"Pubs need a fair chance to succeed" says Barons Pubs boss

Rising employment costs, business rates and taxation continue to put Britain's hospitality industry under intense pressure, despite strong customer demand and record sales at many venues. 

That's the view of Clive Price, Owner and Managing Director of Barons Pubs and Chair of the British Institute of Innkeeping (BII), who believes the sector has proved remarkably resilient, but now needs government to create a fairer environment in which businesses can succeed. 

Speaking to Favouritetable, Clive reflected on his more than three decades in hospitality, the evolution of Barons Pubs, the value of consistency and customer service, and why technology has become an essential part of running a successful modern pub business. 

Mark Ferguson: Clive, you've spent your entire career in hospitality, from washing dishes and working as a chef through to leading one of the South East's best-known pub groups. How has that journey shaped your approach? 

Clive Price: I've been fortunate enough to do almost every job in hospitality, from kitchen porter through to front of house and management. When you've worked your way through the business like that, you gain a real appreciation for every role because everyone contributes to the customer experience. 

That's probably why we're so focused on standards at Barons. Customers come back because they know what they're going to get. Whether they visit this week or six months from now, they should enjoy the same quality of food, service and hospitality every time. 

Question: Hospitality has faced some enormous challenges in recent years. How would you describe the current trading environment? 

Clive: Challenging, without question. 

Since Covid we've had rising energy costs, higher interest rates, increases in National Insurance, minimum wage rises and higher business rates. The frustrating thing is that many hospitality businesses are actually trading well. At Barons we're seeing record sales and continue to attract loyal customers, but higher turnover doesn't automatically translate into higher profits. 

Margins are under real pressure and that's especially true for independent operators. We don't want handouts; we simply want a fair tax system that allows successful businesses to continue investing, employing people and growing. 

Question: As Chair of the British Institute of Innkeeping, you've spent a lot of time talking to government. What's the message you're trying to get across? 

Clive: The biggest message is that pubs contribute far more than many people realise. 

We create jobs, particularly for younger people taking their first steps into employment, we develop transferable skills and we provide places where communities come together. 

Hospitality has always been one of the UK's great entry points into work, but rising employment costs have inevitably made recruitment more difficult. If government genuinely wants to improve youth employment, pubs and restaurants have to be recognised as part of the answer. 

I've been encouraged by some regional initiatives, including Andy Burnham's support for hospitality businesses through additional business rates relief. It shows an appreciation of the challenges the sector faces, although there's still a long way to go before operators across the country are competing on a genuinely level playing field. 

Question: With all those pressures, are you still optimistic about the future? 

 Clive: Definitely. 

People working in hospitality are natural optimists. They have to be. Every morning they open the doors believing they can create a great experience for their customers. 

Demand hasn't disappeared. People still want to meet friends, celebrate special occasions and spend time with family. If anything, pubs have become even more important because they offer something increasingly valuable, somewhere people can disconnect from their screens and spend quality time together. 

The industry has always adapted. Whether that's improving food, investing in outdoor spaces, offering better coffee or embracing new technology, good operators never stand still. 

Question: Barons Pubs has worked with Favouritetable for well over a decade. How has technology changed the way you operate? 

Clive: We originally moved away from pen-and-paper booking sheets after another operator recommended Favouritetable. 

Today I genuinely couldn't imagine going back. Online reservations are much more convenient for customers and they give us far better visibility of what's happening across the business. 

One thing I've always appreciated is that Favouritetable genuinely listens. Whenever we've suggested improvements, they've always been prepared to look at them because if something makes life easier for us, there's every chance it'll benefit other operators too. That willingness to keep developing the platform has been a real strength of the relationship. 

Question: Finally, what advice would you give somebody thinking about a career in hospitality today? 

Clive: I'd simply say go for it. 

Learn as much as you can about every part of the business because that experience becomes invaluable later on.  

Then put good systems in place and stick to them. At Barons we've documented everything from recipes and service standards through to operating procedures because consistency builds confidence for both customers and staff.

Keep improving wherever you can, but don't fall into the trap of constantly changing things that already work well. Looking back, that's probably one of the biggest lessons I've learned.

To find out more about Barons Pubs, visit: https://www.baronspubs.com/