Beruflich Dokumente
Kultur Dokumente
t was midnight on a Friday night in the middle of April 2008, and Mount Allison
University campus was alive. The Pub was filling up. Patrons waited in line for twenty minutes, had their identification cards thoroughly checked, and entered into the
basement-level facility. The music was pumping, the strobe lights were moving, and the
dance floor was crammed. It was going to be another entertaining night at The Pub.
Behind the bar was a familiar faceJonathan Clarkknown to everyone in town as
Scooter. Scooter had been The Pubs regular manager since 1993. Students and alumni
would remember him long after they had forgotten their grade point average. On that
particular night, Scooters thoughts were elsewhere. He was thinking about the board
meeting held earlier that week. The board talked at length about The Pubs financial situation and the need to change how it did business.
The Pub had experienced financial difficulties for several years, although the current
year had been financially sound. The likelihood of The Pub remaining profitable in the
future was unclear. Competition among bars had increased as alcohol consumption patterns in Canada changed. The Pub had a special connection with the student base as
their campus pub, but students were fickle and quick to move on to a different bar if it
offered something more appealing. The Pub was set to move to a new location on campus in August 2008, and the board and Scooter needed to determine the most appropriate business model to ensure its survival. Scooter needed a plan to bring back to the
board at the end of the summer.
THE CAMPUS
Officially known as The Tantramarsh Club, The Pub was formed in 1974 at Mount
Allison University (Mount A) in Sackville, New Brunswick, Canada. The town of
Sackville was located in southeastern New Brunswick, in the middle of the Maritime
provinces of Canada. The town bordered the province of Nova Scotia. Sackvilles economy was driven by tourism and the staff, students, and visitors of Mount A. Sackvilles
Copyright 2010 by the Case Research Journal and by G. Grandy, M.P. Gunther, A. Couturier, B.
Goldberg, I. MacLeod and T. Steeves. The authors would like to acknowledge the help of Tupper Cawsey
and three reviewers. An earlier version of this case was presented at the Atlantic Schools of Business
Conference held in St. Johns, Newfoundland, Canada in 2008.
Most campus pubs were non-profit entities operated through university student
unions. The Pub at Mount A operated separately from the Student Administrative
2
Council (SAC) and had its own insurance and financial reporting. Over the years,
The Pub and SAC organized joint events and benefitted from cross marketing but in
general, income generated by The Pub rested with the management of The Pub. The
Pubs net profits were re-invested into operations and facilities or held as savings.
The university signed a formal agreement with The Pub in 1984 to more clearly outline the relationship between the two organizations. The university appointed a senior
administrative official to The Pub board. The director of administrative services,
Michelle Strain, assumed this responsibility. Strain indicated, The Pub does not operate fully at arms length. The University has some input into decisions of The Pub. The
universitys lease agreement with The Pub read, The university has a vital interest in
ensuring that the operations of the club within the premises will not create an adverse
reflection of the university. The Pub existed at the discretion of the university. The university dictated whether or not The Pub was to purchase new appliances or engage in
other upgrades to reflect the universitys intended image to potential students, visitors,
and the public at large. The Pubs lease could be terminated if its management did not
comply with the requirements set by Mount As administrators and board of regents.
Within a year of opening, the directors of The Pub employed a full-time manager to
handle all operational issues. The managers duties included, staffing, inventory control,
cash reconciliations, bank deposits, liquor purchasing and pickup, security, maintenance, cleaning and equipment maintenance, payroll, accounting assistance, recordkeeping, public relations, promotions and advertising, music/entertainment control, and
regular operational maintenance of the third-party ATM machine. The manager acted
in a similar fashion as an owner/operator would in such a small organization of approximately twenty-two employees, twenty of whom were part-time student employees.
Fire regulations limited The Pubs maximum capacity to 175 patrons. Long lines
were common on nights with special entertainment, and on Friday and Saturday nights
in general. Customers most frequent complaint was waiting in line at The Pub.
The development of a new University Centre on campus meant The Pub would
move to a new location later in 2008. Strain indicated, there was a campus facility
master plan done in 2001 and the decision was made to move all student-related functions over to one student centre. So, all non-academic services including the radio station, bookstore, cafe, pub, and registrars office will be located there. As a part of that
plan, a building on campus, Trueman House, was selected to be renovated because it is
in the student services zone with the athletics building. Scooter indicated that moving
The Pub would be bittersweet for staff as there was both anxiety and anticipation.
There were still uncertainties with the new location. There would be a new layout and
employees were concerned about the size of The Pub and the absence of a permanent
DJ booth. They also worried that the culture and working environment would change
with the new location. Strain noted, People are apprehensive. The old Pub is falling
apart. There are leaking pipes, electrical issues, sewage back-ups and a few things not up
to building code. On the one hand, students know it has to move to a new building with
new facilities. One big factor in peoples minds is the size. The Pub is now 3,300 square
feet and the new Pub will be 2,800 square feet. And so, that 500 feet has become a big
issue for quite a few people. However, the new Pub did provide new opportunities.
Scooter stated, It will certainly take a bit of time for us to become accustomed to a different bar layout, but the new bar presents an opportunity for greater efficiencies in serving customers, especially since we will be able to have more serving stations in place.
employee structure. As a partial remedy, the board was considering hiring another nonstudent full-time employee in the future.
Staff described the working environment at The Pub as informal and fun, despite the
fact that almost all positions paid minimum wage. Employees joked around and everyone was easy to get along with. At the same time, one bartender pointed out that
employees recognize there is a job to do and they get it done. On busy nights, particularly weekends, it was a demanding working environment, often with late nights. Once
clean-up was finished at around four in the morning, employees sat down for half an
hour, had a drink, and relaxed. The board expected staff members to be role models to
other students. Unruly behavior and excessive drinking were reprimanded by bans from
The Pub, the elimination of discounts, or reduced hours, but almost never a notice to
leave employment forever. Underperformance on the job, such as slow service as a bartender, was discussed by Scooter and Grove. The managers frequently worked as bartenders on busy nights. In general, less experienced staff members were scheduled to
work on slower nights during the week.
Board of
Directors
(1517 people)
Five Mount A students, elected and voting
One university administrator, appointed by the
university and voting.
Manager
(Scooter)
Two members at large from the university community, elected and voting.
Up to two alternative members at large, elected
and non-voting.
One faculty member, elected and voting.
Student
Promotions Manager
(Chris Grove)
Bartenders
Coat
Check
Doorman
Ian Allenlong time employee
and Mount A staff member
Bus
Staff
Scooter, a graduate of the commerce program at Mount Allison, was a well-recognized face on campus. Staff felt that he had a pleasant disposition and was easy
going. Scooter also had strong ties to the community. He owned and operated a
local restaurant, The Olive Branch, and did a lot of local contracting work with
video and audio recording and productions. He worked as The Pubs manager during the regular academic year (September to April) and travelled to Western Canada
during the summer months working as a tree planter. A Mount A student-employee
took on the responsibility of manager during the slow, summer months. The Pubs
sales during the summer break were minimal because the majority of students left
town, so The Pub operated at reduced hours.
The Pub was a non-profit entity with an active board of directors. The board primarily fulfilled an advisory and governance role providing checks and balances, rather
than getting involved with the operational side of the organization. Yet, the board was
also a key resource to the university in monitoring The Pub and influencing its actions.
For example, similar to most universities across Canada, Mount A made an effort to
ensure responsible drinking on and around campus. The board was one way for the university to keep a check on the activities of The Pub and ensure safe and responsible
drinking on campus.
In 1995, the board requested that Scooter compile a list of sanctions commonly
imposed upon patrons who caused problems. Using Scooters list as the starting point,
Scooter and a sub-committee of the board developed a set of disciplinary policies and
procedures in line with the university judicial guidelines. In the event of unruly patrons,
The Pub enforced appropriate sanctions as outlined in its Disciplinary Guidelines,6
including details on smuggling alcohol on premises, attempting to access a restricted
area, breakage of bottles/glasses, violence/aggression, damage to property, drinking and
driving, drinking after being cut off, fighting, harassment, indecency, loaning identification cards, refusal to comply with staff, theft, use/possession of illegal drugs, and underage drinking. An appeal process was also outlined, as well as guidance, albeit in less
detail, on appropriate behavior for staff and board members.
Strain described her role on the board as someone who brings sober second thought.
Anyone who has been the university representative is articulate enough to present the
universitys position without having to veto decisions. Board decisions were mostly
unanimous, and it had made some tough decisions over the years. For the 20062007
academic year, the board decided to reduce Scooters salary and responsibilities at The
Pub to cut expenses. His salary was reduced from $42,000 to $28,000. In 20062007
the board also decided to hire a student manager to fulfill some of Scooters responsibilities (e.g., promotions) at an estimated annual expense of $4,000. Collectively we had
no choice, we had cut back other costs and one big cost is Scooters salary. So when you
are running deficits, savings are depleted. In an effort to turn it around, we all agreed to
reduce the managers salary for one year, explained Strain.
TARGET MARKETS
The Pub was open to all past and present members of the Mount A community, that
is, faculty, alumni, current students, and anyone with a definable affiliation with the university. Patrons were required to provide government issued identification indicating that
they were of legal drinking age (nineteen years old) before entering the facility. Scooter
stated, the core group of customers at the Pub would be the Pub members. Almost half
of Mount As students purchase a VIP membership that gives them a number of benefits. Basically, those students who purchase Pub memberships are generally the most
social students on campus, the ones who will come to the Pub at least a couple times per
month throughout the year. While all students at Mount A were technically members,
only those who purchased a membership of The Pub for $40 were granted entry without having to pay a cover charge or discount on the cover charged at special events. The
membership provided other privileges, such as drink tickets for a free glass of mixed hard
liquor and frequent e-mail updates on events and drink specials at The Pub.
Scooter and Grove promoted the annual memberships aggressively. Memberships
were $40 ($30 for one term) and The Pub sold more than 700 memberships in the
20072008 academic year. The two years prior, the number of memberships sold was
approximately 550 per year. However, Scooter noted that incentives offered in conjunction with these memberships (e.g., tickets for free drinks) had eliminated a substantial
portion of the associated profits.
Scooter indicated that from time to time, faculty used the facility for a class event;
however, this was infrequent. Scooter noted in terms of revenue, the most valuable
group of students are those who frequent The Pub because they are attracted to the
dance floor. About 80 to 90 percent of the revenue earned by The Pub happens on
Friday and Saturday nights, when we have dance parties. There are certainly other market nichesa small group of students prefers a sit-down Pub atmosphere, and will usually only visit The Pub on weeknights for quieter events such as trivia, games nights, and
nights with no special theme or louder dance music. However, the majority of students
prefer the dance club atmosphere of the weekend dance parties. The Pub did not offer
hot foodjust snacks such as nuts, chips, and bars. Scooter also explained that providing food would not be option for The Pub in its current location. It did not have a
kitchen and the cafeteria in the University Centre was located on another floor, and
would be moved to the new University Centre.
The Pub offered a wet/dry event every Wednesday night and sometimes for special
events such as when there was live music. For these events, individuals who were under
the legal drinking age and those who chose to refrain from the consumption of liquor
were restricted to a clearly marked and separated area within The Pub. On rare occasions
The Pub hosted completely dry events. Scooter expressed that attempts to host wet/dry
events in close co-operation with SAC had not always resulted in the expected turnout
of students. Generally speaking, turnout of non-drinkers depended upon what else was
offered, such as live music or other forms of entertainment. Scooter explained that profit margins on non-alcoholic beverages were low.
The most attended event during the weekday evenings was Trivia Night on Tuesdays.
It was a quiet night and teams that correctly answered the most trivia questions in a
round of ten won drink tickets. On any given Tuesday, The Pub was likely to give away
more than thirty drink tickets. Various events, such as live music, often in support of
charitable causes, were sometimes hosted at The Pub and most of the cover charge for
these events was passed on to the bands or charity. (Exhibit 2 provides a schedule of the
usual events hosted at The Pub during a regular week).
The Pubs open access Web site had become a popular outlet to keep members as well
as the broader community up-to-date on past, present, and future events.7 Photos taken
at The Pub were posted on a weekly basis. There was a section devoted to alumni that
included an e-mail directory and photos of homecoming and convocation/reunion.
Exhibit 2
Day
Mon.
Tues.
Wed.
Thurs.
Fri.
Sat.
Normal Bar
Hours
(9 P.M.1 A.M)
Normal Bar
Hours
(9 P.M.1 A.M)
9 P.M.2 A.M
9 P.M.2 A.M
Special
programming
None
Trivia
Wet/Dry
Wednesdays
Club/Society
Event or Bingo
Dance/Music
Dance/Music
Cover charge
Usually none
Usually none
Usually none
Usually none
Yes
Yes
Description of
activities
No particular
program
Three rounds of
trivia questions/
music in between
Molson Canadian
draft drink tickets
as prizes
Busiest night during the week
(excluding Friday
and Saturday)
Live entertainment
Part of
facility
separated
for nondrinking
Bingo on television
screens
Music, pool,
dance floor,
quiet areas
Molson
Canadian
draft drink
tickets as
prices
Second
busiest night
of the week
Music, pool,
dance floor
Usually the
busiest night
of the week
Music
Note: Some university affiliated organizations, such as The Argosy (the student newspaper), occasionally obtained exclusive
access to The Pub on a weeknight, for example, to hold their semi-annual staff party there. Usually The Pub sponsored any alcohol
that was consumed and was allowed certain privileges in return. For example, The Argosy allowed The Pub to advertise for free in
the paper, although The Pub rarely did this.
FINANCIAL CRISIS
During the last decade, The Pub had experienced several years of financial loss (see
Exhibit 3). The Pub drew upon its savings accumulated in the 1990s to cover its
losses and if those reserves expired, The Pub would likely close. The Pub had nearly
exhausted financial reserves and, at times, it was close to bankruptcy. New Brunswicks
rising minimum wage had increased expenses for a number of years. For example, in
2004 the minimum wage rate in New Brunswick was $6.20, in 2005 $6.30, in 2006
$6.70, in 2007 $7.25 and in 2008 $7.75. Strain indicated that The Pubs financial situation was particularly acute in 2003/2004 when insurance costs shifted sharply.
Beginning January 1, 2004, changes by the universitys insurance provider, the
Canadian University Reciprocal Insurance Exchange (CURIE), prohibited the university from providing liability coverage to The Pub. CURIE provided coverage for most
universities across Canada. CURIE decided to remove coverage from all student groups
on every campus. The Pub was not the only organization on campus affected by this.
The student-led newspaper (The Argosy), the student-led radio station (CHMA), and the
SAC all had to find and fund their own coverage. CURIEs rationale was that each member university did not control the risk associated with these groups. Cases involving
student groups were driving up costs of coverage. This resulted in The Pub having to
purchase liability insurance externally, costing an average of $17,000 per year. In subsequent years Strain noted, the insurance market became less risk averse in general
and our broker was able to get better rates for the same insurance, which helped.
The Pub mounted television sets to screen advertisements along with pictures of
patrons in an attempt to increase revenues. Scooter estimated that advertising revenue
was less than $600 annually for each of the last three years. The Pub made minimal
4,930
Cleaning
6,228
Entertainment
1,578
Professional fees
-2,445
Net Earnings
0
-10,675
93,502
88,119
2,123
35,623
2,208
14,500
1,660
2,025
2,288
1,801
2,125
7,759
8,345
4,494
992
5,953
514
1,092
82,827
14,655
1,962
16,454
49,756
76,673
126,429
1993
1,700
Subtotal expenses
T-shirts
Travel
Security stickers
Security
2,166
35,764
13,800
Rent
2,767
Office
Promotional
3,415
2,313
Miscellaneous
License fee
Insurance
254
7,045
Glassware
3,614
Deprec.fixed assets
1,017
Court settlement
1,528
Cash lost/theft
85,674
Expenses
Subtotal revenues
9,520
745
13,331
Insurance Claim
62,078
Membership fees
Gross Profit
72,650
134,728
1992
1994
9,531
91,525
2,126
31,926
2,829
15,225
1,250
2,555
1,680
1,018
3,296
6,350
8,345
5,566
6,865
2,494
101,056
18,434
15,692
66,930
88,583
155,513
Financial Statements
Revenue
Year ending
Exhibit 3
10,244
103,258
2,268
1,474
40,828
6,936
16,000
1,250
2,824
1,896
1,791
1,401
5,615
6,701
5,533
6,798
1,943
113,502
13,679
15,337
84,486
109,277
193,763
1995
7,682
98,632
2,001
144
43,381
813
16,000
3,095
3,539
2,243
3,053
472
930
7,472
3,000
6,880
4,909
700
106,314
12,441
13,241
80,632
105,761
186,393
1996
14,242
123,232
1,667
1,000
687
55,361
7,904
16,800
2,821
3,044
354
250
3,853
500
679
7,633
3,000
8,055
8,556
1,068
137,474
24,947
15,661
96,866
118,068
214,934
1997
8,654
141,086
1,200
555
3,064
58,000
11,838
17,500
7,071
3,355
4,851
250
3,870
500
2,579
4,217
3,182
8,911
8,209
1,934
149,740
24,673
17,718
107,349
117,003
224,352
1998
23,063
160,237
904
1,481
4,155
81,008
7,317
17,500
8,426
3,141
4,405
250
3,888
500
1,351
3,917
11,844
7,999
2,151
183,300
21,335
19,328
142,637
131,275
273,912
1999
23,280
189,170
1,100
1,302
3,374
101,736
7,520
19,500
5,616
3,352
6,825
250
2,378
500
4,163
6,580
13,951
9,444
1,579
212,450
26,720
21,024
164,706
155,795
320,501
2000
28,298
199,389
240
1,413
4,984
108,131
5,804
20,000
9,802
3,418
4,513
250
1,400
500
3,881
8,306
15,559
10,714
474
227,687
32,096
21,485
174,106
175,070
349,176
2001
6,157
194,995
105
1,251
4,069
100,045
7,586
25,000
3,420
3,851
6,538
250
632
500
1,689
9,044
21,843
8,075
1,097
201,152
30,009
20,619
150,524
153,737
304,261
2002
-5,988
197,281
138
2,019
4,376
97,292
8,270
25,000
3,883
3,510
6,100
250
804
660
1,631
8,352
24,534
9,614
848
191,293
31,020
19,400
140,873
144,152
285,025
2003
978
187,475
15
2,548
3,993
89,679
7,453
22,000
5,029
3,010
7,298
250
619
6,275
1,041
5,848
23,816
8,601
188,453
23,025
20,796
144,632
129,146
273,778
2004
-28,835
191,144
2,035
2,827
80,497
3,839
22,900
206
5,629
8,062
680
250
657
17,166
3,528
7,426
18,727
8,380
8,335
162,309
15,592
16,184
130,533
109,602
240,135
2005
-24,596
161,226
1,756
1,975
73,315
6,099
22,900
841
4,530
7,765
119
300
874
13,134
348
4,460
15,880
6,930
136,630
18,189
20,199
98,242
86,472
184,714
2006
-14,665
120,156
963
996
56,734
2,559
18,900
475
4,690
6,148
250
835
9,014
1,109
2,726
8,264
6,493
105,491
14,846
17,557
73,088
88,007
161,095
14,056
151,844
1,302
1,344
85,115
1,867
21,900
3,663
4,645
6,214
300
659
7,210
718
1,936
6,094
8,877
165,900
21,357
31,484
113,059
119,367
232,426
Tantramarsh Club Inc. Balance Sheet Fiscal Year Ended April 30, 2007
2007
2006
$10,037
$30,729
Term Deposits
18,936
21,307
Inventory (Note 3)
23,524
8,304
Prepaid Expenses
5,215
6,541
$57,712
$66,881
$24,620
$28,265
Total Assets
$82,332
$95,146
Assets
CURRENT ASSETS:
Cash
$1,526
$41
1,141
805
$2,667
$846
MEMBERS' EQUITY:
Retained Earnings
$79,665
$94,300
$82,332
$95,146
2006
$193,498
$226,931
Operating Activities
Cash receipts from customers
Cash paid to suppliers & employees
Interest paid
Cash Flow Used By Operating Activities
(211,444)
(230,981)
(835)
(874)
$(18,781)
$(4,924)
$(4,618)
$(1,053)
Investing Activities
Additions to capital assets
Proceeds on disposal of capital assets
Term deposits
Cash flow used by investing activities
--2,371
274
(361)
$(2,247)
$(1,140)
$-336
$(1,319)
$336
$(1,319)
Financing Activity
Advances from (to) related parties
Cash flow from (used by) financing activity
Decrease in Cash Flow
$(20,692)
CashBeginning of year
30,729
38,112
$10,037
$30,729
CashEnd of Year
10
$(7,383)
attempts to make the facilities available to conference guests over the summer months.
The idea was promising, as higher prices could be charged to these guests and tips were
usually much higher than with students. Approximately 3,000 conference attendees over
nineteen years of age stayed on campus during the spring and summer months.
Unfortunately, as Scooter noted, The Pub was old, tired, and had a student-oriented
physical appearance, which discouraged conference attendees from visiting. Some summer guests had openly commented that the colorful drawings, worn-down plastic chairs,
1950s style repainted tables, openly displayed heating pipes and air vents on the ceiling,
noticeable stench, and countless stains on the carpet were powerful reasons for not entering the locale. Strain echoed Scooters comments and she too felt that the run-down
appearance of The Pub affected sales from conference attendees. She also noted the
manager goes away in the summer and The Pub hires a student manager. Sometimes the
summer manager has another job and can decide when and how often The Pub is open.
So it is problematic. To ensure service for conference guests, it is sometimes better to recommend that they go to Duckys, in town. Scooter and Strain anticipated that faculty
and conference attendees would be more inclined to visit The Pub in its new location.
Both felt that The Pub needed to find a way to capitalize on this opportunity.
11
Exhibit 4
Uncle Larrys. Located approximately a kilometer from The Pub in downtown Sackville. The facility could hold approximately 300 people and was
a popular hangout for locals of Sackville throughout the week, as well as a popular hangout for students when special events were held there. It
was formerly a Dooleys franchise and as a result, numerous pool tables were located throughout the facility. There was also a dance floor comparable to or slightly bigger than the dance floor space at The Pub. The facility itself was much larger than The Pub and could therefore accommodate a larger group. Generally, Friday and Saturday nights were the busiest nights at Uncle Larrys. Students frequent Uncle Larrys usually for
special events such as Keiths Crew and Mount A fundraisers. Keiths Crew was an event held once or twice a semester sponsored by Alexander
Keiths Brewery. Entry was $12 for all you could drink of Keiths beer and there was usually a live band. It was usually held on a weeknight
(Thursday) and the bar was often filled to its capacity. Uncle Larrys also hosted events for fundraisers such as Shinerama.
Operating hours were 10 A.M. until 12 A.M. Sunday to Thursday (unless there was a special event) and Friday and Saturday until 2 A.M. Prices
were comparable to The Pub and there were always drink specials that were comparable with The Pub. There was a large selection of available
drinks and this was comparable to other places in town.
Duckys. A venue considerably smaller than Uncle Larrys, The Pub or Georges Roadhouse. It was located near Uncle Larrys in the downtown
of Sackville, less than a kilometer from The Pub. Duckys typical consumer was someone interested in non-mainstream music (e.g., indie music
was popular there). The crowd of Duckys was very low key; students who wanted to go out for a drink would go to Duckys rather than go to The
Pub where people usually had more than a drink. It was a laid back atmosphere. Students, locals and faculty of the university were known to frequent Duckys. The manager of Duckys was a former Mount A graduate who was also a member of The Pub board of directors. There was no
dance floor but there was a large screen television. There were some couches located near the television. It was open seven days a week from
3 P.M. to 2 A.M. The busiest nights were Friday and Saturdays, although Tequila Tuesdays (reduced prices on Tequila) were popular as well.
Georges Roadhouse. Located the furthest from downtown Sackville, at approximately 1.5 kilometers from The Pub. It was not a regular hangout
for students who preferred mainstream music, although the inexpensive Sunday brunch was known to draw a Mount A following. Mount A students
who had an interest in Indie music were likely to frequent Georges for live acts by student bands or visiting bands. Georges had a stage to support live music acts and hosted visiting acts organized by The Tantramarsh Blues Society every couple of months. The Tantramarsh Blues Society
was a non-profit organization that coordinated live blues music acts. The contact person for the society was a faculty member of Mount A17. The
Roadhouse provided an avenue for non-mainstream music. The music would be different than what would be heard at The Pub or Uncle Larrys.
Source. http://www.mta.ca/conference/images/map_sackville.gif
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campus targeted faculty and staff. It offered bar services for special events usually held
on Fridays. The University Club was open for lunch throughout the week, but did not
offer bar services during that time.
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ing pub food available, which could enhance our weekday traffic and increase sales and
profitability during times when the dance floor is not operational.
The university would cover incidental costs such as moving fees and infrastructure
needs. The university would provide The Pub with a loan to buy the new equipment
and furniture that the university required it to purchase. This loan would be repaid over
a number of years. University officials had recently indicated that the loan would be
more than the $100,000 first expected. The Pub was to make a $40,000 down payment
on the loan and set up a payback plan at a 2 percent interest rate.
Members of the board and Scooter had contemplated the future of The Pub. The
new location would be an ideal opportunity to alter the business model that had been
in place for some time. The board had to evaluate The Pubs ability to compete with
other bars targeting the student market in Sackville, as well as The Pubs ability to attract
a broader scope of consumers, students and otherwise. It was clear that Scooter needed
to develop an explicit plan before the board met again.
NOTES
1. Mount Allison Universitys Web site www.mta.ca.
2. 2008. Trends in higher education. Backgrounder. Snapshot of Canadian universities. Association of Universities and Colleges of Canada. Web site accessed March
19, 2009. http://www.aucc.ca/publications/media/2002/trendsback_e.html .
3. 2008. The gap in achievement between boys and girls. Statistics Canada. Web site
accessed March 19, 2009, http://www.statcan.gc.ca/pub/81-004-x/200410/7423eng.htm.
2004. University enrolment. The Daily. Statistics Canada. Web site accessed
March 19, 2009, http://www.statcan.gc.ca/daily-quotidien/040730/dq040730beng.htm.
4. The Macleans magazine annual rankings assesses Canadian universities on a diverse
range of factors, from spending on student services and scholarships and bursaries,
to funding for libraries and faculty success in obtaining national research grants.
Macleans surveys universities with a focus on the undergraduate experience. The
intent is to offer an overview of the quality of instruction and services available to
students at public universities across the country.
Source. Dwyer, M. 2008. Our 18th Annual Rankings. Macleans, 19 December,
Web site accessed August 31, 2009, http://oncampus.macleans.ca/education/2008/12/19/our-18th-annual-rankings/.
5. The Constitution of the Tantramarsh Club http://www.mta.ca/pub/constitution.html.
6. The Tantramarsh Disciplinary Policies and Procedures http://www.mta.ca/pub/discipline.html.
7. The Tantramarsh Club Web site http://www.mta.ca/pub.
8. Mount Allison University Liquor Policy
http://www.tantramarshclub.com/archives/liquorpolicy2008.pdf.
9. 2008. Food Services and Drinking Places 2006 62-243-X, Service Industries
Division. Statistics Canada. Web site accessed March 2, 2009, http://www.statcan.gc.ca/pub/63-243-x/2008001/5206040-eng.htm.
15
10.CanWest News Service. 2007. Campus pubs going dry. November 10. Web
site accessed August 21, 2009, http://www.canada.com/topics/news/national/story.html?id=0be6aac4-24e1-445a-bfa2-c0e75bed9da2&k=90085.
11.Fex, S. 2008. Campus pubs: The end is not nigh. University Affairs, January 7. Web
site accessed August 31, 2009, http://www.universityaffairs.ca/campus-pubs-theend-is-not-nigh.aspx.
12.BACCHUS Canada Web site www.studentlifeeducation.com.
13.Gordon, A. 2007. Campus pubs hits dry spell. TheStar.com, October 27. Web site
accessed August 31, 2009, http://www.thestar.com/living/article/269627.
14.Mount Allison Universitys Health Matters Society Web site
http://www.mta.ca/health/hms/index.html.
15.Mount Allison Universitys Our Best Times Are Not Wasted Web site
http://www.mta.ca/departments/sss/timenotwasted/index.html.
16.Trotter, Kris. 2006. Best Times at Mount A. Campus Notebook. Mount Allison
Universitys Communication Newsletter 27(2), Sackville: 8. Web site accessed
February 20, 2009, http://www.mta.ca/extrelations/notebooks/05-06/oct_06.pdf.
17.The Tantramarsh Blues Society Web site http://www.mta.ca/tbs.
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