is General Manager at Qatar International Golf Club. He is contactable at mbraidwood@qigolfclub.com

CLUB MANAGEMENT – TRAINING

Gaining with training – why it pays to make them stay So you’ve recruited them… now you have to keep them. Timely advice on the value of training.

uch time, effort and probably money, is spent on recruiting employees. A smooth professional introduction to the club and their role within it, will ensure that money has been well spent. You don’t want to start all over again because the newcomer promptly leaves after getting an appalling reception into the club business. What to cover There are a whole host of subjects which need to be covered to effect the smooth induction of an individual into any organisation. Some will have to be carried out immediately on commencement, especially if there is a high security or health and safety risk; others are more suitably dealt with at a later stage. A properly planned and executed induction programme will ensure a more relaxed and confident employee, comfortable with their new colleagues and their own role within the club. The level of planning needed will of course vary according to the size of the club, but you will certainly need the relevant paperwork in place – national insurance number, P45 (or P46), driving licence where appropriate, bank details, emergency contact, permits to work (if applicable) and so on. An employee handbook should be issued with their statement of main terms and conditions of employment including supporting policies and rules. Planning programmes Although planning the programme (the common skills part) subject, sequence, venue, timing and trainers, is time consuming on the first occasion, it can be used time and time again in the future when little time will be required to update it. Try and mix up ‘listening’ and ‘doing’ sessions, so that people do not spend long periods being talked at or have unfamiliar muscular activity becoming painful and tiring. Clearly, any activity involving risk should be preceded by appropriate health and safety training. Steps to success Assuming general physical and mental ability (tested if necessary during the recruitment process), consistent with the requirements of the job, certain basics will improve the ease, proficiency and success of training. First identify the skills required. Break each one down into suitably sized steps. Practice each step until proficient at that step before moving on to the next. Once proficient at each step

“

Try and mix up ‘listening’ and ‘doing’ sessions, so that people do not spend long periods being talked at.

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combine them and, hey presto, learning done. It is the trainer’s responsibility to ensure the learner has learned, therefore always test that you have been understood. Quizzes and tests are all ways of checking the learner has understood the training. Trainees should be provided with their training programme, an understanding of why they are being taught those subjects and the value to them as an individual to learn them. Clearly someone brand new to the club has to undergo intensive induction and training regarding every aspect of the business; its layout, rules, people, policies etc. As already noted, some of the subjects have to be dealt with immediately on commencement (for example, toilet facilities and critical Health and Safety issues) while others are dealt with at later stages during the programme. Route to promotion Changes to an individual’s role, especially where it is to be expanded to include extra responsibilities, or where promotion to a more senior grade is involved poses their own particular problems. Again proper

planning for the induction and training to be able to carry out the new duties, duly prioritised and recorded as appropriate, is essential. It is, however, also essential to consider the selection of the individual who is to have his/her role expanded or who is to be promoted. The fact that someone is a good (or even your best) barman does not mean that he/she would make a good supervisor or manager. Care must be taken in the selection of an individual for promotion to, for example, bar supervisor. Length of service, or the feeling that it is ‘their turn’ is not a reason to promote someone, because what happens to them if it goes wrong? What do you do with the individual? Sack them? Not only have you then lost your supervisor but you have lost a good employee who was so highly valued to you that you promoted them in the first place! There are also the costs of having to go through the process again, the morale damage to the rest of the work force and knock-on costs because the team is currently leaderless until the appointment and bedding-in of the new supervisor. Properly planned and executed training for new starters and ongoing changes/promotions, will lead to a higher quality and quantity performance, hence lower costs, less waste, reduced rates of labour turnover, improved recruiting, greater willingness to retrain, and a higher morale amongst the workforce. Enough said? General statistics show that 50 per cent of all leavers leave within the first three months and a further 25 per cent leave within the second three months. And this is mainly due to poor induction and training. There is a cost associated with each one of these leavers. So look after your staff and your bottom line at the same time; it really does pay to make them stay.

CLUB FOOTBALL 71

FOOD AND BEVERAGE – TRENDS

Keeping on top of trends Just what should clubs be adding to their 2018 menus? Lucy Pedrick, Insights Manager at Bidfood, discusses the top foodie trends tipped to dominate menus this year.

t comes as no surprise that we’ve already seen an array of world cuisines popping up on menus this year. There’s a growing interest in international travel and enthusiasm for tasting novel food continues to capture the nation. And, while sports fans still love traditional fare, it’s safe to say there’s a new wave of global flavours tempting them to try something new. In fact, 39% of diners now choose to eat Thai cuisine regularly and a further 20% opt for Japanese dishes. To meet consumers’ ever evolving demand for new and exciting cuisines, sporting venues need to continue to monitor food trends closely. To help with this, Bidfood has been working with research partners and gathering consumer views, as well as insight from its customers, to forecast the key trends that will shape menus over the next 12 months. We’ve identified nine themes set to capture the nation’s interest this year.

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Moreish MENA The desire to try new and authentic global foods is reflected in the growing interest for cuisine from the Middle East and North Africa (MENA). In line with this movement, operators are offering a mix of traditional Middle Eastern ingredients and spices, cleverly fused with well-known Western dishes. To tap into this movement and give menus an added flair, try incorporating the likes of beetroot hummus and baked harissa tortilla triangles for a quick and easy bar snack option. Modern Europe Think shoreline fish, quality meat and local produce which reflects dietary choices from Scandinavia and the Balkans right through to the East and West of the Mediterranean. Bringing cooking back to its very basics by creating simplistic and fresh dishes is a great way to meet this trend. Why not try a simple

recipe idea of pork and potato dumplings finished with fresh dill or chives as a hearty special to accompany the big game. Asian appetite No stranger to menus and certainly adored by many, Asian cuisine continues to feature highly. The Asian taste experience has had a real boost, as consumers look for deeper, bolder and richer flavours from across the continent, including sesame oil, miso paste and lemongrass. As well as classic dishes, such as dim sum and spicy noodle soup, new and innovative street food concepts such as Korean fried chicken and kimchi hot dogs are sure to grab the attention of adventurous sports fans. And there’s still an appetite for... • Better Me – as consumers become increasingly health conscious they are increasingly looking for

food choices that are nutritious, low in sugar, wellbalanced and support a busy lifestyle and exercise regime. In fact, 62% of UK adults are concerned

about sugar in food and non-alcoholic drink products and a further 542,000 Brits now follow a vegan diet.

• Grab & Go – as lifestyles become faster-paced, there is a larger demand for immediacy and portability across foodservice. • Street Eats – kerbside dining remains exciting to consumers that like to eat their way around the world in a less traditional manner. • Day-part Dilemma – all-day dining hits the spot for weekend sport enthusiasts looking to eat what they want, when they want. • Great Britain – there’s still love for home comforts but with a modern-twist, whilst new ingredients and tapping into regional tastes are increasingly coming to the forefront. • Americas Discovered – diners are seeking out everything from grilled, fried and stewed meats and fish, to vegetable and chilli-infused salsas – the taste for South American and Caribbean cuisine is continuing to influence kitchens. To meet evolving consumer demands and ensure clubs are future fit, now is the time to give menus a little refresh. Incorporating upcoming trends is key for operators looking to make a lasting impression, encourage repeat custom and will ultimately prove they’re not just a one trick pony.

CONTACT DETAILS For more ideas and to view Bidfood’s Food and Drinks Trends 2018 visit: www.bidfood.co.uk/2018-trends t. www.bidfood.co.uk , Instagram: @BidfoodUK Twitter: @BidfoodUK

CLUB FOOTBALL 73

FOOD AND BEVERAGE – SOFT DRINKS SALES

Selling soft drinks Soft drinks are stalwarts at the club bar. But just how do you make sure that your sales are the best that they can be?

ategory management – a fundamental aspect of retailing – is one of the main strategies used by the grocery super giants to generate more sales and higher profits. The same process can be used for food and drink

retailing and simply put, means customising your offering to reach the right consumers at the right time with the right product choices, and at the right value. There is a need to place greater emphasis on

ensuring products are ranged correctly, so here are five top tips on how to take advantage of changes in the market place and increase sales and revenues from your soft drinks offering. 1. Know your consumers Talk to them and find out what is missing from your offering. If you only offer a limited mixer range which doubles as the soft drink option, consider that nowadays consumers expect a soft drinks offering to comprise juices, flavoured carbonates and a choice of still cordials and squash drinks. Ask staff to report back any regular requests for unavailable drinks and find space to factor in new or alternative products in your range. 2. What is the drinking occasion? Are they looking for quick thirst refreshment or an indulgent treat? Classifying their purchase need will help you to put different products in stock to increase volume sales, or increase the revenue per drink. Look out for products that have been designed with a particular benefit in mind; eg. an energy blast or juice boost. 3. Volume versus value Work out what is best for club business according to peak and off-peak periods. Most club venues would benefit from peak-time volume capacity. Conventional drinks such as cola, lemonade and tonic can be combined with innovative/niche offerings that present the opportunity to command a premium price. 4. Choice, choice, choice The reason? Through all facets of our daily lives, we now expect to be provided with alternatives. Consumers demand options and want control of the selection process. Ensure consumers know what is on offer by displaying soft drinks choices on your price list. Use merchandising and pointof-sale materials on or around the bar top to increase visibility and entice consumers. 5. Serve it right The most important factor, regardless of what you serve, is how you serve it. Giving members a warm, flat cola in a dirty, scratched glass will cause most club members to develop a negative impression of your club. So always ensure you start with a sparkling, clean glass, preferably one that has been stored in cool place. Fill up with ice (unless the member declines it) and then dispense the drink with an appropriate garnish. Serve with a smile!

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FOOD AND BEVERAGE – MENU DESIGN

Food, glorious food! Michael Braidwood CCM explains how Menu Engineering can help food-focused clubs to increase their Food and Beverage bottom line.

ay attention when you go out for dinner. It could make you some extra cash.

Menu engineering – the science When I go out for lunch, dinner or visit a café or golf club I always wonder if any strategy or thought has gone into the menu design? And by menu design I do not mean the fancy cover or page design. I am more interested in whether or not there is a strategy in how the menu content has actually been laid out. In most cases I come to the quick conclusion that there has not been, and that the menus have either been designed by an agency or laid out in-house in a traditional style. However there should be a great deal of strategy and effort put into your menus as they need to be a selling machine for you. Any café, restaurant, club or bar who does not apply the principles of menu engineering is missing a massive trick and throwing additional profits down the drain. Menu engineering is not a new concept; it’s been around since the early 1980s where a detailed study was carried out in the USA of customer demands, menu mix analysis and contribution margin and menu layout ‘hot spots’. By gathering this data it allowed restaurant managers to layout their menus in the most effective manner in which to lure their clients to the most cash profitable items on the menu. The concept moves you away from thinking about gross margin and gets you thinking about contribution margin, in effect cash. How much cash do you actually make from each product sale? (As our F&B guru Steven Brown always says you can’t bank a percentage!) Looking at the chart below you will see the chicken sandwich showing a healthy 62% gross margin. At first glance you would think this would be the most desirable item to up-sell wouldn’t you? But in fact when you calculate the contribution margin you will see the salmon sandwich offers you the best cash return (see right).

Menu item

Item food cost

Chicken €1.5 sandwich Gourmet burger Salmon

Menu selling price

Food cost %

Gross margin %

€4.00 38%

62%

€2.00 €5.00 40%

60%

€2.50 €6.00 42%

58%

Menu item

Item food cost

Chicken €1.5 sandwich Gourmet burger Salmon

Menu selling price

Food cost %

Contribution margin

€4.00 38%

€2.50

€2.00 €5.00 40%

€3.00

€2.50 €6.00 42%

€3.50

With this knowledge in hand you can train your staff to recommend the best cash contributing items on your menu and design your menu so that the greatest cash contributors are in the menu ‘hot’ spots. The diagram below shows you how people read menus, centre right is always first. So this is where your highest contributing items should be placed. To make it even better place the items in a highlighted box, this draws further attention. Theory in practice At a recent visit to Pizza Express I found that looking at the menu you are immediately drawn to the big red

panel in the middle of the menu – the Romana pizza. When asked if there was a strategy behind this, the manager explained that the Romana pizza contributes at least £1 more than any other pizza on offer. The eye catching red block draws customers to that section and staff also recommend or upsell to that pizza. Considering they sell 3,000 Romanas a week that’s £3K straight to the bottom line! There is a whole lot more to the science of menu engineering, but the opening basics can make a big difference to your bottom line. It’s certainly worth the effort. What are the benefits of menu engineering? Apart from the obvious one that it will make you more cash profit, getting your team involved with this is very motivational; people like to do well at things. Get your chef involved with the food costings and fully understanding that profit is important! Get the communication going between the kitchen and waiting staff to promote and up sell the best contributing items. Also experiment with the menu layout and monitor the results to see which strategies work best. To learn more about menu engineering and raising the over all standard of your food and beverage offering attend CMAEs Food and Beverage management development programmes. More details are available from the Club Managers Association of Europe (www.cmaeurope.org). Michael Braidwood CCM is former Director of Education for the Club Managers Association of Europe, is General Manager at Qatar International Golf Club. He is contactable at mbraidwood@qigolfclub.com

CLUB FOOTBALL 75

ASK THE EXPERTS – SECURITY

Theft – don’t leave your club exposed With summer underway, many clubs will be getting their green keeping and maintenance equipment out of storage to prepare the grounds for the summer ahead. But when did you last check that they were still safely where they were supposed to be? Club Insure offers the following advice on security.

lub Insure took several reports of thefts from outbuildings last year so we would like to take an opportunity to remind all clubs to check their policy wording to ensure that the Physical Security Standards are being adhered to. The photo on this page shows a typical wooden double door that we might come across on an outbuilding. As with all other parts of the premises an outbuilding should be fitted with a suitable alarm but in addition to this there will be other Physical Security Standards that are required. A sample wording is shown below. Physical Security Standard – sample wording This is applicable to any cover granted in respect of Damage by Theft. It is a condition precedent to the Company’s liability for Damage that the Policyholder shall have implemented the following security measures within eight weeks of commencement of Theft cover. Failure to do so may result in a claim under Theft cover not being paid or in payment being reduced. Doors In respect of all external doors (including wicket gates) and internal doors leading to other premises or part of premises not occupied by the Policyholder.

Timber and Steel Doors To be secured by at least one of the following: i. A mortise deadlock conforming to BS3621 together with a compatible boxed striking plate. ii. A close shackle padlock with minimum shackle thickness of 10mm together with the manufacturer’s corresponding locking bar or (for doors other than final exit). iii. Two key operated security bolts for doors one fitted approximately 300mm from the top of the door and the other approximately 300mm from the bottom. Aluminium and UPVC Doors To be secured by a cylinder operated mortise dead-

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Windows Each ground floor and basement opening window or skylight and other window or skylight accessible from decks, roofs, balconies, canopies, fire escapes or downpipes to be secured by a key operated lock fitted independently of the existing fastener unless the lock forms part of the original fastener design. This requirement does not apply to any window or skylight which is either: i. Protected by solid steel bars grilles lockable gates expanded metal or weld mesh, or ii. Officially designated as a fire exit by the fire authority. lock or deadlocking multi-point locking system. Roller Shutter Doors To be secured by either: i. Two cylinder operated shutter locks with one lock fitted at each end of the shutter, or ii. A close shackle padlock with minimum shackle thickness of 10mm together with the manufacturer’s corresponding locking bar. Horizontal sliding or folding doors To be secured by either: i. A hook bolt mortice deadlock, or ii. A close shackle padlock with minimum shackle thickness of 10mm together with the manufacturer’s corresponding locking bar. Double leaf doors The final closing leaf to be secured by the appropriate locks as detailed above, the first closing leaf to be secured by flush bolts or key operated security bolts top and bottom throwing into the framework and sill. Outward opening doors (This is applicable to timber and steel doors only.) In addition to the appropriate locks and bolts detailed above, each outward opening door to be fitted with hinge bolts top and bottom. The above requirements do not apply to any door officially designated as a fire exit by the fire authority.

Going back to the photo, this illustrates outward opening, timber, double leaf doors so there are three different parts of the wording that need to be considered to ensure full compliance. It is important to keep a comprehensive list of all your assets and update this regularly as this will help you ensure that your Sums Insured are adequate. Please take photos of your equipment where possible so that if you are unfortunate enough to suffer an incident you can easily evidence your loss, particularly if you no longer have the original purchase receipts. It is vital that you check your own individual policy as each wording is different and if you are unsure whether you have the correct cover in place contact your insurer.

CONTACT DETAILS Club Insure covers all aspects of club insurance from start to finish, with Account Handlers and Claims Managers under one roof. Victoria Romero-Trigo, Director Club Insure Ltd Romero House, 8 Airport West, Lancaster Way, Yeadon, Leeds LS19 7ZA e. Victoria.romero-trigo@club-insure.co.uk t. 0844 488 9204 www.club-insure.co.uk

ASK THE EXPERTS – CONTRACTORS

Employing competent contractors Inappropriate management of contractors can result in costly accidents, delays to work, criminal prosecutions and claims for damages. Club Insure offers the following advice.

o avoid the disasters which can occur when using poor standard contractors, it is important that you assess the competency of any contractors you intend to employ. The following list – while not definitive – will help act as a guide to assist you in selection of a competent contractor. What is the job? Identify the work required of the contractor and determine its level of risk. For example, work carried out at height will have an increased risk. Anticipating these risks will help you decide whether a contractor is competent to do the job.

should set out the contractor’s arrangements for health and safety. Accident reporting and enforcement action Consider the contractor’s recent safety performance. Ask for recent accident statistics and their arrangements for reporting accidents. A low accident rate may sound good but this may be due to under-reporting. Consider prosecutions or receipt of enforcement notices. Consult the HSE ‘Register of Prosecutions and Notices’ website.

Experience Identify the skills and experience of the contractor. Ask for references from similar, recent work to help you assess their performance.

Qualifications and skills Contractors’ employees should possess necessary skills and qualifications for the work. Ask to see evidence of relevant training records and qualifications and ensure that these relate to those who will actually be undertaking the work.

Evidence Obtain evidence that the contractor holds a current Public Liability (PL) Policy and that the policy limit is equivalent or higher than your own PL policy limit. This is likely to be a requirement of your own Insurance policy and failure to do so may mean that you do not have any cover in the event of a claim.

Sub-contractor procedures Check whether the contractor intends to sub-contract any of the work and if so, what procedures they have in place to ensure their own contractors are competent.

Health and safety Request the contractor’s health and safety policy, signed by a responsible senior person. The policy

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Ensure contractors’ employees have the necessary information, instruction and training. Ask for training records and certificates.

Management and supervision Consider what health and safety implications the work could have for your own operations, your employees and others, such as the general public. Consider whether you have a better understanding of the health and safety implications of the proposed work than the contractor. This may clarify your own level of management and supervisory responsibilities. Safe systems of work Request safety method statements and risk assessments to ensure the work will be carried out safely. The contractor should monitor their own health and safety performance. You should carry out periodic checks to ensure that this is being undertaken. Health and safety training Ensure contractors’ employees have the necessary information, instruction and training. Ask for training records, certificates, etc. For example, if the task involves working at height, ask to see evidence of suitable training.

Co-operation and co-ordination Establish clear lines of communication to promote co-operation with others and the co-ordination of work. Arrange regular meetings and provide relevant information that can contribute to a safe system of work. Close communication is important if sub-contractors are employed, or if there are changes to the project. Independent contractor accreditation membership Find out if the contractor is accredited to a health and safety accreditation scheme such as CHAS or Safe Contractor. This can signal that they have met acceptable standards in health and safety. However, as this may be just an early indication of competence you should still check that this is relevant for the proposed work. Advice and professional body membership Determine if there is access to competent health and safety advice. Such advice should preferably be internal; however it is not unusual for smaller contractors to employ external health and safety advisers. Consider looking for membership of relevant industry associations. These are a good way to keep up to date with health and safety legislation as well as industry best practice.

CONTACT DETAILS Club Insure covers all aspects of club insurance. Contact Victoria Romero-Trigo, Director at e. Victoria.romero-trigo@club-insure.co.uk t. 0844 488 9204 Club Insure Ltd Romero House, 8 Airport West, Lancaster Way, Yeadon, Leeds LS19 7ZA www.club-insure.co.uk HSE advice on selection of competent contractors: http://www.hse.gov.uk/ pUbns/priced/hsg159.pdf

CLUB FOOTBALL 77

ASK THE EXPERTS – WEB DESIGN

Keeping it clean – theuseofwhitespace The common misconception amongst many website designers, is creating overly busy and complex websites. Pages filled with content with as little white space as possible is the particular common theme. Is this really what users want?

urrent trends in website design would suggest that negative space is essential for user experience. Firstly, enough negative space within the design allows the user to easily absorb the content presented on the screen. Secondly, if used correctly it can offer an aesthetically pleasing visual impact. So negative space, what is it? It’s often referred to as ‘white space’ and describes the extent of blank space between different elements on a web page. This white space has been deliberately constructed to not display content. (The space doesn’t specifically have to be in a white colour it can be in any colour, of course.) White space and readability of content In order to take users on a journey, the copy needs to be easy to read. For a web designer, making the web page look less cluttered, yet at the same time exciting is crucial. Sharp content hierarchy We tend to find a significant problem amongst UX (user experience) is messy websites with calls to action bombarding users in every direction. If a user doesn’t have a clear pathway to browse around a website, how can you ever direct a user successfully around your website? By introducing negative space, you can clearly differentiate between different elements and establish calls to action that stands out. This approach means that all elements on the web page have a hierarchy, established by their importance which is essential for the user. Balancing act Ensuring a fine balance amongst all the elements of a web page is pivotal for web designers. A website is designed in a unique way that ensures every element on the page gets its due space accordingly. The key to a great website is guiding users towards the parts that will result in a conversion or some sort of action. Therefore, keeping a design simple and well balanced to avoid confusion is the key to good website design.

78 CLUB FOOTBALL

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Ensuring a fine balance amongst all the elements of a web page is pivotal for web designers.

CONTACT DETAILS Studio44 44 Newton Road, Tunbridge Wells, Kent TN1 1RU t. 01892 888 011 www.studio44.agency

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