![]() ![]() Then you think about it.” Balancing logistics The first thing you say to a salesman is ‘no’. “Every time a liquor salesman walks in he has a new flavor, a new brand he wants you to buy. “If you get into 70, 80 or 90 brands, you’re getting into huge amounts of inventory that will never sell.” Taffer believes that liquor inventory should never exceed 17 percent of monthly sales. When it comes to specifics, Taffer offers the following: “Our job in the bar business is to keep our back bar to roughly 40 to 50 brands,” he says. “If I have a sports bar then I have different needs for a back bar than if I have a cocktail bar.” Purchasing decisions also depend on the space available to display bottles. “What kind of customer do you have, and what kind of customer do you wish you have?” Olson asks his clients. He has helped develop successful programs for the Broadmoor Hotel, Gramercy Tavern and the Borgata Hotel Casino and Spa, among others. Olson is the founder of aka wine geek, a restaurant service consultancy group, and co-founder of Beverage Alcohol Resource. “Are they looking for an upscale, premium-brand experience? If that’s the case, then the menu, logos, glassware, garnishes, all the products have to fit into that envelope.” Taffer believes that deciding what to stock depends on the image and aspirations of the venue and customers. ![]() So, in planning an effective cocktail menu, how does a beverage manager decide what to stock? Is there a formula for the ideal proportion of well spirits versus premium versus super-premium and flavored spirits? We asked Taffer and others for their frank advice, no holds barred. Yet many contemporary cocktail customers are highly brand conscious, and two categories of spirits-super-premium and flavored spirits-are seeing a huge uptick in sales, according to the Distilled Spirits Council. “I can make a basic screwdriver, put it in an incredible glass, drop an unbelievable garnish on it and get $3 more for that drink.” “Markup is based on perceived value, not absolute value,” says Taffer. Not all of the specialty cocktails need to use premium spirits, either. The most profitable cocktail should be boxed off, dead center the second most profitable drink in boldface and the third most profitable marked as a “chef special.” “If you allow people to order what they want, they typically order products that are not as profitable as others,” he says. And he’s not afraid to call it how he sees it.Īccording to Taffer, a cocktail menu should have 12 to 20 specialty items standard mixed drinks and classics like martinis and margaritas should not be included. He has spun that success into the role of host and executive producer of Spike TV’s “Bar Rescue,” in which Taffer counsels restaurants and bars on maximizing efficiency and profitability. Bar smarts how to#Restaurant owners use gut.”Īs founder and chairman of Taffer Dynamics, a hospitality consulting and business services firm, Taffer has advised numerous clients in the industry on how to execute a cocktail menu that boosts sales. “But the restaurant industry doesn’t use science. There’s a science to using beverages in a restaurant,” says Jon Taffer. ![]()
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