BAR-SPECIFIC DUE DILIGENCE
Contact Neufeld Legal for restaurant/bar legal matters at 403-400-4092 / 905-616-8864 or Chris@NeufeldLegal.com
Certain aspects of due diligence for acquiring a bar or pub differ substantially from that of a restaurant, primarily due to the distinct operational and revenue models inherent to each business type. While both require rigorous examination of financial health, lease agreements, and overall market viability, the emphasis shifts significantly. A restaurant’s core value often lies in its food concept, operational efficiency (managing food/labor costs), and kitchen/front-of-house equipment. Conversely, a bar or pub acquisition demands an intense focus on alcohol licensing, supplier relationships, and the entertainment/ambiance value which drives customer retention and high-margin beverage sales [more on specific due diligence for restaurants + bars generally].
The single most critical difference lies in the scrutiny of the liquor license. For a bar, the liquor license is often the most valuable, and riskiest, asset. Due diligence must confirm that the license is clean, current, and, crucially, transferable to the new owner. Especially when not undertaken with experienced counsel, this process can be long, complex, and is highly jurisdiction-dependent. A restaurant’s license is also important, but a bar's entire revenue stream hinges on this permit. Furthermore, due diligence for a bar must aggressively assess compliance history, including past violations, serving minors, or over-serving, as these can easily jeopardize the transfer or result in immediate fines and operational suspension.
The financial due diligence also sees a major divergence. For a restaurant, key metrics revolve around the Cost of Goods Sold (CoGS) for food and labor costs, aiming for established industry ratios (e.g., food cost percentage typically in the 28-35% range). The inspection will heavily analyze food inventory control, vendor contracts for ingredients, and kitchen throughput. For a bar or pub, the focus shifts to the CoGS for beverages, particularly "pour cost" which is often significantly lower and thus provides higher profit margins on a per-item basis. Due diligence must verify inventory controls to prevent internal theft ("shrinkage"), assess beverage pricing strategies, and review contracts with alcohol and beer suppliers, which may involve exclusive pour agreements or rebates tied to volume.
Operational due diligence differs greatly in terms of asset and concept valuation. A restaurant's physical assets emphasize the quality, age, and maintenance records of commercial kitchen equipment (ovens, fryers, ventilation/hood systems, refrigeration), as these are essential to production and expensive to repair or replace. A bar or pub's operational focus, while still needing basic kitchen checks (if food is served), centers on the bar setup, POS system performance for high-volume transactions, and the overall "vibe" or concept's market fit. The value of a bar is more heavily tied to its intangible goodwill, its reputation, key employees (like a popular head bartender or manager), and its history as an entertainment venue, which can be much harder to quantify and transfer than a piece of commercial kitchen equipment.
Finally, the commercial due diligence regarding market and customer analysis presents different priorities. A restaurant often relies on a mix of local foot traffic, reservation systems, and repeat dining customers, where proximity to a dense population or commercial center is key. A bar or pub is more often a destination business for social or nightlife purposes, meaning its success can be less tied to daytime foot traffic and more to its specific hours of operation, entertainment offerings (e.g., live music, trivia), and a consistent late-night crowd. The market analysis must therefore include a deeper look at nearby competitors' drink prices and concepts, local noise ordinances, and any history of neighborhood complaints that could affect operating hours or license renewal.
As a business lawyer experienced in the operational side of the bar and pub business, we have the ability to integrate invaluable practical experience and knowledge when advising bar and pub clients. There is simply nothing better than first-hand experience when providing bar and pub clients with professional business and legal advice.
For knowledgeable and experienced legal representation in purchasing or selling a bar / pub, together with a raft of legal intricacies and dilemmas that may arise, contact restaurant lawyer Christopher Neufeld at 403-400-4092 [Alberta], 905-616-8864 [Ontario] or Chris@NeufeldLegal.com.
