Published on: 18 Aug 2013
When I was in my teenage years, pubs in England were a very distinctive place; dark, smoky, slightly smelly, overwhelmingly male and mostly shut.
A legacy of previous societal norms meant that women rarely went into pubs unless they were with men.
A legacy of World War One legislation meant that drinks could not be served after 10.30pm or 11pm. This generally meant a few hours of seriously intensive binging from about 8pm to 11pm, mostly on two nights per week.
This state of affairs was not great for earning a commercial return. Pubs often occupy prime sites at expensive rental. Trying to recover the operating costs of a business when the assets are only utilised for 10% of the time is a challenge and a half.
The first marketing innovation was to make pubs far more female friendly.
Curtains over windows were abolished in favour of plate glass windows. Pubs started to sell a choice of wines. The smoking ban came in.
Women were far now more likely to go to a bar with friends because the environment seemed less intimidating. Unsurprisingly, where groups of young women went, groups of young men followed.
Doctors worried about the effects of all this on the nation’s health, but the tills kept ringing.
Laws governing opening hours were relaxed a few years ago, with some predictable, but probably transitional, issues of overindulgence, as a nation used to nanny closing the bar at 11pm now continued to serve, as people continued to drink at the, erm, efficient rate the previous law had dictated.
JD Wetherspoon runs a chain of bars in the UK, mostly in sites that previously were not bars. Car showrooms are a particular favourite choice of location because of the big windows that attract passing impulse customers.
They have started to open their city centre bars early in the morning, in an attempt to attract an extra crowd.
Some chains have slightly different staff uniforms in daytime and the evening; pseudo-Parisian coffee bar by day; unfussy drinking den by night.
The result is that JD Wetherspoon claims to sell 400,000 breakfasts per week (only McDonalds are bigger, with 600,000).
A recessionary environment means that customers have become open to the idea of hanging out in Wetherspoons with a cheap latte instead of a more expensive option in Starbucks. It has achieved this growth remarkably quickly, as it only started to open for breakfast last year.
It’s a wonderful example of innovative business change, asset utilisation and absorption costing.
Published on: 18 Jan 2010
One item that people should be aware of is that management accounting and financial management are similar to the extent that they are both concerned with resource usage. But there are differences.
I was lucky enough to have recently flown on the new Airbus A380 super jumbo and that got me thinking about some of the financial management issues that Airbus face. Designing and producing the A380 must have been a phenomenal exercise and a real testament to man’s engineering skills. It’s capable of carrying over 800 passengers and has a range of nearly 15,000 km. It’s a fantastic machine.
But what has this all got to do with the difference between management accounting and financial management? One difference is that management accounting tends to deal in short-term timescales whereas financial management is generally more concerned with the longer term. Whilst the longer term is generally considered to be more than one year be aware that certain industries and companies have a distinctly longer “long-term”.
From inception to delivery the A380 took nearly 10 years and the long term view taken by Airbus is certainly longer than some businesses in for example the IT or fashion industries. Some of the businesses in these industries have distinctly shorter “long-terms”.
Anyway, despite the millions spent on design and development of the A380 there was one disappointing thing about my flight and that was I fell asleep during the film and missed the ending…