STAGE 2 MODELLING
A bit about us…
Agree to agree group (ATAG) is a restaurant group founded by Nathen Doyle in 2022. It is focused on creating pathways for hospitality professionals through education, innovation and transparency. Our team has been working at the top levels of the industry for decades and bring a depth of experience and passion to any project.
Along side our venues and our in house development programs we also offer hospitality consulting aimed at supporting other industries in activating hospitality concepts and spaces.
We are able to cater to a range of needs, from smaller logistical/financial issues to the full development of a concept with execution. Our goal is to elevate the hospitality industry through shared experience.
Sophia Club x Agree to Agree Group.
MODEL ONE
The Espresso & Wine Bar
Model 1 offers a harmonious blend of a simple espresso bar and an elegant wine bar, providing a refined yet efficient experience. Operating from Monday to Saturday, with evening hours Wednesday to Saturday, the bar features counter service that empowers guests to curate their own experience, much like the atmosphere at Heart Attack and Vine.
The cuisine is thoughtfully divided into two tiers. During the morning and day, guests can enjoy a range of items made daily in the cabinet from house made baked goods to pastries, fresh deli sandwiches and salads. The kitchen will offer a small curated menu that compliments the deli offering In the evening, the offerings shift to produce focused snacks. Smaller dishes designed to share over a glass of wine. This style of service and food program is perfect for small groups who enjoy sharing, grazing, and sipping wine, rather than traditional dinner service. It will suit the pre and post drink crowd attending the large format events held at the Sophia Club.
The ambiance strikes a perfect balance between elegance and simplicity, allowing guests to personalise their visit and create their own unique experience. Moreover, this model is designed to be low-output and low-risk in terms of wages, allowing the space to thrive as a food, wine, and coffee venue without undue pressure on the business. It will primarily cater to the local neighborhood, rather than driving significant traffic from other suburbs.
MENU CONCEPT
The menu will be driven around 1 person in the kitchen and will lean on the Front of house team to help execute some of the simpler dishes.
Day menu available 8 - 3
From the cabinet
A selection of artisan pastries - $7-$10
Ham, egg and comte pastry - $10
Lemon curd bombolone - $6
Burnt basque cheese cake - $12
Chocolate and miso cookie - $5
A range of 3 sandwiches - $16
Ham, cheddar, celeriac remoulade and leaves
Roast Chicken, black garlic, chilli, leaves and crispy chicken skin.
Big salad sandwich
From the kitchen
Hose made granola - $16
Avocado, tahini and nori on sourdough - $20
Braised mushroom, goats curd and lemon thyme on sourdough. - $22
Shakshuka and sourdough - $22
The menu will be driven around 1 person in the kitchen and will lean on the Front of house team to help execute some of the simpler dishes.
Evening menu available 3 - 9:30
From the bar
Anchovy toast. - $8ea
Oysters. - $6ea
Olives. - $9
Charcuterie. - $18
Cheese - $18
Sourdough and cultured butter. - $7
From the kitchen
Flatbread, tomato, anchovy and herb. - $22
Chips and yuzu aioli - $12
Burrata, fresh figs, hot honey and pistachio. - $22
Fried buttermilk chicken tenders and hot sauce. - $28
Latke, labne, smoked salmon and roe - $26
STAFFING & SERVICE
The staffing and service model will be stripped back and efficient. The key to this model is that the float/shift manager acts as a host and a go between all of the sections. There would also need to be lots to consider in the customer journey to ensure people don’t get lost.
The service would be warm and professional whilst also giving the guest the space to settle in at their own leisure. we would have to consider creating some for of theatre at the bar to ensure there is always an energy at the bar space. Prepping food/drinks or flipping records for example. Doing this creates less of a pub space and more of an energy that draws the guests up.
The floats role will be that of host ensuring people have water and all the information they need. they would also inform guests of any specials we are running on the night. It would also be nice if they we able to speil the guests on the whole venues concept.
The hiring required would look like this:
Venue Manager, Assistant Manger and Head Chef
Front of house:
2 Part time baristas 3-4 shifts
2 Part time front of house 3-4 shifts
1 bartender 4 shifts (Potentially a bar manager or head bartender)
Back of house:
1 full time chefs
1 Part time chef 2 shifts
FINANCIAL MODELLING
This model provides us with a lower break even goal but also has a significantly lower spend which can often require a higher volume of guests to reach this break even.
Given the menu pricing structure we would expect to see an average spend of $20 during the day. This is based on a coffee and a menu item for 50% of our patrons, a coffee and a cabinet item for 30% and just a coffee for 20% of our patrons.
During the evening we would expect the spend per head to be slightly higher given the consumption of alcohol. We would expect a spend per head of $32 with the average patron purchasing one drink and charing 2 plates.
The aim would be to get the day trade to see 110 people through each day and 65 patrons through each evening. These numbers can vary day to day but it would need to be an average over the week. If the patron numbers are much below this we would be able to look at rearranging the labour structure to support these figures. It is worth noting that you can trim wages to a point but beyond that service will always start to suffer.
Key focuses for this model would be evenings as this would benefit from higher patron numbers and guests staying longer and drinking more than one drink. The location does lead to people staying longer as there is less around to leave to.
The other focus would be operating hours closing days can impact your ability to build a day trade but by operating less you carry less risk and given the OPEX can be carried by other parts of the business there is less pressure operate such long hours.
Please see our wage forecasting and modelling below. Please note that the break even is excluding rent. Rent averages between $360/m2 and $400/m2 per year on Johnston st in Collingwood.
MODEL TWO
The focus for model two is around a destinational wine and espresso bar designed to drive traffic down from Smith st. An examples of this type venue model would be Napier Quarter. The focus would be on creating an identity around the hospitality offering at the Sophia Club to create hype and a following.
Model two is has a higher labor structure which allows us to drive a higher spend per head. This model also allows for more customer engagement which in tern helps to build the greater narrative of the Sophia Club and the whole concept. The front of house structure has 3 people in service for all peak points of service. The matradee plays a vital role in this scenario as they will conduct the day. They will seat and spiel guests and manage any major events happening in the space. The other roles are will be focused on two sections. the floor and coffee/bar.
With this model structure we would be able to take bookings and walk ins. We would be able to create a more curated dining experience which would allow the team to build in an upsell capacity.
The key to this model is more labour which means a higher spend per head and a lower number of guests required to reach the break even.
MENU CONCEPT
The menu will be driven around two chefs in the kitchen with focus on a higher level of technique. The cabinet would reflect something similar to model one whilst the food from the kitchen is slightly more elevated and a larger offering.
Day menu available 8 - 3
From the cabinet
A selection of artisan pastries - $7-$10
Ham, egg and comte pastry - $10
Lemon curd bombolone - $6
Burnt basque cheese cake - $12
Chocolate and miso cookie - $5
A range of 3 sandwiches - $16
Ham, cheddar, celeriac remoulade and leaves
Roast Chicken, black garlic, chilli, leaves and crispy chicken skin.
Big salad sandwich
From the kitchen
Hose made granola - $16
Braised mushroom, goats curd and lemon thyme on sourdough. - $22
Chilli scramble with braised greens - $24
Folded eggs and sides. - $16
Pickles
Anchovy
Mushroom
Avocado
Bacon
Braised greens
Chicken mariland, pommes purée and frize - $32
Flatbread, smoked trout with creme fraise, cucumber and capers. - $27
Cavateli, sorrel, parmesan, pea and broad bean. - $32
The menu will be driven around 1 person in the kitchen and will lean on the Front of house team to help execute some of the simpler dishes.
Evening menu available 3 - 9:30
From the kitchen
Anchovy toast. - $8 ea
Sourdough and cultured butter. - $9 ea
Oysters w apple and mezcal granita - $6 ea
nduja, goats cheese and thyme crostini - $9 ea
Yellow fin tuna, horse radish and shallot - $26
Flatbread, tomato, anchovy and herb. - $22
Latke, labne, smoked salmon and roe - $26
Swordfish, beurre blanc, chicory. - $44
Lamb shoulder, pomme purée, asparagus and pickled cabbage. - $52
Cavateli, sorrel, parmesan, pea and broad bean. - $32
STAFFING AND SERVICE
The staffing model has two in the kitchen alongside 3 front of house for all peak services. This labour design will allow a much large menu and a higher level of quality which will intern provide a higher spend from patrons. It will also allow for a more detailed service.
In this model we would provide table service for all dine in guests. The front of house roles will be divided into bar, floor and matradee. The matredee will play the role of host and support to bar and floor depending on pinches in service.
This model is geared toward more dine in service rather than take away trade. This will require a larger marketing focus to drive diners to the venue.
The hiring required would look like this:
Venue Manager, Assistant Manger and Head Chef
Front of house:
2 Part time baristas 3-4 shifts
3 Part time front of house 3-4 shifts
1 bartender 4 shifts (Potentially a bar manager or head bartender)
Back of house:
2 full time chefs
FINANCIAL MODELLING
This model allows for a higher level of service and product thus a higher spend per head. The down side to this model is that the higher price point may intimidate local regular trade.
Given the menu pricing structure we would expect to see an average spend of $28 during the day. This is based on a coffee and a menu item for 60% of our patrons, a coffee and a cabinet item for 30% and just a coffee for 10% of our patrons.
This model creates a much higher spend per head given the price of food and consumption of alcohol. We would expect a spend per head of $51 with the average patron purchasing one drink and charing 2 plates.
The aim would be to get the day trade to see 90 people through each day and 44 patrons through each evening. Given then investment into the fit out and the challenges surrounding the location this model creates a higher spend per head and requires a lower number of patrons to break even.
Key focuses for this model would be marketing and consistency of quality product. One of the challenges with this model will be the events program as it will impede on the space and could impact the patrons experience. Especially if we are aiming for guests to be spending at a hirer price point.
Other focus points could be on managing labour costs my modifying the offering to something more similar to the model one or even simpler. This would allow the model to focus more energy on the evenings where there is a higher spend per head.
Please see our wage forecasting and modelling below. Please note that the break even is excluding rent.
