It's time the industry embraced real change

I read with interest the editor's scoop with the licensing minister last week and can't help feeling a certain amount of thunder has been stolen from the article that I am now hastily re-writing.

A couple of Gerry Sutcliffe's points last week did hit home. The minister told us the "industry's problem is that it is not united".

His clear message was "sort yourselves out". An industry the size of ours speaks with far too many voices and we could learn a lesson from our colleagues in the grocery multiples, who, when called upon to react to legislation or social pressures, speak with one voice.

Whose job is it to start the unification process? Well, maybe we should look no further than this fine paper.

The second point that stirred me last week was the rallying call for change. Sutcliffe asked us what is our plan for development, and was clear when he remarked that "people's drinking and lifestyles are changing. What's the industry doing about that?"

Not a truer word could be spoken. Over the last 400 years the primary role of the pub has been to act as a meeting point and to sell alcohol to anyone of legal age, an institution as quintessentially British as our own royal family. Long may it be the nation's favourite place to socialise.

As we know, alcohol's role as the central pillar of every pub's income stream has long been on the decline. Technology and choice has driven change as has our greater awareness of leading healthier, more active lifestyles.

I, for one, hope there will always be a place within the community for a pub that reflects traditional values. I'd ban TVs from pubs tomorrow and make public and lounge bars compulsory, but the reality is that looking backwards or standing still is just not an option.

Change is needed and must be accelerated to ensure that the trade is ready for a new audience. Being purely parochial, the modern licensed environment is a positive place to be if you are in the business of selling non-alcoholic drinks of all types — the basics of success are the same as ever, but the rewards are increasingly greater.

1. Stock a range of products that your customers will know.

2. Put them where they can be seen, including menus for those not visiting the bar.

3. When requested, serve drinks with the same passion you have for cask ale and Guinness — and don't forget to be realistic about the prices you charge customers.

Andy Slee is licensed trading director at Coca-Cola Enterprises​