Andy Price is the managing director of Bournemouth hospitality venues that include WestBeach and Aruba. He feels the sector isn’t out of the woods yet. “I worry that all the government investment in the furlough scheme could be squandered as a result of mass-hospitality venue closures. I am a big believer in innovating and finding opportunities in a challenge, but there is only so far that we can go,” he said.


Frank Welkerling, CEO at Chichester-headquartered food and beverage distributor CSS Group, is also concerned about the end of furlough, currently due in September. “You have to decide whether to call staff back, but if you don’t have work available for them then what do you do?” he wondered. “It has been frustrating for those who have been at work to see colleagues staying at home, and difficult for businesses to keep staff motivated.”


On the South Downs, the 12,000-acre Goodwood Estate is home to a country hotel, health club and golf course, as well as its world-famous horse racing course and motor racing circuit. While it has benefited from business relief and the reduction in the VAT rate, the uncertainty over reopening has made recovery planning hard for Andrew Coggings, the company’s managing director of entertainment and hospitality.


“We understand the challenges the Government faces, but long-term planning is difficult. The best way the Government can help is by giving as much notice as possible so we can plan for staffing levels and purchasing stock,” he said.


Southampton’s Mayflower Theatre received £3 million as part of the government’s £1.57b Culture Recovery Fund. Currently, the theatre is operating 945 seats of its usual 2,200 capacity. It managed just four performances of its Christmas panto before the unexpected Christmas lockdown and warned that the current situation is not financially viable in the long term. “We look to reopening fully as soon as we can with the government guidance,” said a company spokesman.


Revising business plans on the go


Whatever the lockdown situation, business life has to go on. Over the winter of 2019, Waterside invested heavily in revamping its facilities. Main said: “We were still paying bills for work done when Covid-19 hit. It was tough paying for improvements with no income coming in.”


As part of its refurbishment, Waterside had to account for social distancing measures, especially at its swimming and entertainment venues. A transformation of its open- air Shack bar was well received and an outdoor cinema is proving popular.


Leisure venues like WestBeach and Aruba have been impacted by restrictions on vertical drinking and social interaction. “Running our venues on table service is much costlier as it requires additional staffing beyond what we would usually require for these bar-first destinations,” said Price.


Infrastructure improvements at CSS have helped put the company on a stronger footing as its cruise liner customers return to the seas and demand increases for goods from its bonded warehouse, which is used to


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Waterside has regularly updated all its key stakeholders so they know when they can book holidays again. Around 20-25% of its holiday homes are owned by the company and the rest are held privately. “We have an exceptionally loyal customer base who come back year after year,” said Main.


Goodwood Estate went to great lengths to reassure customers who had paid in advance for events. You have to feel some sympathy for couples who are now on the fifth provisional date for holding their wedding at Goodwood House.


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We have a lot of valuable staff who have returned but some who were furloughed are no longer available


export food and drink around the world. “We have been successful in tenders as we have more items available and can be more flexible in what we offer,” said Welkerling.


Keeping customers front of mind


A report by consultants Deloitte on how hospitality businesses can emerge from the pandemic offers five survival tactics: stay engaged with customers, strengthen digital capabilities, support employees, strengthen the supply chain, maintain business continuity and financing.


It goes without saying that customers come first in the hospitality and leisure sector. Naturetrek has kept in touch with its customer base to build up goodwill. “When the lockdown is finally over we need to have a strong bounce back,” said Tucker.


Goodwood House


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