There is a growing demand for quick, snack-style fast food to be consumed while you shop in a mall or window shop.
Solution
Fresin Fries is a great place for kids to bring their family and friends. We offer a unique environment, fresh-cut Belgian fries and a variety of signature dipping sauces.
Market
Fresin Fries is a company that caters to large numbers of young people in Singapore. This group is important to us for many reasons. Our goal is to be “the extraordinary fast-food place”, and the age group between 15 and 25 is where we think the most brand building opportunities could occur. They are low-income or have fixed incomes. They want to be able to choose a value/price relation that won’t cost them too much.
The 25-37 age group is our secondary target. They are heavy restaurant/lounge users. They are more flexible on budgets and look for more than just a value/price relationship.
Competiton
The main competitors in this category are all food outlets located within a 300-meter radius of Orchard Road. In our location, there are Tori-Q, Pizza Walker, Starbucks, Bread Talk, and Rotiboy.
Why Us
As they learn about the fascinating new pop culture, our customers will experience the full experience at both our outlet(s), and on our website. All merchandise will come with our brand attached, including t-shirts and pre-packaged sauces.
Expectations
Forecast
This plan has been prepared to secure a site for the initial launch. The cost of financing the project will be covered by two $100,000 investments, one at startup and one at the start of the second year. We expect strong growth over all three years with profitability beginning in year 3.
Financial Highlights for the Year
Financing is Required
The original 4 founders will each contribute $25,000 towards the initial share price, 25% and $100,000 respectively. This will cover all startup costs. We expect to contribute a second $100,000 at the beginning of the second year.
The Pasta House Co. Fenton business plan (PHC), highlights the opportunity to acquire the assets, leasehold improvements and restaurant currently operated as JD Drews. Because the store isn’t doing as well as it should, the current owner would like to sell the operation. Also, he is tired of paying the high cost of debt service. My goal is to submit this business plan to his bank in the event he is unable to make loan or rent payments and defaults on the loan. We will be a position to take over the SBA loan, and with additional funds added, convert this location to a profitable Pasta House Co. franchise restaurant.
This property is only 1/4 mile from Gravois Bluff’’s which is the largest land moving project in Missouri to establish a major shopping area. The rent is half what Gravois Bluff’s retail shops charge, but the location offers the same chance for sales. New highway 141 has hundreds of thousands of potential customers, including local residents and visitors from out of the region. There is a huge demand for a family-friendly restaurant that caters to both children and adults in Fenton because of the high number of people who use it.
This turnkey operation is suitable for families with PHC. It can accommodate 170 patients. With the current leasehold improvements made and the high quality kitchen equipment, this operation can be transformed into the legendary PHC winning recipe. The growth in numbers of high income families in the Fenton area is projected at over 30%. Fenton needs a family-friendly fine dining restaurant. PHC is the perfect neighbourhood restaurant in the perfect community.
The Pasta House Co. in Fenton will be the second location for Dennis Boldt, who has operated a successful franchise unit in High Ridge, Missouri for 20 years. The Pasta House Co. based out of St. Louis, and now has over 34 successful company and franchise locations in the United States and Mexico.
PHC Fenton will be able to offer a prime location, delicious food, no competition and a great neighborhood marketing program. They also have a large catering base and can build upon that. Personal service in an Italian import grocery store environment and the support from the community will result in a highly profitable PHC restaurant.
1.1 Mission
Pasta House Co. is a family-owned restaurant that offers high quality, affordable Italian cuisine using authentic family recipes. We strive to exceed our customers’ expectations every time they visit. We suggest add-ons to enhance our customers’ dining experience. Our restaurant is clean.
We value the people who work for us. The Pasta House Co. is proud to have quality employees who make great food, are cleaner and more efficient, and remain employed for longer periods of time because they love what they do.
1.2 Objectives
The goal is purchase of JD Drews’ assets and leasehold improvements, and conversion of the restaurant to a Pasta House Co. profitable franchise unit. I plan on replicating the success formula I used at The Pasta House Co. High Ridge location which I own and have been operating for over 20 year. This location is expected to grow quickly and will deliver outstanding results by applying the same strategies, as well as having a strong management team. Here are my objectives
Pasta House Co. has been providing high quality service and food for the High Ridge community since its inception over 20-years ago.
Instil trust and cooperation among team members.
Combine corporate marketing strategies to increase volume.
First year sales to hit between $1.5 and $2 million with 10% growth in first few years.
High Gross Margins
Maintain food and labor costs consistent with High Ridge.
Maintain and grow my outstanding reputation.
You can still find a family restaurant in your neighborhood.
Fenton’s first Italian restaurant of excellence (the fastest-growing area in Missouri)
1.3 Keys for Success
The Pasta House Co. name and reputation is well known in the St. Louis area. Each year, St. Louis votes for the best food.
All products we sell are top quality. We combine high quality products with great service. The menu also includes items that are suitable for both single and family members.
Current management staff and the crew have a lot to offer.
Location, Location, Location! Some have called the intersection at Hwy 30 and Hwy 141 “The Golden Circle”. Fenton is Missouri’s fastest expanding community.
This shopping center location is three years old. Every spot in this shopping center is filled. The main anchor is Dierbergs grocery, the largest grocery chain in the vicinity.
This location offers private rooms on a reservation basis. I am a bulk food and catering large party concept developer at my other location. This will be promoted with the party rooms.
For repeat customers, we will offer a frequent diner program and a birthday club. This will also be able to help us track our sales.
A management that is fair to all employees. We make it a place where employees feel at home and can make a lot of money.
Sagebrush Sam’#8217 will be offering a unique combination, a steak buffet and an excellent price. It is not like a traditional restaurant. Sagebrush Sam’8217’s can meet the growing demand. The public (1) expects value in everything it buys, (2) doesn’t want to be disappointed by anything, and (3) enjoys entertainment as part of its dining experience.
It is becoming increasingly difficult for restaurants to be distinguished in today’s highly competitive world. Sagebrush Sam’s does this by being the only buffet concept that features mesquite-grilled, USDA-choice sirloin steaks, cooked on our display grill, for one low price. Our steaks will be 21-day-aged and hand-cut daily. They are then seasoned to perfection. The grill will be open to all guests and filled with the right amount of steaks. With our high dinner volume, there will be no waiting for a steak since we will have the grill stocked with every degree of doneness. This market has not been tapped by any other national chain. We are confident that this feature will help us succeed in a world where red meat (especially steaks), is increasingly in demand.
The restaurant business plan has been prepared in order to get financing for its initial launch. This financing is necessary to fund the initial year of operations, including kitchen design, architectural plans manuals and recipe books, site selection and equipment purchases. For the second and third units, which are expected to be completed in July, Year 2, and January, Year 3, additional financing will be required. Some of the burden can be offset by our positive cash flow.
Sagebrush Sam’ will be able continue its operations in year one thanks to the capital contributions and financing. Sagebrush Sam’’s initial capital investment will allow it to offer its customers an entertaining, value-driven dining experience. The customers will be treated to an innovative and unique environment in order to make them feel at home. A successful operation in year three will allow for sufficient cash flow to become self-sufficient in year 4.
Objectives
Sagebrush Sam’s objectives for the first three years of operation include:
One unit per year growth for the first three consecutive years.
Keep food costs under 35% of revenues
Maintaining a 16-18% revenue margin for employee labor costs.
The average annual sales of each location is between 3-4 Million Dollars.
Maintaining tight controls on costs and operations by hiring a managing partner/proprietor for each location and utilizing automated computer/Internet control.
Mission
Sagebrush Sam’’s is determined to be the most popular buffet restaurant in the region. We want our guests to have the total experience when visiting Sagebrush Sam’s. Not only will our guests receive a great meal, they will also be provided with a fun atmosphere. Unique things will distinguish us from other restaurants, such as serving USDA-choice sirloin steaks all you can eat on a mesquite grill. We will want the dining experience to be as pleasing to the senses as it is to the palate.
Our goal is to offer high-quality, affordable food. We will have a large variety of freshly prepared meals, most of which will be visible to our guests. Each day, we will have 100 unique items that are packed with flavor and zest for an incredible price.
Customer satisfaction matters. When approached by a customer with a request, our motto will be, “Yes is the answer; what is the question?” We will strive for broad appeal. We strive to be the preferred restaurant for everyone, including singles and families.
Our success will depend on the well-being of our employees. All employees will be treated with respect and fairness. Sagebrush Sam’s wants its employees to feel like they are part of the success.
To achieve our goal of providing entertainment/dining experiences that are both enjoyable and affordable, we will use a combination of atmosphere, ambience, ambiance, friendly staff, and menu variety to create a feeling of “place”.
Keys to Success
Sagebrush SamՉ۪s success lies in these keys:
Our mission is to create an atmosphere that is unique, innovative, fun, and mid-scale, which will distinguish us from the rest.
Execution our primary goal to only serve the highest quality food at ridiculously low prices in clean, friendly surroundings. We must keep this promise 100% of all times.
Controlling all costs in all areas.
It is important to hire the best people and train them.
This plan provides detailed investor information and includes the basic strategic business plan necessary for initial establishment and operation of Full of Bologna, A Taste of North Italy restaurant, bar and lounge at the new and exciting Greensward in Niceburb, Stasistate. The Greensward, which is a $58M fully funded project will open with its Firedrake Glass School and other high-traffic novelty shops and gift shops. There will also be museum traffic of around 2,000 people every day during the summer. The Gaming Bill will be passed in the Stasistate Legislature, which will increase traffic to 12,000+ daily.
Loess Cairn Commons, LLC, created a separate plan called The Greensward. The plan spans over 100 pages. That plan outlines the business growth, methods, procedures for operation, and infrastructure management. It also contains letters of support from governors and state officials as well as high-ranking business leaders. A third report, comprising 100+ pages, supports the business plan. It was prepared by CVE Gambier Bay Real Estate Services, Inc. and was prepared for Ms. Kitty Morris, Vice president of First Niceburb Bank.
A team of experienced managers are developing this business.
Full of Bologna targets local residents, tourists and gambling visitors as well as patrons of tourist restaurants who want great food and an interesting atmosphere. Niceburb is found between the Warfside Memorial Bridges, and Stasistate Memorial Bridges. The Greensward is a 25-acre mixed-use public/private development with nautical themes on the Stasistate River, Historic Niceburb, Border County Stasistate. The property development will be comprised of seven buildings totaling approximately 191,000 square feet of retail, restaurant, hotel, and office space, including food court and entertainment.
The Greensward is in the Gigametro-Megametro-Jumbometro supersprawl statistical area along the Stasistate River. These buildings are in Stasistate. As the development border is at low mean water, an area established in the original settlement days, the dock and its ancillary-pier with its 17-foot draft, is currently in development.
The Greensward is easily accessed from both the Interstate and state highways. A 45-minute drive will take you to the population of 3.6million. Within a 45-minute drive, you will find the metro airport, an upgraded general aviation airport, a leading helicopter facility, and Amtrak.
The city of Niceburb is in the process of revitalizing. Niceburb has a lot to offer. The people who live here expect a place with everything. Bologna restaurant will open in the area, as well as a lounge and dancing. Our friendly staff, excellent food, and fun atmosphere will make us a household name in the area. We’ll succeed by offering a mix of great and interesting food in a setting that attracts successful people who want to experience more of life than the average.
Full of Bologna, A Taste of North Italy will be formed in January in Stasistate, as an LLC corporation under the Laws of Stasistate.
Fluno, former Executive Chef for the President of United States, is responsible for design, building and development of company policies, as well as hands-on management of daily operations. He also managed a budget of $51 million annually for 37 restaurants in Hawaii, Tokyo, Japan and Brussels, Belgium. The chain employed 400+ people to serve 5,000 meals daily for the federal government. His 30+ years of experience range from restaurant management for the very first family (small), to hands-on operation success in one restaurant (medium hard-core) to global leadership of a restaurant franchise.
Tsoutsouros Graviera and Vasto Parmigiano Jr. are also included. All of them are well-seasoned in the restaurant and advertising business. A 26-strong team of customer-focused and team-oriented employees will support the management team.
Full of Bologna retains the services of a CPA company to conduct professional company audits and prepare taxes. They also serve as business consultants to help in setting achievable long-term strategic goals. Payroll will be done in-house as we are already established experts at it, as well as collection and payment of sales and use taxes (both Federal and multi-state regulations and forms).
Full of Bologna offers quality family food, entertainment, catering services and more to Niceburb, Border County, as well as the surrounding area. It will fit prominently into the Niceburb Greensward project and is listed as building #7 in their business plan and design. Two other projects are part of The Greensward under Gorgonzola – a restaurant on the river (Jolly Jack-tar Restaurant and Show and a hotel with conference and catering facilities (The Highfalutin Hotel and Spa). This restaurant is the second Jolly Jacktar Show and Restaurant (#1 is in Historic Malaria Swamp Village Museum at Cape Flotsom in Stasistate).
Based on the current prices in the restaurant market, Full of Bologna has the potential of high net worth by year four and that is based on very conservative estimates and under-inflated projections. With good management, a tremendous revenue growth is expected.
The amount invested by each investor will determine the equity. An in-depth look can be found in our Business Ratios.
These are ways to reduce the risks that could hinder Full of Bologna’s future success.
Secure sufficient capital for construction and to cover the costs of the initial operation. All investor capital will remain in escrow till the project is fully funded.
Maintain low overhead cost which increases the bottom line profit. Multi-skilled personnel will be employed, and a continual training program will ensure they deliver consistent, superior service, where customer satisfaction is paramount.
Establish a loyal customer base. The demographics will determine the location of your business. An aggressive marketing program, executed by a full-time staff member, will help you achieve your goals. Particularly when you are working with The Greensward.
Get involved with your community to show how the company will benefit your quality life. To help local civic groups achieve their financial goals, community projects will be created using the bowling center’s facilities. For tours of the bowling centre, schools, churches, and any other group are welcome.
All payments can now be made with cash or credit, which eliminates the need of invoicing and collection.
1.1 Objectives
Here are the goals for Full of Bologna.
We want to create a restaurant that exceeds customer expectations.
Superior performance and word -of-mouth referrals to increase customer service by at most 20%
At the end of your first year, you should have a 60% return rate on clientele.
Be a destination community by the end of the first calendar year for the 3,000,000 residents living within a 30-minute drive.
Keeping food cost under 35% revenue.
Maintaining employee labor costs between 24-29% and revenue.
You must establish and maintain a reputation of excellence in food and service.
Averaging annual sales between $1,000,000-2,500,000
Expand our marketing in Pennsylvania, Stasistate & New York.
Success Keys 1.2
Our unique, innovative and high-end dining environment will set us apart from our competitors. The unique design of the restaurant and its decor will make it stand out from all the others in the area. Our waiters and waitresses dress will be stunning in period costume. In a relaxed atmosphere, we will provide a high-quality dining experience. We will have serious seating inside the casino and covers for every day due to the expected 12,000 visitors per day.
Product quality. It’s not just great food.
The menu will appeal to a wide and varied clientele. It is international with the interesting twist of offering genuine traditional recipes of Bologna and surrounding areas of North Italy. Of course, we will have all of the American-Italian favorites available as well. Huge meat balls, massive lasagnas and fresh pasta.
We will be hosting special theme nights including restaurant nights, artist openings, Easter dinners. Full of Bologna is sure to attract many different clients.
Cost control is a must at all costs. Due to intense competition, restaurateurs must look for ways to differentiate their place of business in order to achieve and maintain a competitive advantage. Full of Bologna was founded by this realization. With its re-development Niceburb needs a place that will fit into the ‘new look’ of the community that is sophisticated and entertaining. We are able to offer a niche market in the market and have an opportunity because there is no other restaurant in the area that offers this type of concept and atmosphere.
This business plan was designed to attract investors. La Salsa Fresh Mexican Grill has tremendous potential and is one the most popular franchises to partner with. Currently, La Salsa is in all of the neighboring states of Oregon and is still expanding. Santa Barbara Restaurant Group franchises La Salsa.
La Salsa will be a success in Eugene for two reasons. First, there isn’t any direct competition in Eugene. Second, Eugene has a high demand. Eugene is ready for large population growth. The current population in the Greater Eugene/ Springfield Metro area is more than 300,000. According to Census 2000, this number is growing.
Limited Liability Corporations (LLCs) are created to shield investors and owners from personal responsibility. Benjamin D. Strock will expand La Salsa Oregon over the next three-years, creating between 3 and 10 restaurants under the LLC. This business plan does not include the first store plans. These will be used to help set more concrete goals. La Salsa’s per-store revenues range from $400,000 to $1,000,000, depending on where they are located. Estimated start-up costs from SBRG are between $300,000 and $400,000, and require an initial investment of around $600,000. Half of this money will be funded by small business loans, the rest will come from private investors. High net profits are possible, yielding $85,000 per store annually (possibly even more).
In exchange for 8%-10% of gross sales, SBRG, the franchisor will take control of pricing, advertising, building, and training. Assuming that an agreement has been reached between franchisors and investors regarding the location, it is possible for the first La Salsa to be built and operating in Oregon within three months.
1.1 Mission
La Salsa Fresh Mexican Grill will establish itself as the premier casual Mexican dining restaurant in Eugene while maintaining uncompromising principles as we grow to more than three restaurants. These six guiding principles will help you judge whether your decisions are appropriate.
Provide a great work environment and treat employees with dignity and respect.
Accept diversity as an integral part of the way we do business.
Apply the highest standards of excellence to the food production, preparation, and service to our customers.
Building lasting relationships between guests.
Contribute to our environment and communities.
Recognize that profitability will be essential for our future success.
1.2 Objectives
You can establish a LLC to limit your personal and investor liability.
Three months to complete construction after financing.
Reach positive net profit in first quarter.
Be a market leader for Eugene
Average $60,000 plus in revenues monthly.
Increase annual sales by 3-7%
1.3 Keys for Success
Location, Location, Location.
Obtaining bank financing at reasonable interest rates, and securing individual investors.
Hiring motivated and qualified employees is key.
Controlling how marketing dollars are used to stimulate sales
We offer extraordinary food with exceptional taste
UPer Crust Pies is a specialty in meat, vegetable, and fruit pies. They use old-country family recipes from the Upper Peninsula of the UP. Our pies will be baked fresh everyday and sold hot directly to customers through our retail stores. We will also sell frozen pies in lunch and family sizes that can be cooked at home in an oven or microwave. Our products are low fat and free of genetically modified ingredients and will be complemented by an assortment of fresh premium salads and desserts.
Our products are imported directly from a private-label bakery in the UP to save on labor costs, investment in production equipment and additional warehousing. Our principal costs will be limited only to product procurement, shipping, and cold storage.
We are looking to grow the company by opening additional retail outlets. In addition, we plan to create a business structure that makes it attractive for franchise opportunities. UPer Crust Pies has an exclusive import license which could be used to sell frozen products through wholesale food chains and supermarkets. This could allow it to quickly establish itself as a market leader.
Our success is based on four key factors. The first is to locate stores in highly visible areas. The second is our unique value-for–money product line. The third will be a focus on superior customer service and education, and the fourth key will be employee retention through training and internal promotion.
Yubetchatown will be the location of the first UPer Crust Pies business. Three areas are currently being considered for five potential locations. UPer Crust Pies targets three market segments in the core metro area. Our biggest market is young adults (42%) and businesspeople (42%). Our next largest market, and the one with the greatest growth potential, is families with children (36%), and our final target market will be 15-24 year olds which includes students (22%).
Our marketing strategy aims to educate customers, attract new customers and build loyal customer bases. The marketing strategy for UPer Crust Pies is to attract customers through high-visibility signage, flyers, media advertising, flyers entertainment book coupons, word of mouth advertising and strategic alliances.
Our sales strategy includes hiring employees who genuinely enjoy their jobs. We will constantly assess the business and interact personally with customers. This includes assessing food preferences and keeping favorite dishes on the menu, as well as evaluating seasonal and weekly specials.
UPer Crust Pies Limited Liability Company. Lina Mackinac Gogebic is currently the owner of all membership shares. She plans to use a part of the shares in order to raise capital. UPer Crust Pies currently seeks a bank loan along with a private investment contribution from outside investors. Three months prior to the opening, the majority will be used for corporate remodeling, lease payments and corporate design.
Included in the start-up costs are initial inventory, cold storage fees and shipping costs. It is necessary to purchase equipment such as pie warmers, ambient display case, fridges, freezers, miscellaneous furnishings, and a commercial oven. UPer Crust Pies expects to need liquid cash to pay operating expenses, unexpected expenses, and wages during the first three months.
UPer Crust Pies expects a modest increase in sales for its first year. In the second year, the company will add two more stores and in the third year, an additional two stores. These stores will add to the gross revenue of the company in the second, third and fourth years. We have projected a very conservative growth rate in the first three years, compared to industry standards.
1.1 Objectives
Achieve first year sales above $120,000.
Maintain a healthy average gross margin.
Plan for expansion.
Establish five stores by the third anniversary.
1.2 Mission
Education and customer satisfaction are our top priorities. We will endeavor to meet the highest standards of excellence through superb customer service and consistent product delivery in a friendly and comforting environment.
We seek fair and responsible profit, enough to keep the company financially healthy and ensure continued growth and development. Responsible profit will fairly pay investors and owners as well as reward employees and their loyalty.
Equally important to our success are employee welfare, participation and training. All employees will be treated with dignity and respect. It is our duty to provide an environment for employees that is friendly, challenging, and offers opportunities for growth.
1.3 Keys to Success
Locations: visibility, high traffic patterns, convenient access.
Store design: visually attractive, relaxed atmosphere, fast and efficient operations.
Unique products: differentiation, competitive pricing, no direct competition.
Quality Controls: Genetically modified free policy, consistency and clean presentation.
Service: cheerful, professional, articulate and informative.
Marketing: Positive image, educational, word of mouth advertising
This restaurant business plan was created for Studio67, a medium-sized restaurant in a trendy area of Portland, Oregon. Studio67 will focus on creating and eating organic, creative ethnic food. Studio67’s commitment for sustainable development drives Studio67 to place an emphasis on organic products. Additionally, the restaurant procures local foods when possible, reducing their dependence on fossil fuels used for transportation.
Services
Studio67 offers Portlanders a trendy, fun place to have great food in a social environment. Mario Langostino’s extensive repertoire includes many traditional recipes and ingredients. Studio67 predicts that most purchases will come from the chef’s recommendations. To offer customers a varied and unusual menu, ethnic recipes will be used. Mario will also highlight healthy dishes since he sees the need for healthy cuisine in the restaurant market.
Customers
Studio67 believes that the market can be segmented into four distinct groups that it aims to target. The first is the lonely rich, which numbers 400,000. The second group will be targeted are young happy customers who are growing at an annual rate 8% and have 150,000 potential customers. Rich hippies, who desire ethnic and organic food, are the third group. Dieting women make up the last segment of Portlanders who are particularly interested in the healthy choices on the menu.
Management
Studio67 has put together a strong management staff. Andrew Flounderson, the general manger, will lead Studio67. Andrew has extensive experience in the management of companies with between six and 45 employees. Jane Flap will oversee all accounting and finance functions. Jane has seven years of experience as an Arthur Andersen CPA. Jane’s financial control skills will be invaluable in keeping Studio67 on track and profitable. Studio67 also has Marion Langostino, who will be in charge of the back-end production. Chef Mario has over 12 years of experience and is a published, visible fixture in the Portland community.
Studio67’s financial success is paramount. This will be achieved by strict financial controls. Additionally, success will be ensured by offering a high-quality service and extremely clean, non-greasy food with interesting twists. Studio67 does plan to raise menu rates as the restaurant gets more and more crowded, and to make sure that they are charging a premium for the feeling of being in the “in crowd.”
Studio67 has a market and financial analysis that shows it can generate over $365,000 per year, $565,000 per year, and net profits in excess of 7.5%. Year two will bring about profitability.
Objectives
Three-quarters of a million sales in the second year.
Personnel costs less than $300K the first year, less than $400K the second year.
Profitable in year 2 and better than 7.5% profit on sales by the third year.
Mission
Studio67 is a great place for a meal. They offer a fun atmosphere, delicious food, and an interesting environment. We are looking for fair profits for the owners and rewarding work environments for our employees.
On the Water is a Mediterranean restaurant that opened on the Sunset Strip. On the Water will target both fun-seeking as well as sophisticated diners looking for good food in a fascinating atmosphere. On the Water will try to make 85% gross margins with an innovative setting, an excellent menu and an experienced restaurateur.
Market
On the Water will target tourists and locals who are avid restaurant-seekers. The program will focus on young adults earning $15K-60K who are looking for great food and fun. On the Water will not only target young adults who have money to spend but also adults and tourists who frequent Sunset Blvd. The demographics include males and females between the ages 21 and 50, with or without a college degree. On the Water can serve not only local Hollywood area residents, but also tourists and party animals.
It has been proven that restaurants are more affected by economic declines than the general economy. This may be due to people’s belief that food, no matter how it comes from a grocery or a restaurant, is a fundamental necessity in life. They spend accordingly.
Service and Products
One thing that is always consistent with On the Water is their impeccable service. Server staff are all highly trained and have extensive experience. Services at the Water include a variety of cultural and art collections from Mediterranean Europe. It creates a real atmosphere that can distract from their analysis of the many artifacts.
Lily Valdivia’s pride and joy is the menu. It is a culmination of over 20 years of cooking. Traditional favorites like hummus and baba Ghannoj are included in the menu. These favourites are differentiated by using the freshest organic ingredient. People don’t realize how much better these items taste when they are made with fresh ingredients and love. Also available are kebobs and chutneys. Everything is fresh, homemade, and prepared daily.
Management
The restaurant is led by Lily Valdivia, an industry veteran. Her restaurant experience began 12 year ago as a server. She moved quickly to fine dining, where she perfected the formal, customer-centric approach to serving. Lily was the manager for a European restaurant that had over $2.5 million in annual revenue for the past five years. Lily began cooking as a child in Greece 20 years ago. Lily was born into a large family. She quickly assumed the responsibility of cooking for the whole family. Her mother, who was three generations old, taught her how to cook. Lily quickly learned these recipes and started to experiment with her own cooking. The feedback from her family was always very positive. She knew this would be the opportunity to make her business a success.
On the Water should reach profitability in the second month. Sales are expected to grow to $1,785,000 over the next two years and to $2,345,000 by three. These sales are projected to generate high net profits.
1.1 Objectives
Increased sales to more than $2.345,000 in the third year.
Maintain a gross margin of around 80%
To increase inventory turnover by two-hundred turn next year, and to at least 240 in the third year.
1.2 Mission
On The Water provides fine dining with unique mediterranean flavours and an exceptional bar and grill experience. Our mission is to provide excellent food and friendly service. Our dining room is inviting and sophisticated. We also have walls that are constantly sprayed with running water. Our focus is on customer satisfaction, high-quality food, and fresh, carefully selected ingredients. We do not judge people based on their dress or class. On The Water Grill should be a place where people can enjoy good food and make new friends at the tropical Mediterranean Honey bar inside.
Long Branch is an expanding New Jersey suburb that needs to be warm, friendly, and provide excellent food. The place you can trust to get the best.
There is more opportunity than problem, unless you’re at Long Branch at dinnertime.
Solution
Gabri’s Lounge & restaurant will offer a relaxing dining room and a stylish lounge. Warm tones and comfy furnishings. You will find antique love chairs and comfortable couches here. It is the perfect spot to have a quick bite, a glass of wine, or for small business meetings. For extra comfort and to please a large group of people we will make up special hors d’ oeuvre platters for customers.
Market
Long Branch’s future looks bright. A $150 million resort project is being reconstructed by developers. The old pier will now be reconstructed with ferry service to Manhattan and New York City, as well as beach cabanas, boardwalks, and a bike trail covering 25 acres. It will cover 100,000 square feet. Over 700 residential units will be available with condo and townhouse prices ranging from $200,000 to $550,000; rents starting at $1000-$2,500 per mo. and a 2-tier garage. This combination will give the city a year-round economy.
Competition
Red Bank, a nearby town, has many restaurants and is our largest competitor. Long Branch residents currently drive seven hours to Red Bank to get a meal. We hope to persuade Long Branch residents to stay and eat at Gabri’s Restaurant and Lounge.
Why Us
Gabri’’s is a great place for a meal. They combine a fascinating atmosphere with outstanding, delicious food. It is our mission to not only provide great food but also friendly and efficient service. Customer satisfaction is the most important thing. We want to be the restaurant choice for all families and singles, young and old, male or female. Our success will depend on the well-being of our employees. Everyone will be treated fair and with the most respect. We want our employees feel part in the success of Gabri’s Lounge and Restaurant. Happy employees make happy customers.
To achieve our goal of providing the best dining/entertainment experience, we will mix menu variety, atmosphere, ambiance and friendly staff. We seek fair profits for our owners and a great place to work.
Expectations
Forecast
The Projected Profit and Loss statement’s most important assumption is the gross margin. It should be higher than the industry averages. We will also spend more on payroll that the industry average.
We see modest growth in our first three year period, as restaurants rely on wordofmouth. As such, we expect to be able grow to the same extent as this chart.
Financial Highlights per Year
Financing Required
$465,000 of funding is needed to finance $300K startup expense (in detail in company section) plus $85K of startup cash reserve and $80K non-cash assets at launch. We plan to put in $225K owner investment and land a $240K long-term SBA loan.
Kona-Q, a fast-casual restaurant serving healthy, fresh-grilled meats and vegetables, is known for its fast-service, casual dining. Salem, Oregon will host the first store. There are ambitious growth plans for one store per 12 months. Kona Q is an Oregon Corporation led by Kevin Anderson.
The Market
It is possible to divide the market into two markets segments: individuals or families. Families will dominate the dinner time business while individuals will make up the majority. With 26,585 potential clients, the family segment is growing at 9% per year. The individuals have a 8% growth rate with 33, 654 potential people within the segment. Kona-Q is expected to compete with traditional sit-down restaurants and operate in the fast-casual segment of the restaurant market.
Products and Services
Kona-Q provides an unmet dining experience. The customer service is outstanding, and encourages customers to return. The menu options are quick, simple, nutritious, and easy to make.
Competitive
Kona-Q’s customer experience can be a powerful way to differentiate itself. Good customer service will result in repeat business. Kona Q’s fast, healthy food is another competitive advantage.
Management
Kevin Anderson has spent seven year in the restaurant and food service industry. Lewis and Clark College gave Kevin a double major in accounting and entrepreneurship.
For years two through three, sales were forecasted at $255K to $475K. Year three will see a net profit of 9.07%.
1.1 Mission
Kona-Q’s mission is to become the premier fast-casual dining experience. This will be accomplished by offering an unprecedented experience coupled with great food and reasonable prices.
1.2 Objectives
To be the first fast-casual restaurant to open in every city.
Every 12 months, to open a new store.
To provide excellent food and wonderful experiences at affordable prices.
Success Keys 1.3
Offer simple, delicious menu items.
Treat every customer as if they are the only customer.
