Star Pubs is marketing the Blue Bell in Washington as an “incredible pub opportunity,” championing its position as the “only pub found in an area of around 4,000 adults.” On paper, it’s a compelling pitch for a community local. However, independent analysis reveals a proposition that collapses under scrutiny. The pub is listed as “closed,” its monopoly claim is false, and a key advertised revenue driver—”Cask Ale”—is directly contradicted by industry databases. This analysis is a necessary due diligence exercise for any potential lessee, separating marketing hype from ground-truth.
2. The Financial Reality Check: A Look Behind the Numbers
The landlord’s pro-forma financials present a clear, if questionable, picture of the investment opportunity. The headline figures are:
• Annual Rent: £19,323
• Estimated Annual Turnover: £326,694
• Minimum Ingoing Cost: £10,110
• Total Ingoing Cost: £26,806
Based on these numbers, the annual rent represents 5.9% of the projected turnover.
However, the foundation of this entire proposal—the £326,694 turnover figure—warrants extreme skepticism. How was this projection calculated for a business that is currently “Closed now” according to TripAdvisor, with no public trading record since 2019? This turnover estimate lacks any verifiable basis and should be considered pure projection.
More critically, a fundamental flaw exists in the landlord’s business model. The marketing materials from Star Pubs and FindMyPub.com list “Cask Ale” as a core feature. Yet, the Campaign for Real Ale (CAMRA) database explicitly states “Cask Ale not available.” This is not a simple discrepancy; it invalidates a key revenue stream assumed in the turnover projection and immediately alienates a loyal and high-spending customer demographic, impacting the pub’s profit and loss viability from day one.
3. Operational Risks & Turnaround Opportunities
The Red Flags
Beyond the headline financials, a review of public data reveals serious operational risks that threaten any initial capital outlay.
• Prolonged Closure & Digital Abandonment: The pub is listed as “Closed now” on TripAdvisor, with no reviews since 2019 and an “unclaimed” business profile. This indicates not just a closure but a complete abandonment of brand management for nearly half a decade, necessitating a “cold start” marketing effort to rebuild any reputation from zero.
• Fabricated Local Monopoly: The claim of being the “only pub” in the area is demonstrably false. The CAMRA database lists multiple other pubs in Washington, including the Wessington, Sir William De Wessyngton, and the New Tavern, representing immediate and established competition.
• Threat to Key Assets: A public planning notice for a “renewable energy generating solar farm” on the adjacent Peareth Hall Road directly threatens the pub’s “commanding views over Washington”—a key intangible asset noted by CAMRA. This poses a long-term risk to the pub’s unique appeal and could cause significant construction disruption.
The Turnaround Blueprint
For the right operator, the pub’s closed status could represent a clean slate. The path to a successful relaunch is not hypothetical; it is clearly documented in the site’s own history.
• A Proven, Demographically-Aligned Model: Positive TripAdvisor reviews from 2018-2019 provide a clear blueprint. Customers praised the previous incarnation for being a “friendly and welcoming pub,” “dog friendly,” and serving “good food at a reasonable price,” specifically highlighting its “proper beef slice from the joint.” This historic success model is a proven blueprint for attracting the exact demographic—”elderly, families, and mature workers”—that Star Pubs identifies as the target market.
• Immediate Market Capture: A new operator can execute this proven strategy to re-establish a reputation for high-quality, traditional pub food and a strong community atmosphere, creating a clear point of differentiation from local competitors.
• Fit-for-Purpose Infrastructure: The physical assets required for this food-led relaunch are already in place, including a “Catering kitchen,” “44 internal covers,” “20 external covers,” a “Large outdoor trade” area, and a “Car Park.”
4. The Verdict: Who Should Sign This Lease, and Who Should Walk Away?
This Opportunity Is For: An experienced, hands-on publican capable of executing a complete brand relaunch. The ideal candidate must disregard the landlord’s financial projections entirely and build a conservative business plan from scratch based on verifiable local data. This operator will see the pub’s closure not as a liability but as an opportunity to start fresh, without the burden of pre-existing operational baggage or negative goodwill.
Walk Away If You Are: A first-time operator or an investor seeking a turnkey business. The marketing tagline “Attitude is more valuable than experience” is common in the industry, but applying it to a complex turnaround project of this nature is grossly irresponsible. Anyone basing their financial plan on achieving the advertised £326,694 turnover in the first, or even second, year of trading should avoid this lease at all costs.
5. Call to Action
Don’t rely on guesswork. Run this lease through our specialist AI Trap Detector tool before you sign anything.