Page 323 - James Caan - The Real Deal
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31 · You Win Some, You Lose Some



            £240k a year, so I asked to look at the accounts for that branch.
            Guess what? It was only making £40k a year and the review would
            wipe out the profit.
               We needed to find a way we could either cut costs or increase
            profit, so I walked over to the branch to take a look. I went at
            breakfast time: it was packed. I went at lunchtime: you couldn’t
            have got more people in and the staff were working their socks off.
            This gave us a really big problem: we couldn’t get any more
            customers if we tried and we couldn’t lose any staff. So I asked
            myself if we could put the prices up, but the only thing Benjy’s had
            going for it in the crowded lunchtime market was price. If we put
            a cheese sandwich up from £1.25 to £1.50 we’d be at the same
            level as M&S, so customers might as well go there as they could
            pick up something else in their lunch hour at the same time.
               I really couldn’t see a way forward, so I called together the most
            senior people at Benjy’s – the product specialist, the chief exec, the
            finance director, ten people in all – and asked them what we were
            going to do about the Oxford Street branch.
               ‘You guys have been here longer than me; you know the
            business inside out. What are our options?’
               Two hours later we had come up with nothing. I think it was
            then that I finally admitted what I’d suspected for some time: we
            weren’t going to be able to turn it around. It was just too hard,
            but it was still losing £100k a week so we had to do something.
               When Hamilton Bradshaw bought the company from the
            administrators what we had actually bought was a licence to trade
            for six months. That meant there was a six-month window in
            which to ratify the deal. At this point we had owned the business
            for five months and after serious discussion we decided we should
            simply accept a failure and take the loss on the chin. I couldn’t see
            a way of turning it around: even if we worked on it full time for
            two years, I didn’t see how it was going to stop losing money. So I
            called the administrators and told them to look for another buyer.




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