How Big is New York Nightlife? Part II

By Gamal Hennessy

Last night I described the size and scope of nightlife venues and what they do to directly stimulate the economy. Today we’ll look at the other side of the equation and look at the economic activity of patrons in New York clubs.

Patron Population

All the venues and operators are useless without someone to actually serve. The 2004 Impact Study concluded that the attendance in New York clubs is more than 65,000,000 entries per year. Keep in mind that ‘entries’ is not a direct measure of the number of people who patronize nightlife on an annual basis, since club hopping and bar crawling could take one person to several venues in a night. A tourist might hit a club on her vacation in New York. A nightlife native might visit 50 or 60 venues in a year. Although total entries do not translate directly into 65,000,000 patrons, it is more than three times the amount of attendance at all 8 New York sports teams combined. 64% of nightlife patrons live within the five boroughs with each New York native visiting an average of 2.14 clubs per night out. The other 36% of all nightlife patrons came into the city from out of town and they visit an average of 2 venues per stay.

Cash Flow

Pre-Club Activity: Patrons don’t just magically appear on the dance floor at night. There are many activities that they engage in and spend money on before the night begins. The Study found that each native spent an average of $67 per person on these ‘pre-club’ activities including purchasing clothing, dining out and other activities. In addition, 82% of patrons used some form of transportation to get to the venue, for another $15 per person. So in total, each New York resident spent about $80 before she even walks inside the club. Tourist spending at non nightlife venues was even higher than resident spending. 86% of tourists people engaged in some other activity when they went to a club including dinner shopping, but also including hotels, theaters and sightseeing for an average of $90 per person. The out of town group also spent an average of $110 to get to and from the city and the venues they decided to visit, bringing their per person spending total to almost $200.

Liquor Purchases: The Study and the Zagat guide don’t estimate how much patrons spend when they are actually in a venue, but we can develop an educated guess. In our estimate, we’re going to assume that a person goes into a bar or club and buys four drinks; two for himself and two for the person he is with. I’m assuming a social unit of two, even though larger groups are just as common in clubs. I’m also assuming basic manners here, which means people not going Dutch. This might be overly optimistic in New York City, but in my experience New Yorkers can be very generous with alcohol, especially if they’ve already had a drink or two.

To keep things simple, I’m not including cover fees, coat check fees or bottle service, which would raise the numbers exponentially Let’s say each drink is $10. This is an average between the $5 beer and the $15 martini. That means in every club this guy goes into, our theoretical patron spends a total of $40. Let’s project that out to the total group. If there are 65,000,000 entries per year and only half of them pay for drinks then that’s 32,500,000 “drink entries” per year. If each drink entry is worth $40, then the estimated spending by nightlife patrons in clubs is 1.3 billion dollars.

Effect on the City

The amount of jobs, patronage and spending in nightlife might seem abstract until you put it in context. To place the numbers in perspective, we can look at the local film industry. According to the Mayor’s Office for Film, Theater and Broadcasting, local TV and movie production generates $5 billion dollars in economic activity for the city. In comparison, nightlife generates twice the revenue. The film industry has a government office to support and promote it. Nightlife has no such office despite repeated calls from operators to create it. If and when the city puts its full support behind the nightlife industry the benefit to the city could rise exponentially.

Have fun.
Gamal

Balancing the Budget at the Bar

By Gamal Hennessy

Everyone knows we are in a recession. Not many people are sure how we’re going to get out of it. Many lawmakers on the state level think one of the keys to generating revenue and balancing their budgets will come from increases in so called ‘sin taxes’. This would mean that the state tax on liquor could go up. If the taxes on liquor go up, how long will it be before the cost of drinking goes up too?

Andrew Cleary of Bloomberg.com reported that state law makers across the country are planning to increase the taxes on beer, wine and spirits in an attempt to close budget gaps through increased taxation. At the same time, stocks of beverage companies have been decreasing up to 40% in the last 12 months as people tighten their belts in the face of economic uncertainty. While lobbyists for the liquor companies plan to fight against these measures, victory for them appears unlikely. If they get taxed, then the operators who serve the liquor have to pay more per bottle of liquor. If they have to pay more to buy liquor, guess who’s going to probably pay more to drink it….

I’ll give you a hint…it’s you. But before you bang your fist on the desk and curse the greedy club owner for stealing your hard earned wages, it would help to understand the economics of serving drinks.

Of course, the main source of revenue for a bar is the drinks that are served. Each drink also represents a specific cost that the bar has to pay before the bartender can throw that little napkin down on the bar and ask you what you want. The price the bar pays to serve each drink is based on the cost of the ingredients, the serving costs and the glass costs which combine to become what business plans call the cost of goods sold.

Understanding how the cost of goods sold works, we need to examine a drink and the costs associated with it. Let’s take a Vodka/ Cranberry for example because it’s simple. You go to the bar order it and the bartender charges you $8. You are shocked.

According to the Professional Bar & Beverage Manager’s Handbook, there are about 25 ounces of liquor in a 750 ml bottle. So if a bar uses a bottle of Absolut with a wholesale price of $15, then every ounce of vodka costs $.60 ($15 ÷25 ounces). If the bar puts 4 ounces of vodka in each drink, then each bottle can make about 6 drinks. So for every $15 the bar spends on liquor it pulls in $48 (6 drinks x 8 dollars).

But a vodka cranberry has more than vodka in it. Let’s say that the cranberry juice is $.20 per ounce and the ice and lime are $.05 each. When the bartender makes your drink, let’s figure a 4 to 3 ratio in a 10 ounce rocks glass. That means roughly 4 ounces of vodka ($2.40) and 3 ounces of cranberry ($.60), ice and the little lime wedge ($.10). Based on our initial prices, the bar pays $3 for the materials to serve you the drink. If the drink is $8 that means there is $5 in profit.

At this point, you might assume that you need to open a bar and make some money. Before you apply for your liquor license, you need to consider the additional costs. Drinks don’t just appear in front of you. This isn’t Star Trek. The bartender who served you the drink has to be paid. The bar back who gets the ice and cleans up the empty glasses has to get paid. Each glass that drinks are served in have to be paid for and each one has a potential to only be used once because it could chip or break completely in the hands of the drunk and clumsy. All those costs could equal an additional $.50-$.75 per drink. There is a tax on the liquor that figures into the price. If that tax goes up, then the cost of the drink goes up too.

Then you have to take a look at where you are. Unless you’re passing around a bottle of Mad Dog around a barrel fire by the highway, the space you’re drinking in has to be paid for. There is the rent for the venue and the taxes associated with that real estate (keep in mind that the cost per square foot in New York City is among the highest in the country). There are entertainment costs whether you’re talking about a satellite TV sports package, a DJ, a band or an internet jukebox. There are costs associated with the furniture you’re sitting on. There is a cost for the décor. There are costs for the security guard or hostess standing out front. The license for the computer system and touch screens that the bartenders use isn’t shareware. It costs money. Utilities like water, gas, telephone, heat, electricity and website maintenance associated with the venue also have to be paid. When you take all of that into account, you might have added another $2 to the cost of serving you that drink.

Then there are costs for things that patrons don’t see at all. There are insurance costs. There are costs for the lawyers, accountants and other professional services that a business needs. There are costs for maintenance associated with keeping things like the lights and the toilets working. You’re now talking about another $.50 to $1 cost per drink.

Finally, you have optional costs like marketing, advertising, uniforms for the staff and laundry costs for those uniforms. Or promotional deals like happy hour, two for one specials and other events designed to get people in the door by lowering the price of the drinks. If you decided to include these costs, tack on another $.20-$.50 per drink.

Now that $8 might cost the bar more than $7 to serve you. That leaves a per drink profit of less than $1. While that can be a decent return if you serve thousands of drinks per night, it doesn’t leave much room for error. If the tax goes up enough, most or all of that profit could be gone.

Of course, there are other ways a club can generate money, like covers, bottles and corporate parties. And if the state decided to let more bars open, it might not have to raise the liquor tax to generate more revenue. But this is not an argument to make you feel sorry for operators. The professional ones can keep costs down and be very successful, even in this economy. It is meant to serve as a more realistic look at the price a bar has to pay to keep the doors open. We want you to avoid sticker shock when you slide up to the bar. Just take a deep breath, pay for your drink and toast the inevitable end of the recession.

Have fun.
Gamal