Winning Post 9
Clara Vanliere
Country pub serving food all day everyday set between Ascot, Maidenhead & Bracknell. Our restaurant space can be hired out for private dining or join us in our pub area for classic dining experience or drink.
The Winning Post is within easy reach of Windsor and Ascot, making it a firm favourite for equine fans, with Ascot and Royal Windsor racecourses as well as The Royal County of Berkshire and Guards Polo Clubs near
All our availability is available online, but for larger groups or bespoke requests please contact the restaurant itself on 01344 882242, leaving a voice message if we are busy or email us on in...@winningpostwinkfield.co.uk and we will get back to you.
From the 20th March we are becoming a cashless business and will take card, contactless and Apple/Google Pay only. Thank you for your understanding, please ensure that you have a suitable method of payment before you arrive.
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The Winning Post Enclosure is situated within the buzzing area of the paddock at Chester Racecourse, on the site of the former finishing post. This premium enclosure offers guests a lively atmosphere and unrivalled proximity to the track to view the races in comfort.
You are free to leave the enclosure throughout the day and experience all that the paddock and Chester Racecourse has to offer. The Parade Ring and Pre-Parade Ring are in close proximity, as are the wider food and beverage concessions across the course. There are a large number of bars on both sides of the track which ticket holders can access, including on the Pavilion Lawn. The Pavilion Lawn is a lively part of the racecourse with track-side seating, pop-up bars, specialist food units and a resident DJ.
Car parking can be purchased in advance via our website when booking your tickets, or on the day by card only. On arrival, stewards will direct you from the road outside the racecourse, right up until you park your car in its space.
The Winning Post is located in the heart of The Paddock, next to the Parade Ring where you can view the horses before the race begins. For an up close view of the horses prior to racing, head to the Pre-Parade Ring to watch them being saddles up. The Pavilion Lawn and outside Refill and County Lawn are also great locations to view the action.
If you need assistance in reaching the Winning Post, please visit the Accessibility Hub in the Holiday Inn Car Park on arrival where trained stewards will assist you. For more information on this, please click here.
The Winning Post enjoys two private bars for ticketholders only, ensuring quick service and a wide variety of choice. There is also an even wider choice of food/drink vendors in the Paddock area and on the Pavilion Lawn. Water refill stations available across course please refer to our full maps on course and in your racecard.
We accept all major debit/credit cards and Apple/Android Pay at all our food and drink outlets. Contactless payment is also accepted up to the value of 100. There are no ATM machines on the racecourse, the nearest ATM machines are located on Watergate Street and Eastgate Street in Chester City Centre.
The post positions for each of the 20 horses in the 150th Kentucky Derby were randomly assigned on Saturday. But, after Encino was scratched from the race due to injury, several horses had their starting gate changed and one new horse drew into the field.
History is on the side of Catalytic, a 30-1 longshot, as the highest number of Derby winners have come from the No. 5 spot. Ten of the 94 horses that began in that gate went on to be crowned champion, more than any other post position. The most recent champion was Always Dreaming in 2017.
Meanwhile, the No. 8 and No. 10 spots have each seen nine winners, with No. 10 holding a higher winning percentage. Last year's Derby winner, Mage, started from the No. 8 post position, and Just a Touch (10-1 morning line odds) will do so this year. T O Password (30-1) was originally in the No. 10 spot, but Forever Young (10-1) will now start from there following Encino's scratch.
Derby favorite Fierceness (5-2) was originally slated to start from the No. 17 gate, which is the only post position that's never produced a Derby champion. But now Stronghold (20-1) has the unenviable task of trying to break the Kentucky Derby curse.
Encino was assigned the No. 9 post position before being scratched, meaning horses in post positions 10 through 20 will move in one spot. And Epic Ride (50-1), who replaced Encino in the field, will start from the No. 20 gate.
Markets change, and business models have to change in parallel. Success depends on constant business model innovation. In order to succeed, you need to get two things right: You have to target a defensible market segment, and you have to create a business model that enables you to win against competitors who are going after your target segment. In developing a high-profit business model to engage your target customers, you have two basic choices: (1) increase your customer value, or (2) lower your cost to serve (or do both). The author discusses six companies that have generated high sustained profits by targeting specific profit segments with innovative business models that either increased customer value or reduced cost to serve.
In order for your company to succeed in the post-pandemic era, you must do two things well: Select your strategy carefully to target a defensible market segment and tailor your business model to capture and dominate your target market.
In developing a high-profit business model to engage your target customers, you have two basic choices: (1) increase your customer value, or (2) lower your cost to serve (or do both). This is complicated by the need to transition from the previous broad market targeting to the new segment-specific targeting.
Swagelok produces flow control devices. Its Silicon Valley division had two main customer segments: University laboratories and semiconductor fabrication plants. The university labs had high gross margins, and the semiconductor fabs had low gross margins, so the sales force favored the labs.
When the company started using transaction-based profit metrics, they were astonished to find that the labs had low net profit, while the fabs had high net profit. The lab problem was that every order was for a different experiment, which required a lot engineering time and generated a lot of returns. The fabs, on the other hand, issued standard year-long blanket orders that required virtually no additional cost. In response, the company decided to accelerate its fab sales, and, on the lab side, to hire and train graduate students in each university to advise the researchers on product selection, virtually eliminating its engineering cost and returns. Profits soared.
When managers investigated further, they discovered that the problem was not that the store managers were writing down the old products at the end of the cycle, but instead that they were postponing putting these products on sale in the hope that a sales surge would materialize. This prevented them from stocking their shelves with new products at the peak of the introductory selling season. This was the real source of the profit drains.
When they contacted the distribution center, the replenishment managers explained that their end-of-life cycle store restocking policy was to ship products to stores according to historical demand until the warehouse ran out of stock. The high-volume stores could sell these products, but in the low-volume stores, they were clogging the shelves. The answer was simple and costless: Curtail shipments to the low-volume stores a month before stopping shipments to the higher-volume stores. Profits went through the roof.
SKF is a manufacturer and distributor of bearings. Its OEM business dominated its sales, while its aftermarket business was lagging. In response, company leaders created a new aftermarket division. The new aftermarket manager saw that the division had two very different segments.
The industrial aftermarket provided bearings for machines, while the automotive aftermarket sold bearings to car repairers. The industrial aftermarket customers needed to minimize machine downtime for bearing replacement, while the automotive aftermarket customers needed to determine the right bearing for the job and acquire the instructions and accessories needed to do the work.
In response, the management team developed maintenance kits (including sealants and cleaners) for the industrial customers in order to extend bearing life. For the automotive customers, they developed hundreds of job-specific kits, which included parts, tools, accessories, and instructions. Profits rose by double digits.
Pacific Distributors (also not its real name) distributes beer, wine, and other beverages. When managers looked at their transaction-based profit metrics, they were pleased to see that their high-selling anchor brands (e.g., Budweiser, Miller) had low gross margins but high profits. But they were shocked to find that their high-gross margin, fast-growing craft beers were losing money.
When they asked the sales reps why they were delivering so often, the reps responded that they had great service: Every order was shipped the next day. When the managers asked why they were taking so many orders, the reps responded that their sales managers were controlled by how many orders the reps took each day, so they scrambled to take as many orders as possible. By simply taking two orders per week instead of three, the whole segment flipped into high profit.