Moirs work

their magic

In just over a month, John and Maggie Moir upped turnover by more than £7,000 a week at the Cock Inn and are keen for yet more progress. EWAN TURNEY reports

John and Maggie Moir took on the Hall & Woodhouse-owned Cock Inn in May. Prev-iously, the couple had owned the unusually- named freehouse, the Land of Liberty, Peace & Plenty in Heronsgate, Hertfordshire. The Moirs transformed the Land from a grotty pub on its last legs into a high-class establishment in less than two years. The turnaround was even more remarkable when you consider that neither had any previous trade experience. So, why move on? 'There was just nothing else we could do for the pub, explains John Moir. 'We had pushed its potential as far as it would go.

The Cock is a traditional, community village pub set in picturesque Sarratt, Hertfordshire, complete with a 40-seater barn conversion restaurant, a big garden and children's play area. It has a strong, local community following from the agricultural industry and the restaurant attracts people from up to 15 miles away. 'It's a stunning location and you have to drive through this marvellous valley to get to us, Moir adds.

The Moirs have already started a rapid transformation at the Cock and inside six weeks have increased turnover by more than £7,000 a week.

Moir's marketing experience has come in handy in bringing about the upturn in fortunes. 'We were pretty well known from the Land and when we came in, we did a mailshot to all our old customers and also spread the word, he says. 'We changed the food to proper English pub food things like steak and ale pie, sausage and mash, calf's liver and fish and chips.

Things are on the up and looking good, but Moir is not one to rest on his laurels. With just under three years of trade experience, he is fully aware that you can always learn something new to improve business. What he really wants is his staff to offer 'proper customer care.

At present, he employs three full-time staff and 10 part-timers, half of whom are students. The initial problem was a lack of staff.

'Before buying the lease, I watched the pub and the staff. There was a lack of staff and they only had one running the bar. We now have three on the bar at weekends and at least two in the week, says Moir.

'At the moment, staff training comes down to a short induction and all staff are given an 'intensive instruction sheet which they must read and sign. This sets out rules and guidance on expected behaviour.

'They are all getting there, but I want proper customer care. In my previous work I used proper training firms and although they are expensive, they do work. I want to give them more training.

Moir says his staff can pour and treat drinks correctly but could not tell customers what any of the ales taste like or the wine. And he and his wife are the only ones who can change a barrel.

The restaurant has table service, which he says 'works very well, and has been tried and tested by participating in the Daily Telegraph's two-for-one gastro pub meal offer.

'The staff all provide quite a good welcome and are friendly and chatty, but there are times when they could do more. As I always say, 'if there's time to lean, there's time to clean'. A pub is a massive cleaning operation.

The Moirs hope to take on an assistant manager next month and will put them through the necessary training to become a personal licence holder.

The budget for staff training is set at around £1,500 for the year.

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