We are in difficult trading times for the hospitality industry. Following the national (and international) lockdown due to the covid-19 pandemic lifestyle habits have changed. This varies from workers not going into offices, through to regular diners choosing to stay at home rather than be in busy social environments, through to a reduction in those who travel as part of their job and stay overnight in hotels. All of these changes mean a reduction in the available market for many sectors of the hospitality industry.
On the back of these lifestyle changes, and in part because of them, we are in a time of increasing lifestyle costs for individuals, and operating costs for businesses. It would appear the outlook is gloomy for all.
However, in difficult times where businesses fail there are opportunities for those who can identify trends, manage costs, and target those areas where there is the potential for growth. This is not easy to do and can take up a great deal of time. Many operators in the hospitality industry that try to spread themselves too thinly, or have additional employment to make ends meet, may find that forgetting the planning stages of their business can be mortally wounding. Traditionally the hospitality industry was the sole focus of those involved in the day to day running of a business, but the trend to look at a pub or guest house as a way of topping up on other employment became fashionable in the early 2000’s when property prices and profitability in these sectors rose with the need for little additional input. Focus must now be 100% on making a business a success.
The formula for success in the hospitality industry is not rocket science, but it is pretty close and it needs dedication, thorough and ongoing planning, hard work and long hours. Not putting the work in means reduced turnover, but the costs are still there. These costs are rising so that means less operating profit.
2023 sees my 37th year in the hospitality business. There have been many peaks and troughs for the industry during that time since 1985. However, one constant has remained. Operators who understand trends, control the gross profit and costs in their business, and plan ahead, continue to have a successful business. There is always something to do. Plan when it is quiet and make hay when the sun shines.
At MJD HUGHES Ltd we are always talking to property owners and landlords who have opportunities for those who can operate a business. Our job is putting the two sides together. Our business is the hospitality business, and keeping it going. We don’t believe that good businesses should close. Email us today at email@example.com if you are interested in running a pub, guest house, restaurant, hotel or have an idea for a property that may just be ahead of the game. We would love to hear from you and marry you up with the property that will help you realise your potential.