A growing demand is for fast, snack-type food that can be eaten while shopping in the malls and window shopping.
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 intends to cater to the bulk of teenagers and youngsters in Singapore. This age group has been chosen for many important reasons. We aim to be “the outstanding fast food place”, and we believe that this age range (15-25) is the best place to start brand building. They are often on a fixed or limited income and need a value/price ratio that does not exceed their budget.
Our secondary target group is between 25 and 37 years old, who are a large lounge/restaurant user. They are more flexible about their budgets, and they seek out more than a price/value relationship.
Competition
We are the main competitors in this sector. There are Tori-Q and Pizza Walker in our area, as well as Starbucks, Bread Talk and Rotiboy.
Why Us?
Customers will enjoy the complete experience of visiting our outlets and website. They will also learn more about this exciting new “pop culture.” All merchandise will come with our brand attached, including t-shirts and pre-packaged sauces.
Expectations
Forecast
This plan is designed to find a place for the initial launch. We plan to finance the costs using two investments totaling $100,000. One at startup and one in the first year. We expect strong growth throughout the three years. The third year will see profitability.
Financial Highlights for the Year
Finance is required
The original four founders are the owners of the company. They each will contribute $25,000 per share, 25% in paid-in capital, and $100,000 to the start. This will cover start-up requirements. We anticipate contributing another $100,000 in the second-year.
Sagebrush Sam’’s – “a steak buffet is a rare combination of exceptional food at an affordable price and a relaxed, entertaining environment. Sagebrush Sam’’s meets this growing demand. The public (1) is looking for value in all things it purchases; (2) doesn’t accept anything that doesn’t meet its expectations and (3) seeks entertainment through its dining experience.
It is becoming more difficult to distinguish between different restaurant concepts in today’s highly competitive marketplace. Sagebrush Sam’’s is the only buffet restaurant that serves USDA-choice sirloin steaks. The steaks will come 21 days old and are prepared fresh daily. Our grill will be out in the open and loaded with steaks cooked to the proper degree of doneness that our guests request. Our high dinner volume means that there will not be any wait to order a steak. The grill will always be fully stocked. This market is not available to 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.
This restaurant business plan can be used to secure financing for the initial launch. The financing is required to begin work on kitchen design, architectural plans, manuals and recipe books, site selection, equipment purchases, and to cover expenses in the first year of business. Additional financing will be needed for the two additional units in July, Year 2, or January, year 3. Our positive cash flow will help to offset some of this burden.
Sagebrush Sam’’s will be able, thanks to capital contributions from its owners, to continue operations into year one. Sagebrush Sam’8217’s will be able to offer its customers a value-driven, entertaining dining experience with the initial capital investment. To provide middle America with a unique and innovative atmosphere, customers must be able to bring their friends and family to eat and socialize in a mid-sized, creative environment. The cash flow will be sufficient to make it self-sufficient in the fourth year if the operation is successful through year 3.
Objectives
Sagebrush Sam’s initial three years of operation have the following objectives:
Growing one unit each year during the first three-years of operation.
Maintaining food costs below 35% of revenue.
Keeping employee labor cost between 16-18% of revenue.
Each location averages sales between 3-4 millions dollars per annum.
To keep costs and operations under control, a managing partner/proprietor is needed for each site. Then automated computer/Internet control can be used.
Mission
Sagebrush Sam’s will strive to be the premier buffet restaurant in the local marketplace. Sagebrush Sam’8217’s will strive to be the best buffet restaurant in the area. We will offer unique services, such as USDA-choice sirloin steaks that you can enjoy on a mesquite-grill. These are some of the things that will set us apart. We want the dining experience be as pleasant to the senses as the palate.
We will focus on providing high-quality food at an affordable price. We will offer a variety of freshly prepared food to our guests, many of which will be in full view. Each day, we will have 100 unique items that are packed with flavor and zest for an incredible price.
Customer satisfaction is our top priority. Our motto is “Yes is the answer, what is the question?” When a customer approaches us with a question, we will tell them. We want to be the place of choice for families and singles.
Our success will not be possible without the support of our employees. All employees will be treated with respect and fairness. We want our employees to feel a part of the success of Sagebrush Sam’s. Happy employees make happy guests.
In order to attain our goal of providing exceptional dining/entertainment experiences, we will incorporate ambiance, menu variety, and friendly service.
Keys to Success
Sagebrush Sam’’s success can be attributed to:
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.
Hiring the best people available, training, motivating and encouraging them, and thereby retaining the friendliest, most efficient staff possible.
The number of movie theaters is decreasing as the major chains create megaplexes that pile more people into smaller spaces. Popular downtown theaters are now vacant due to this profit strategy. Second Run Pizza is theater/restaurant business. It believes there is a substantial number of theater-goers searching for a more satisfying way to catch a film and enjoy a little bit of food. Second Run Pizza plans to renovate the Majestic Theater in downtown Manhattan and create a small restaurant that will display second-run films that are still very popular among our target audience. We will provide a completely unique dining and movie experience at an affordable cost that will draw repeat customers to our theater.
Robert Williamson and Judy Fillmore of Second Run Pizza stress two things that they believe are crucial to their success.
Judy’s 15 years experience as a manager of four of the city’s most successful restaurants and Robert’s experience as manager of the Lighthouse Theater, a small art house theater which has recently returned to profitability under Robert’s stewardship.
Robert’s seven-year working relationship with Premiere Film Distributors, which will supply the second run films for Second Run Pizza.
Market and financial analyses show that we can make $600,000 in sales and high net profit with a start-up investment of $300,000.
1.1 Objectives
Sales exceeded $600K the first and more than a half million the second.
In the first 12 months, salaries for personnel are less than $300K
Profitable in the initial year. Each year net profits rise.
1.2 Mission
Second Run’s mission it to create an enjoyable, satisfying theater experience for its customers. Second Run will encourage them to return to Second Run often and to share Second Run with their friends. Our customers will be thrilled by our quality service, food quality, and theater environment. We believe that customers will choose to see a new film at Second Run after the credits roll and the applause has ended.
Success Keys 1.3
Selection of popular films that work best in the group viewing environment; i.e. Comedies, scary or adventurous films.
You will leave an impression with your exceptional service.
Consistent entertainment atmosphere and product quality.
Management of our cash flow and internal finances to allow capital growth.
Strenuous control over all costs at all times without exception.
This plan includes detailed investor information, as well as the basic business plan required for the establishment and operation of Full of Bologna (A Taste of North Italy) restaurant, bar, and lounge at the Greensward, 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. Thereafter, the passage of the Gaming Bill in Stasistate Legislature will likely boost traffic to 12,000+ per day.
A separate plan for The Greensward has been developed by Loess Cairn Commons, LLC and is extensive at 100+ pages. The plan details the business growth and operations. It also outlines infrastructure management. The plan also includes letters from support from numerous governors, states, high-ranking leaders in business. A third report (100+ pages) supports this business plan as a Complete Appraisal and Self Contained Report, from CVE Gambier Bay Real Estate Services, Inc., and was prepared for Ms. Kitty Morris, Vice President of First Niceburb Bank.
This business is being developed by a dynamic, hard-working team of proven managers.
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 (where our offices will be located), is a creative mixed-use public/private property on 25 acres at the Stasistate, Historic Niceburb. The property development will consist of seven buildings covering approximately 191,000 square feet. It includes retail, restaurant, hotel, office, and office space.
The Greensward is in the Gigametro-Megametro-Jumbometro supersprawl statistical area along the Stasistate River. The buildings can be found in Stasistate. However, the dock and its associated pier with its 17 foot draft are under development.
The Greensward can be accessed easily from both the Interstate Highway and state highways. There is a population of 3.6 million within a 45-minute drive. A short drive takes you to the metro airport, the modernized general airport, a top helicopter facility, as well as Amtrak.
Niceburb’s city is in the midst of revitalization. It will offer much and people who live there expect the best. Bologna restaurant and lounge will provide a unique dining experience. We will be remembered for our fun and friendly atmosphere, delicious food and helpful staff. 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.
Bologna is the main ingredient in A Taste of North Italy. It will be formed as an LLC under the Laws of Stasistate.
Fluno Gogonzola, the former Executive Chef of the President of America, and Estate Manager at Camp David’s U.S. State Department, are the members of the team responsible for designing, building, developing company policy and managing the day to day operations. His budget included $51 million for a 37-restaurant chain, 400+ employees, and 5,000 meals per days for the federal government. He was also in Hawaii, Tokyo, Japan, Brussels, Belgium, and Tokyo, Japan. His experience spans 30+ years, from restaurant management (small) to hands on restaurant operation success (medium-hard work) to global control over a restaurant chain.
Tsoutsouros Graviera (Jr.), Vasto Parmigiano Jr., Severo Sado, Forlitaleggio (Landlord, former Manager at the Lowland Heights Golf Club in Stonestate) as well as Gimli Kifalotiri. All of them are seasoned in the restaurant, publicity and/or advertising businesses. The management team will also be supported by 26 members of a customer-oriented, team-oriented staff.
Full of Bologna will retain the services of a CPA firm to perform professional company audits, prepare taxes and serve as a business consultant to assist in setting achievable long-range strategic goals. As we are established experts in this area, payroll will be handled in-house. We also collect and pay sales tax (both Federal and multistate 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 be an integral part of the Niceburb Greensward initiative and is listed at #7 in the business plan. The Greensward Under Gorgonzola – includes two other projects. One is a riverside restaurant (Jollyjack Tar Restaurant and Show), and the other is a hotel (The Highfalutin Hotel –). The Jolly Jack-tar restaurant and show is second in Cape Flotsom (#1)
Full of Bologna’s current restaurant prices indicate that it has the potential to have a high net worth in four years. However, this is based upon very conservative estimates and over-inflated projections. A tremendous growth in revenue is possible with good management.
The equity for each investor will be based on his or her investment. Our Business Ratios provides a more detailed look.
These are ways to reduce the risks that could hinder Full of Bologna’s future success.
You must have sufficient capital to fund the construction of your business and pay for any expenses. All investor capital is held in escrow, until the project has been fully funded.
Lower overhead costs mean higher profits. A multi-skilled workforce will be employed. They will receive continuous training so that they can deliver superior service and customer satisfaction.
You must build a customer base. Demographics determine the ideal location. Full-time employees can launch an aggressive marketing plan to ensure desired results. Especially in working with The Greensward.
Involve the community to show how the business will improve your quality of living. Community projects using the local bowling center’s facilities will be developed to help civic groups obtain their financial goals. You are welcome to take a tour of the center with your school, church, or other groups.
All payments will be cash or credit card, which eliminates the need for invoicing and collections.
1.1 Objectives
The following outlines the objectives of Full of Bologna
To create a restaurant with a goal to exceed customer’s expectations.
To increase the number and quality of customers served each year by at least 20 percent through superior performance, word-of-mouth referrals, and other means.
Have 60% clientele returns by the end your first year.
Become an established community destination by end of first year for the 3,000,000 people within a 30 minute drive.
Keeping food cost under 35% revenue.
The goal is to keep employee labor costs within the range of 24-29% of revenue.
It is important to establish and maintain a reputation as a provider of excellent food, service and hospitality.
Sales between $1,500,000-2,000,000 per year.
Expand our marketing in Pennsylvania, Stasistate & New York.
1.2 Keys to Success
Our unique, innovative and high-end dining environment will set us apart from our competitors. Unique design and decor will set the restaurant apart from other restaurants around the region. Our waiters and waitresses will be dressed 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.
It will appeal to a broad and diverse clientele. It is international but also offers authentic traditional Bologna recipes and other North Italian cuisines. We’ll also have American-Italian favorites. Huge meat balls, massive lasagnas and fresh pasta.
We will host special theme nights such a restaurant night, an opening by a local artist, Easter dinners or Fourth of July celebrations. This will bring a diverse clientele to Full of Bologna.
The goal is to keep costs under control at all times. In order to maintain and gain a competitive edge in an increasingly competitive market, restaurateurs need to find innovative ways to differentiate themselves. Full of Bologna founders know this. Niceburb requires a place to fit in its new look. This will be both sophisticated and entertaining. This is a niche market that has no other restaurants like it in the area.
This business plan is designed to get investors. La Salsa Fresh Mexican Grill, one of the most popular franchises in Oregon, offers tremendous potential. La Salsa is present in all neighboring Oregon state and is still expanding. Santa Barbara Restaurant Group franchises La Salsa.
There are two main reasons that La Salsa will succeed in Eugene: first is the lack of direct competition (nothing like it in town), the second is the high demand for a product like this in Eugene. Eugene is in preparation for a large population growth period, the current population of the greater Eugene/ Springfield metro area is over 300,000 according to Census 2000 and expanding.
In order to protect investors and owners, a Limited Liability Corporation is created. Benjamin D. Strock intends to grow La Salsa in Oregon over the next three year, opening between 3-10 restaurants under the LLC. This business plan only includes the first store plans which will help create more concrete goals. La Salsa’s per-store revenues range from $400,000 to $1,000,000, depending on where they are located. SBRG estimates start-up expenses between $300,000.000 and $400,000, with an initial investment of approximately $600,000. The private investor will finance half of the money, while the small business loan will finance half. Net profits will be high, yielding an estimated $85,000 a year per store (possibly much more).
For between 8% to 10% of gross sales, the franchisor, SBRG, will manage pricing, training and advertising. Hopefully, the La Salsa Oregon’s first location will be operational within three month of receiving initial financing. This assumes that investors, franchisors and franchisees have agreed on a location.
1.1 Mission
La Salsa Fresh Mexican Grill in Eugene will be known as the most popular casual Mexican restaurant. While we are expanding to more than three locations, we will still adhere to our core principles. These six guiding principles will help you judge whether your decisions are appropriate.
Create a positive work environment and treat your employees with respect and dignity.
Diversity is an important component of how we do business.
Highest standards of excellence in food production, cooking, and customer service.
Build lasting relationships with the guests.
Contribute positively to communities and our environment.
Recognize that profitability is essential to our future success.
1.2 Objectives
Set up a LLC to limit investor and personal liability.
Financing completed construction in three months.
Attract positive net profit for the first quarter
You can be a market leader and a pioneer in Eugene
Monthly revenue of average $60,000
Increase annual sales by 3-7%
1.3 Keys of Success
Location, Location, Location.
Securing individual investors and bank financing at affordable interest rates.
Find and hire motivated, qualified employees
How to control the marketing dollars used to increase sales.
Delivering extraordinary food with unparalleled flavor.
UPer Crust Pies specializes in vegetable and fruit pies. 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 from genetically modified foods. They will also be accompanied by a selection of fresh premium salads.
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. The main costs of our products will be minimal, including shipping, cold storage and product purchase.
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, which has an exclusive import permit that can be used to distribute frozen products through supermarkets or bulk wholesale food chains could quickly become a market leader.
We have identified four main keys to our success. The first is to locate stores in highly visible areas. The second will be our unique, value-for-money product range. The third will place a strong emphasis on education and customer service. Finally, the fourth key is employee retention through training.
Yubetchatown, where the first UPer Crust Pies Store will be established, is the proposed business location. There are currently five locations that could be considered. UPer Crust Pies aims at three markets within the core of the metro district. Young adults and businesspeople are our largest market segment (42%). Families with children are our next largest market (36%). The final target market for us will be students between 15-24 years of age (22%).
Our marketing strategy will focus on attracting new customers, educating those customers and creating a loyal customer pool. UPer Crust Pies will appeal to consumers by using prominent signage, flyers and print media advertising.
Our sales strategy includes finding people who truly enjoy their jobs. We will continue to assess all aspects of our business and interact with our clients personally. We will evaluate food choices and keep favorites on the menu.
UPer Crust Pies is a 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 before opening, the majority of these funds are used for corporate design and remodeling. Lease payments will also be made.
Starting costs include inventory, shipping and cold storage fees for the product. Equipment assets such as a commercial oven, pie warmers, ambient display cases, refrigerators, freezers and miscellaneous one-time furnishings must be purchased. UPer Crust Pies anticipates that it will need liquid cash to cover operating expenses, unforeseen expenses, and wages for the first three month of operation.
UPer Crust Pies forecasts a modest growth rate in the first year. In the second, the company will open two more stores, and in the thirties, they will add two new stores. These stores will boost the company’s gross revenue in the second year and third years. Our forecasts for the first three-years of operations are very conservative in comparison to industry standards.
1.1 Objectives
First year sales above $120,000
Maintain a healthy average gross profit.
You should create a business structure that will allow for growth.
Five store locations must be open by the end if the third-year.
1.2 Mission
Education and customer satisfaction are our top priorities. We will strive for excellence by providing exceptional customer service and consistent product delivery within a welcoming and comfortable environment.
We are committed to achieving fair and responsible profits, sufficient to sustain the company’s financial health as well as ensure its continued growth. Responsible profit will fairly pay investors and owners as well as reward employees and their loyalty.
Employee welfare, participation, and training are equally important to our success. Every employee will be treated fairly, with dignity and the utmost respect. It is our responsibility as employers to provide an environment conducive to growth and development for employees.
1.3 Keys to Success
Locations: Good visibility, high traffic patterns, and easy access.
Store design: Very attractive and relaxed environment, efficient operations, quick.
Unique products: differentiation, competitive pricing, no direct competition.
Quality control: Consistency, cleanliness, and a policy that is not genetically modified.
Service: friendly, professional and informative.
Marketing: Positive image, educational, word of mouth advertising
Training, ongoing education, and recognition programs are all ways to retain employees.
This restaurant business plan is for Studio67, a new medium-sized restaurant located in a trendy neighborhood of Portland, Oregon. Studio67 will place a strong emphasis on organic and creative ethnic cuisine. Studio67’s commitment toward sustainable development has resulted in an emphasis on organic foods. The restaurant also tries to source local ingredients whenever possible, which reduces the dependence on fossil fuels that are used for transportation.
Studio67 offers Portlanders a cool, casual place to enjoy great food in an informal setting. Chef Mario Langostino has a large repertoire of ethnic ingredients and recipes. Studio67 expects that the majority will purchase from the chef’s suggestions. Customers will have the opportunity to choose from a variety of ethnic recipes. Mario will be emphasizing healthy dishes as he recognizes the growing demand for healthier cuisine in the restaurant industry.
Customers
Studio67 believes that the market can be segmented into four distinct groups that it aims to target. The first group consists of the 400,000 lonely rich. The second group to be targeted is the young happy customers. They are growing at an 8% annual rate with 150,000 customers. Third, rich hippies are those who prefer organic food to traditional cuisine. The third and final group, 350,000 people in Portland are dieting women.
Management
Studio67 has put together a strong management staff. Andrew Flounderson will be the general manager. 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 is a seven-year veteran as an Arthur Andersen CPA. Jane’s financial skills and management will be invaluable in keeping Studio67 afloat and profitable. Studio67 also has Marion Langostino, who will be in charge of the back-end production. Mario, a well-respected and published chef with more than 12 years experience, is a fixture in the Portland area.
Studio67’s financial success will be the most important thing. Studio67 will also offer high-quality, fresh, and non-greasy food, with innovative 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’s market and financial analysis show that it can generate more than $365,000 in sales in year one and $565,000 in sales in year two. It will also produce net profits exceeding 7.5% in year three. Year two will bring about profitability.
Objectives
Sales of $350K the first year, more than half a million the second.
Personal costs for employees are lower than $300K the initial year and lower than $400K the next year.
Profitable in year 2, better than 7.5% on sales by year 3.
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, a Mediterranean-inspired restaurant on the Sunset Strip is the latest addition to the scene. 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.
The Market
On the Water is targeting tourists and locals that are active restaurant hunters. There will be a special focus on young adults with $15K-$60K of income looking for good food and a great time. On the Water will be targeting tourists and adults who frequent Sunset Blvd., along with young adults with disposable income. Males and women between the ages of 20 and 50 with some or all college degrees are the general demographic. On the Water can serve not only local Hollywood area residents, but also tourists and party animals.
Historically, if there is a dip in the general economy, the restaurant industry is usually effected far less that the overall economy. People perceive that food is essential to their lives and will spend accordingly.
The Service and Products
On the Water has a consistent quality: their unfailing service. All server staff hired have extensive experience and all go through three weeks of training, ensuring benchmarked customer service. All services offered by On the Water are delivered in an extraordinary environment that includes a large collection of art and culture from Mediterranean Europe. This authentic setting can be distracting at times as people look through the wealth of artifacts.
Lily Valdivia is proud of the menu. It’s the result of more than twenty years of experience in cooking. There are many traditional favorites, such as tabouli and baba ganouj. These classic favorites are distinguished by the use of organic ingredients. Many people don’t know how much better food tastes when it is prepared with fresh ingredients and lovingly prepared. Other menu items are kebobs, chutneys, flat breads and desserts. Everything is freshly prepared, made from scratch, and served fresh every day.
Management
Lily Valdivia – a restaurant veteran – is in charge of the restaurant. Her restaurant experience began 12 years ago as a server. She quickly rose to the top of the food service industry, becoming a manager. 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 came from a large family and it quickly became her responsibility to cook for the entire family. She was trained by her mother, who has three generations of traditional recipes. Lily quickly mastered these and began experimenting with her own dishes. Her family’s feedback was always positive. She knew that one day, she would need to turn her skills into a business opportunity.
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 will bring in a large net profit.
1.1 Objectives
The third year saw sales increase to over $2,345,000
Maintain a gross margin of around 80%
Increase inventory turnover to 2100 turns in year 2, and to 240 by year 3.
1.2 Mission
On The Water is an establishment that offers high-quality fine dining in a unique, mediterranean setting. It also has a bar and grill. It is our mission to not only provide great food but also friendly and efficient service. Our dining environment is both sophisticated and welcoming. We focus on customer satisfaction. Quality food is always fresh and hand-picked. We won’t judge anyone based upon their appearance or class. On The Water grill should be a place where everyone can enjoy a great meal and make new friends at our tropical Mediterranean Honey Bar located inside.
Long Branch, New Jersey’s rapidly growing borough on the shore’ is looking for a friendly and welcoming place that serves excellent food. This is where you know you will get all the best.
More opportunity than problem, in fact – unless it’ is dinnertime and you’ re in Long Branch.
Solution
Gabri’s Lounge & Restaurant will feature a cozy dining room and an elegant lounge. Warm tones and comfy furnishings. There are antique love seat and comfortable couches in the lounge. The bar is softly lit. It will be the perfect place to stop in for a bite to eat, for a drink or for a small business meeting. 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 is bright. Developers are building a resort worth $150 million. New ferry service will be provided to Manhattan, New York City. There will also be beach cabanas on the pier, a boardwalk and a bike track that covers 25 acres. There will be 100,000 sq. 100,000 sq.ft. commercial space and 700 residential units. These include condo and townhouses that range in price from $200,000-$500,000 and rentals of $1000-$2,500 each month. The combination of these elements will provide the city with a year-round economy.
Competition
Our biggest competition is the town next to Long Branch, called Red Bank which has a large selection of restaurants. Long Branch residents often have to drive seven-miles to Red Bank in order to eat out. We are hoping to convince Long Branch residents with the redevelopment of Long Branch and Gabri’s Lounge & Restaurant that they will stay in Long Branch and eat in our restaurant.
Why Us
Gabri’’s is a fantastic place to eat. The restaurant combines a unique atmosphere with great, innovative food. The mission is not only to have great tasting food, but have efficient and friendly service because customer satisfaction is paramount. We strive to be the choice restaurant for singles and families, old and young, male and female. Our success will not be possible without the support 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 want fair profits for the owners, and a rewarding place to work for the employees.
Expectations
Forecast
The Projected Profit and Loss statement’s most important assumption is the gross margin. It should be higher than the industry averages. Also, we plan to spend more payroll than 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 by Year
Financing Needed
For $300K startup expense, $465,000 funding is required. (Details are in the company section). $85K startup cash reserve and $80K other non-cash assets will also be needed. We intend to invest $225K as an owner and obtain a $240K SBA long-term loan.
Kona-Q fast-casual restaurants that serve healthy, fast-food grilled meats. 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
You can divide the market into two segments: families and individuals. The majority of dinner business will be with families, while the majority of lunch business will come from individuals. With 26,585 potential clients, the family segment is growing at 9% per year. The segment is experiencing a 8% rise in sales with 33,654 potential customers. Kona-Q will be operating within the fast-casual niche of the restaurant industry, competing against fast food and traditional sit down restaurants.
Services and products
Kona-Q provides an unmet dining experience. All patrons receive excellent customer service, encouraging them to return. The menu options are quick, simple, nutritious, and easy to make.
Competitive
Kona Q’s customer experience is a key element in establishing its brand. Having such a good experience will encourage repeat business. KonaQ’8217’s fast and healthy foods are the second competitive advantage.
Management
Kevin Anderson has worked in the restaurant sector for seven years. Kevin received a dual major of accounting and entrepreneurship from Lewis and Clark College.
Sales for the years two and three are projected to be $255K and $475K, respectively. The third year’s net profit is 9.07%.
1.1 Mission
Kona Q’8217’s mission is to be the most popular fast-casual dining establishment. This will be possible by offering a unique experience with delicious food and reasonable prices.
1.2 Objectives
To be the best fast-casual restaurant in each market.
To open a store new every 12 months.
To offer high-quality food and a wonderful experience at reasonable prices.
Success keys 1.3
Offer simple, delicious menu items.
Treat every customer as if they are the only customer.