1934 Harry Johnson's new and improved Bartenders' Manual

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These figures are only approximate, naturally, and as it may be rightly supposed such a business would have cash receipts of $100 every day, the profit wotild be about $13.10 daily. In a year, the profits would be 313 times $13.40 or $4,194.20. The chief point is always to be liberal in the allowance for expenses, and there is then the possibility of greater profits than were expected. Of course, it is not absolutely essential that the proprietor should furnish meals to his employees, but it is generally good business tact to keep them in the place continually and not miss possible trade when there is "a rush" or when their absence would possibly entail a loss of custom. Whenever a man has a chance to run his place on Sundays, when it is not in violation of the law, it is advisable to do so, and, by the reducing of expenses creates an additional profit. It is to he understood that all the figures given only indicate the usual expenses of an establishment for which a rent of $5,000 per annum is paid. Where a larger rent is paid, both expenses and receipts are in larger proportion, though not neces sarily, and where the moderate rent of $1,000 or $500 yearly is paid, they are in lesser degree. It frequently happens, however, in the business district of largecities that a small, admirably located place will do a great trade within what are known as "business hours." 14. HAVING A COMPLETE PRICE LIST. It is the proper thing for every public house to have a plain and distinct price list—a wholesale list for the proprietor or manager, and a retail one for the cashier and the bartenders behind the bar. Also a special price list of different drinks, plain and mixed.