OUTCOME
Brain & Poulter found the University operated all F&B themselves on campus and even subsidised some of the meals in order to add value to the campus experience.
B&P’s detailed analysis of the sales mix and profitability identified how only a small amount of the campus population was engaging with the retail and that the operation was in fact running at a loss.
Our strategy outlined an alternative model whereby The University retained a small portion of the ‘profitable’ retail elements while expanding the F&B service retail offers with high street operators to bring variety and competition to campus. This has resulted in a much broader offering of contemporary food and retail services appealing to a wider sector of the campus population.