BoldCX · The Leopard Print Plan
You have built something good. It just is not paying you what it should, and no one has been able to tell you why. In twelve weeks, I will show you exactly where it leaks, and hand you and your team the fix.
Built on four questions your guests never say out loud
Why now
There is a sentence I hear from owners more than any other at the moment. We are just waiting for things to pick up.
I understand it. You have been through a few years that would have finished most industries, and it is reasonable to think you are owed a good run.
But around a third of UK consumers say they are cutting back on eating and drinking out this year, and that is the third year running. Footfall is not coming back to what it was. It is being shared out differently.
That is the part worth your attention, because when people go out less often they get pickier about where. They are not choosing on price. They are choosing on the last visit they can remember.
Waiting is a decision. It is the only one with no upside.
Picture it in pounds. Two walkouts on a busy Saturday, a few tables that never came back, a second round nobody offered. Call it forty covers a week you should have had and did not. On a modest spend that is comfortably past twenty thousand pounds a year, walking quietly out of a door you cannot see.
Would I even
bother?
This is the stage you cannot see any more, because you park in the same spot and come in through the back. Everything here happens before a single pound is spent, and every failure is invisible to you, because the person simply kept walking.
What you will see
Do I know
what to do?
Order at the counter, or wait to be seated? Is anyone going to look up? Where do I sit, where are the toilets, where is the allergen information? A guest who has to work any of that out for themselves has started the visit on the back foot.
What you will see
Does this place
work when
it is full?
Three flows, usually fighting each other. Guests moving through the room. The team moving through the same space. And food moving from the kitchen to the table, which in food service is the one that costs you most.
What you will see
Did they feel like
they mattered?
Two halves that sound like opposites and are not. First, written procedures for everything that repeats and needs no judgement. Then coaching on the three moments that decide whether anybody comes back.
A team working out what to do next has nothing left over for the guest. A team running on rails has attention to spare, and attention is the thing people actually feel.
What you will have
This is the biggest stage, the hardest stage, and the one the result comes from. It gets four of the twelve weeks for that reason.
The shape of it
The physical stages move fast, so you get visible wins inside the first fortnight. The behaviour work gets the room it needs, because that is the part that decides whether any of it lasts.
The Look
Outside in. Signage, approach, and the digital front door.
The Landing
The first thirty seconds, wayfinding and facilities.
The Flow
Guests, team and food. The pass, ticket times, accuracy and the delivery channel.
The Feeling
SOPs for everything that repeats, then coaching the welcome, the check in and the farewell.
Two ways to run it
Identical programme, identical materials. The difference is whether I am standing in your venue or on the other end of a video call.
You get the full kit and work through it stage by stage with your own team, with me behind you the whole way.
Everything above, plus me on site for the stages where being in the room changes the answer.
What you get
A report tells you what is wrong and then sits in a drawer. This is built to be used on the floor, by the people doing the work.
The result it was built on
+22%
Sales, in nine weeks
The method took seven years to build and the last three to prove on working hospitality businesses. The first site I ran the full sequence on went up twenty two per cent in nine weeks, with better margins and a lower staffing cost against every pound taken. Nobody lost hours. The same team simply served more people.
The programme is twelve weeks rather than nine because the extra three go into the part that decides whether it lasts. Getting a result is not the hard bit. Still having it next spring is.
You go from the owner hoping footfall picks up, to the one people drive past two others to reach.
The arithmetic
A fixed fee against a percentage of your turnover. Here is the uplift you would need just to cover it, on a fifty per cent contribution margin.
| Weekly turnover | Annual | Break even uplift |
|---|---|---|
| £4,000 | £208,000 | 1.9% |
| £8,000 | £416,000 | 1.0% |
| £15,000 | £780,000 | 0.5% |
| £25,000 | £1,300,000 | 0.3% |
Set that against a proven twenty two per cent. Even at a quarter of that result, a mid sized site makes the fee back several times over inside the first year, and usually before the twelve weeks are finished.
Illustrative, on a £1,995 programme fee and a 50% contribution margin on incremental sales. Your own numbers get worked out properly in the first conversation, not on a web page.
The guarantee
By the end of stage three I will have named the specific moments costing you money, and put a figure against each one. If those findings do not add up to at least three times the programme fee in recoverable annual revenue, you pay nothing and keep the work.
I will not guarantee your result, and I would be careful of anyone who does. What happens after I hand it over depends on whether you and your team actually do it, and that part is not mine to promise. What I will guarantee is the part I control completely, which is finding the money in the first place.
Requires an agreed baseline before anything changes, and all four scorecards completed. Full terms provided before you commit.
Straight with you
I would rather say this now than take your money and find out together. This is not the right answer if:
But if you are busy and still not making what you should be, that is almost always an experience problem. And experience problems are fixable in weeks rather than years.
Where to start
Tell me where you think the problem is. I have been on hospitality floors for thirty years and I will tell you honestly whether this is the right thing for your site, including if it is not.
rustylloyd@boldcx.co.uk
Rusty Lloyd · Founder, BoldCX