THE FINANCIAL IMPORTANCE OF CREATING A WINE CELLAR
by Professor Hrayr Berberoglu.

February 14, 2008


Unlike Europe, most restaurant owners/managers in North America regard wine sales and all related activates as secondary functions to food sales. This view is patently wrong and costs millions of dollars of sales daily.

Wine sales, particularly now, present unique and lucrative opportunities, help create satisfied regular guests and contribute to profit margins.

Bottom line profits increase with:

Well-balanced wine lists that complement the menu
Knowledgeable, sales-oriented, well trained, and enthusiastic servers
Improved inventory controls and supplies.
Presently, wines costing $ 10.00 to 15.00 are enjoying unprecedented popularity, and restaurant operators can benefit by offering them. However, attempting to sell a bottle of wine that costs $ 10.00 for $ 30.00 is a doomed pricing strategy.

Consumers know the cost of their favourite wine, and will forego ordering it if they feel it to be overpriced. In addition, many savvy patrons calculate by how much tax and gratuities will increase the listed price.

It is best to price wines on a declining percentage scale, i.e wines that cost up, to $ 15.00 mark up 150 percent; $ 20.00 100 percent; $ 30.00 70 percent; $ 40.00 60 percent $50.00 50 percent, $ 60.00 40 percent; $ 70.00 and above 30 percent.

This will encourage guests to order more upscale wines and contribute to profits. The work related to costs to an inexpensive wine is as high as that of an expensive bottle.

Most restaurateurs purchase wines to sell as soon as possible. For a good portion of wines in the marketplace this may be acceptable business practice, but not for better quality products. They improve from adequate cellaring and appreciate in value mainly due to the nature of wine. Every bottle sold anywhere diminishes the inventory of that vintage by one unit.

Selecting cellar worthy wines and pricing them judiciously and offering them when they are at their peak will help generate an appreciative clientele. This alone is an extraordinary asset to any restaurant.

Very long and comprehensive wine lists require huge inventories tying up significant amounts of funds. It is best to have a well-selected wine list consisting of 60 – 100 wines, and carry an adequate inventory, or have a shorter list in addition to a premium list for high-spenders.

Many restaurateurs buy from agents consignment wines unavailable to the public, and mark them up excessively. This is a wrong approach as most wine drinkers can easily evaluate quality and assess its cost, and many are even familiar with expensive labels.

Buying specially imported wine from questionable suppliers may end up being a very expensive proposition. Often the sample provided tastes much better than what is delivered. Keeping a sample in your office for comparison is highly recommended.

Buying in auctions may also have its shortcomings regarding proper cellaring and ullage, but it can also have a marketing value if properly handled.

Building an impressive wine cellar along with good controls and a devoted team of servers can be an excellent asset to any restaurateur.


Hrayr Berberoglu took early retirement after lecturing on restaurant management and conducting wine, beer and spirits seminars for over a quarter of a century.

Now he consults and writes to increase wine, beer and liquor awareness. He conducts seminars and would be pleased to consider your requests. To peruse the list of his published books and order please contact him at hirayrberberoglu_3@sympatico.ca


Hryar Berberoglu www.littlefatwino.com