White Horse View - Grassroots Music Venue

Aim

To take control of the building, improve operation and encourage further community & grassroots music growth while supporting local economy

Primary Goal:                

 To transform an underutilised local asset into a High-Yield Regional Events Hub, leveraging the integrated expertise of the Kingston Group to drive community engagement and exponential revenue growth.

EXECUTIVE SUMMARY

The Kingston Group aim to expand further by operating their own venue; The White Horse View, Westbury; which will allow all arms of the Group to benefit exclusively in the first instance. 

The Kingston Group is split into different divisions, Events, Hospitality & Media. By utilising the group in its entirety, the chance of succeeding in becoming a key player as a venue in the events industry within Wiltshire are high. 

With the expertise of the Media team, and its ability to effectively promote and deliver events to high standard, and with increasing footfall, it is imperative for the Group to continue to use their skillset from within to enable growth and awareness. 

With the addition of the Hospitality team and it’s ability to focus on recruitment, business development & retention, it provides the management and team with continuing support. One of the 2026 targets for the Hospitality team is to look at the feasibility and the importance of redefining hospitality recruitment by enhancing the skillset and education of those working within the industry on a temporary basis. Enabling the hospitality team to have access to a live venue will compliment the division better than should the team be subject to mock events. 

Our Events team have planned and produced several events across the South West, including Weddings, Wedding Fayres, Garden Parties, and single day Festivals. The extensive logistics required are made effortlessly by the team enabling them to ensure Moments become Memories. 

It’s on this basis that we believe that by taking control of the White Horse View venue, the Kingston Group can transform it from a small café & local bar into a regional events powerhouse. Examples on how the Kingston Group might exercise from the acquisition are as followed.

1. Operational Synergies & Efficiency

As an events & hospitality business, the Kingston Group can solve the venue’s historical "operational" headaches immediately:

• In-House Catering Power: Instead of relying on a static kitchen menu, they can utilize their existing catering expertise to offer high-end Wedding Breakfasts and Gourmet Buffets that a standard catering team might struggle to execute.
• Staffing Resilience: One of the venue's past challenges has been staff consistency. The Kingston Group, which specialises in "hospitality relief," can use its own pool of trained professionals to ensure service is seamless during high-pressure events.
• Procurement Savings: By folding the venue into their wider Hospitality procurement, they can reduce the "cost of sales" (COGS) for spirits, local ales, and food, significantly improving the venue’s profit margins.
  
  
   

2. Event Specialisation (The "Kingston Touch")

The Kingston Group is known for creative event solutions like mobile cocktail bars and festival-style catering.

• Bridal Suites & Wedding Packages: They can package the venue as a "turnkey" wedding solution. Since they already provide marquees, fireworks, and bar services, they can offer a "one-stop-shop" for couples, keeping all revenue within the Group.
• Themed "Kingston Events": The group already runs successful events like "Bands by the Bridge" and "Frome26." They can bring these mini-festival concepts to the Westbury hilltop, using the White Horse as a dramatic natural backdrop for ticketed music and food festivals.
• Mobile Bar Integration: On peak summer days (when the hill is packed with hikers and kite-flyers), they can deploy their mobile bar units from the venue onto the terrace or lower lawn to capture "grab-and-go" revenue that a traditional indoor bar would miss.
  
   

 3. Local Growth & "Place-Shaping"

Kingston Group’s connection to the local area gives them an advantage in understanding the "Somerset-Wiltshire border" culture, allowing to attract from further afield. 

• The ‘Outer’ Bridge: They can market the venue to their existing Frome client base who are looking for a change of scenery. A shuttle bus service to and from the White Horse View for Friday night "Sunset Sessions" would bridge the 15-minute gap between the towns.
• Business Incubation: Use the venue's media and consultancy arms to help other local Westbury startups. They could host "Founder Mornings" or local networking events, positioning the venue as a champion of Westbury’s economy.
• Community "Pop-Ups": They could use the venue as a permanent home for their "Field to Fork" concepts, partnering with Westbury farmers to host seasonal harvest markets or "Back British Farmers" dining nights.
  
  
   

4. Late Night Strategy

With a 2:00 AM license, the venue is a rarity. The Kingston Group can leverage their "Media" wing to promote the venue as the primary late-night destination for the Westbury, Warminster, and Trowbridge "golden triangle," filling the gap left by closing high-street bars.

By building on the Kingston Group’s expertise and the venue’s recent refurbishment, this plan focuses on "high-yield" growth—shifting from what appears to be an attempt at a local pub model into a regional destination events hub.

5. The "Destination White Horse" Vision

• The Goal: Increase annual turnover by 30% over 24 months by diversifying revenue streams beyond standard bar sales.
• Primary Focus: Corporate off-sites, "turnkey" weddings, and high-margin community "experience" events.
• Strategic Advantage: Utilising Kingston Group’s Media and Management arms to dominate the regional digital space.

6. Market Positioning & USP

While Westbury has several pubs, it lacks a dedicated "experience" venue.

• The "View" Premium: Market the terrace not just as a seating area, but as the premier outdoor lounge in Wiltshire.
  
   
• The 2:00 AM Factor: Position the venue as the only "late-night luxury" spot for the Frome-Westbury-Trowbridge triangle, appealing to the 25–45 demographic who want a sophisticated late-night environment without traveling to Bath.

7. Strategic Growth Pillars
 

A. Corporate & Mid-Week Monetisation

• The "Altitude" Meeting Package: Target HR departments at Westbury’s North Acre and Hawke Ridge Business Parks. Offer "unplugged" half-day strategy sessions including a guided walk to the Horse followed by a catered lunch.
  
   
• Kingston Coworking: Offer a "Subscription Coffee Club" for local freelancers. For £ex/month, they get unlimited coffee and a dedicated quiet zone from 9:00 AM – 3:00 PM, turning "dead hours" into guaranteed revenue.
  
   
• Community Benefitting: Offer extra safe spaces for both Mother & Baby, while encouraging older citizens to meet and mingle in the additional spaces of the building, this utilises all separate areas at any one time.
  
  
   

B. Turnkey Wedding & Private Events

• The "Kingston Collective" Package: Create an all-inclusive price point where Kingston Group provides everything: the venue, bespoke catering, mobile bar, and even drone videography via the Media arm. This removes the "vendor juggle" for clients and maximizes profit.
  
   
• Micro-Weddings: Target the growing trend of smaller (30–50 person) high-spend weddings that prefer a modern, refurbished "view" venue over a traditional hotel. This can be exclusive given that there are two different function spaces, both of which are licensed for ceremonies.
  
   

C. Community Integration (Place-Shaping)

• The "Trail-Head" Partnership: Become the official partner for the White Horse Trail. Offer "Hiker Fuel" boxes and digital check-in points. If hikers finish at the venue, they get a discount on their first drink.
  
   
• Social Prescribing & Wellbeing: Host a weekly "Net-Walk" (Networking + Walking) starting from the bar. This builds loyalty with local business owners and positions the Group as a community leader.
  
   

8. Operational Overhaul (The Kingston Standard)

• Staffing Efficiency: Use Kingston Group’s Hospitality Relief model to maintain a "lean" core team, supplemented by the Group’s flexible staff pool during peak event season.

9. 12-Month Revenue & Event Roadmap

Phase

Focus

Key Activity

Q1: The Reset

Operations

Retrain staff using the Kingston SOP; launch the Corporate Day Delegate packages.

Q2: The Launch

Outdoor Growth

"Spring Sunset" ticketed launch party; debut the Mobile Gin Bar on the terrace.

Q3: Peak Season

Events

Embrace worldwide events such as Wimbledon, World Cup, and the height of enjoyment spent outdoors, factoring BBQs, fundays and more. 

Q4: Retention

Local Loyalty

Launch "Christmas at the View" for local businesses; introduce a "Winter Warmer" menu for hikers.

10. Marketing Strategy (The Media Arm)

• Content Dominance: Monthly 4K drone footage of the White Horse at sunset posted across Instagram/TikTok to maintain "top-of-mind" awareness for event planners.
  
   
• The "Local Hero" Spotlight: Use the Kingston Media team to interview local suppliers (e.g., Walter Rose) on-site. This boosts local SEO and builds community "goodwill" capital.

11. High-ROI Infrastructure Investments

Target: Increasing capacity and year-round usability.

A. The "Glass Box" Terrace Extension

• The Investment: Install a high-spec, retractable glass conservatory or "Igloo" pods on the terrace.
• Revenue Impact: The terrace is currently weather-dependent. Enclosing it transforms the venue's best asset into a 365-day revenue stream.
• The "View" Premium: You can charge a premium booking fee for "Front Row" glass-fronted tables for sunset dining, regardless of the Wiltshire wind or rain.
  
   

B. External "Fast-Service" Infrastructure

• The Investment: Convert a shipping container or horsebox into a high-output Outdoor Kitchen and/or Bar (utilising Kingston Group's mobile expertise).
• Revenue Impact: During peak hiking season and summer weekends, the main bar becomes a bottleneck. An external point of sale captures "passing trade" revenue from hikers and dog walkers who wouldn’t otherwise enter the formal restaurant.

12. Technology & Media Investment

Target: Operational efficiency and global-standard marketing.

C. Advanced Event Tech & Connectivity

• The Investment: High-speed Starlink/Fiber installation and integrated AV systems (4K projectors, surround sound).
• Revenue Impact: This shifts the venue from a "pub that does meetings" to a professional Corporate Hub. It allows the Group to charge Day Delegate Rates (£45-£65 per head) rather than just selling coffee and sandwiches.

D. Digital "Sales Funnel" Automation

• The Investment: A bespoke booking and CRM (Customer Relationship Management) system integrated with Kingston Group’s Media arm.
• Revenue Impact: Automatically retargets wedding enquiries and corporate leads. By using professional drone videography (Media Arm) in targeted social ads, the investment pays for itself through increased conversion rates on high-value bookings.

13. The "Event Powerhouse" Scalability

Using investment to solve the "Soapbox Gap" and other community hurdles:

• Security & Safety Infrastructure: Invest in a permanent, high-grade CCTV and crowd-management system where possible.
  
   
• The Benefit: This makes the venue "ready-to-go" for large-scale ticketed events (mini-festivals, outdoor cinema). By lowering the cost-per-event for setup/security, the Group can host more frequent high-capacity events with less logistical friction.

14. Financial Projection: The 'Investment Flywheel'

• Year 1, focus on terrace weatherproofing and corporate tech
• Year 2, focus on in house event equipment and private labelling
• Year 3, focus on site expansion

15. Risk Mitigation & Contingency Planning

The Kingston Group recognises that high-growth hospitality ventures carry inherent risks. Below are our proactive strategies to protect the investment and ensure the continuity of the repayment schedule.
 

A. Revenue Fluctuations (Seasonal Risk)

• Risk: Hospitality revenue traditionally dips in Q1 (January–March).
• Mitigation: The Kingston Group will leverage its Corporate Off-Site packages #specifically to target mid-week, indoor bookings during the winter months. By diversifying into coworking and business meetings, we decouple our primary income from the summer "tourist" weather.
  
   

B. Staffing & Operational Consistency

• Risk: Difficulty in finding high-quality local staff leading to service failure.
• Mitigation: We utilise our own Hospitality Relief division. Unlike other venues, we have an existing "on-call" pool of trained professionals. Should recruitment slows, the Group can deploy its proven team to Westbury immediately to maintain the "Kingston Standard."
  
   

C. Capital Cash Flow (The £30k Investment)

• Risk: The 24-month repayment schedule (£1,375/mo) creates a fixed overhead.
• Mitigation: The repayment is backed by the entire Kingston Group, not just the White Horse View’s individual profits. Our existing revenue from external events (Weddings, "Bands by the Bridge," Media contracts) acts as a financial safety net, ensuring the investor is paid even during the venue's initial ramp-up period.
  
   

D. Licensing & Regulatory Compliance

• Risk: Changes to the 2:00 AM license or local noise complaints.
• Mitigation: We are implementing a "Good Neighbour" policy from Day 1, including high-grade acoustic management and professional security protocols. Our Media and Management team will maintain an open dialogue with Westbury Town Council to ensure the venue is seen as a community asset, not a nuisance.
  
   

E. Asset Maintenance

• Risk: High cost of maintaining a refurbished venue.
• Mitigation: By purchasing the Fixtures and Fittings outright with the initial investment, we reduce ongoing leasing costs for equipment. We have budgeted a "Sinking Fund" of 2% of monthly turnover to cover wear and tear, ensuring the venue remains a "premium" destination without needing further emergency capital.

16. Financial Projections: Year 1 Monthly Average

The following table outlines the projected monthly performance once the "Kingston Standard" is implemented (Post-Q1).

Revenue Stream

Projected Monthly Total

Notes

Bar & Beverage

£28,000

Includes late-night 2:00 AM trade & terrace sales.

Events & Weddings

£18,000

Based on 2-3 mid-sized events/weddings per month.

Corporate/Co-working

£6,500

Day delegate rates & coworking subscriptions.

Catering & Food

£15,000

High-margin locally sourced gastro-menu.

Total Gross Revenue

£67,500

Operating Expenses (COGS/Staff)

(£39,150)

Scaled at 58% of revenue (Industry standard).

Rent & Utilities

(£4,308)

Fixed lease and utility costs.

Marketing & Media

(£1,000)

Internal cross-charge to Kingston Media.

Net Operating Income (NOI)

£23,042

Pre-repayment Profit.

Loan Repayment

(£1,375)

Now only 6% of NOI.

Final Retained Profit PM

£21,667

For reinvestment and Group growth.

As shown above, the £1,375 repayment represents only 12% of the projected Net Operating Income. This provides a "Safety Buffer" of over £20,000 per month.

Even if the venue performs at 50% of its target during the initial launch phase, the Kingston Group maintains more than enough liquidity to honour the repayment schedule without strain. This is the benefit of the "Group Model"—the risk is spread across multiple successful divisions.

This project closed unsuccessfully on 11th March 2026