Where margin leaks appear
Even a strong wine programme can lose money quietly. Common pressure points include inconsistent pricing, over-pouring, slow stock, duplicated purchases, supplier-led buying, weak BTG rotation and a disconnect between theoretical and actual beverage cost.
What we analyse
- Wine and beverage COGS
- Gross profit by product or category where records allow
- BTG pour cost and bottle yield
- Pricing consistency across the list
- Stock holding and slow-moving inventory
- Supplier terms and purchasing opportunities
- Wastage and preservation practices
The goal is not to maximise percentage margin on every bottle. It is to create a programme that balances cash margin, sell-through, guest value and the role each wine plays on the list.
Read our guide: What is a good beverage cost percentage for an Australian restaurant?
A commercial review with priorities
A one-off Review gives owners and managers a prioritised view of what to fix first and why. Where sales, purchase and stock data are available, recommendations can be grounded in actual programme performance rather than assumptions.
Common questions
What should wine COGS be?
There is no single correct target for every venue or every wine. Targets should reflect the venue, category, price point, service model and commercial strategy.
Can you find stock or wastage problems?
We can assess these where suitable purchasing, sales and stock records are available. If records are incomplete, we will separate confirmed findings from estimates.
Will you just tell us to increase prices?
No. Pricing is one lever. Buying, range, pour size, stock levels, preservation and sales mix can all matter just as much.