Zara Restaurant and Lounge Business Plan

Cover Page
This sample business plan has been made available to users of Business Plan Pro, business
planning software published by Palo Alto Software, Inc. Names, locations and numbers may have
been changed, and substantial portions of the original plan tet may have been omitted to preserve
confidentiality and proprietary information.
!ou are welcome to use this plan as a starting point to create your own, but you do not have
permission to resell, reproduce, publish, distribute or even copy this plan as it eists here.
"e#uests for reprints, academic use, and other dissemination of this sample plan should be emailed
to the mar$eting department of Palo Alto Software at mar$eting%paloalto.com. &or product
information visit our website' www.paloalto.com or call' ()*++),,-)./,0.
Copyright Palo Alto Software, Inc., 1995-2009 All rights resere!.
Table of Contents
1.0 Executive Summary...............................................................................................................................1
Chart: Highlights..................................................................................................................................2
1.1 ission...............................................................................................................................................2
1.2 !eys to Success..................................................................................................................................2
1." #b$ectives.........................................................................................................................................."
2.0 Com%any Summary...............................................................................................................................&
2.1 Com%any #'nershi%.........................................................................................................................&
2.2 Start(u% Summary..............................................................................................................................&
2.2.1 )ocation * #%erations................................................................................................................+
Chart: Start(u%......................................................................................................................................,
Table: Start(u%.....................................................................................................................................-
Table: Start(u% .un/ing.......................................................................................................................0
......................................................................................................................................................................0
".0 Services..................................................................................................................................................1
".1 2ara enus........................................................................................................................................1
&.0 ar3et 4nalysis Summary..................................................................................................................10
&.1 ar3et Segmentation.......................................................................................................................11
Table: ar3et 4nalysis......................................................................................................................11
Chart: ar3et Profile 5Pie6................................................................................................................12
&.2 Target ar3et Segment Strategy.....................................................................................................12
&." Service 7usiness 4nalysis...............................................................................................................1"
&.".1 Com%etition an/ 7uying Patterns.............................................................................................1"
+.0 Strategy an/ 8m%lementation Summary...............................................................................................1"
+.1 Com%etitive E/ge.............................................................................................................................1&
+.1.1 Com%etitor 4nalysis.................................................................................................................1&
+.2 ar3eting Strategy...........................................................................................................................1,
+.2.1 ar3eting Program...................................................................................................................10
+." Sales Strategy...................................................................................................................................11
+.".1 Sales .orecast............................................................................................................................20
Table: Sales .orecast.....................................................................................................................20
Chart: Sales onthly.....................................................................................................................21
Chart: Sales by 9ear......................................................................................................................21
+.& ilestones........................................................................................................................................22
Table: ilestones...............................................................................................................................22
,.0 :eb Plan Summary.............................................................................................................................2"
-.0 anagement Summary........................................................................................................................2"
-.1 anagement Team...........................................................................................................................2&
-.2 Personnel Plan..................................................................................................................................2+
Table: Personnel.................................................................................................................................2-
....................................................................................................................................................................2-
0.0 .inancial Plan.......................................................................................................................................20
0.1 8nvestment #%%ortunities.................................................................................................................20
0.2 8m%ortant 4ssum%tions....................................................................................................................21
Page 1
Table of Contents
0.2.1 ;is3 4nalysis<itigation.........................................................................................................."1
Table: =eneral 4ssum%tions.............................................................................................................."2
................................................................................................................................................................"2
0." Profit an/ )oss Statement................................................................................................................""
Chart: Profit onthly........................................................................................................................."&
Chart: Profit 9early............................................................................................................................"&
Chart: =ross argin onthly............................................................................................................"+
Chart: =ross argin 9early..............................................................................................................."+
Table: Profit an/ )oss........................................................................................................................",
................................................................................................................................................................",
0.& 7rea3(even 4nalysis........................................................................................................................"-
Table: 7rea3(even 4nalysis..............................................................................................................."-
Chart: 7rea3(even 4nalysis..............................................................................................................."-
0.+ Cash .lo' Statement......................................................................................................................."0
Chart: Cash........................................................................................................................................."0
Table: Cash .lo'..............................................................................................................................."1
................................................................................................................................................................"1
0., 7alance Sheet Statement..................................................................................................................&0
Table: 7alance Sheet..........................................................................................................................&0
................................................................................................................................................................&0
0.- 7usiness ;atios................................................................................................................................&1
Table: ;atios......................................................................................................................................&1
0.0 Ex%ansion> Paybac3 * Exit Strategy...............................................................................................&2
Table: Sales .orecast...................................................................................................................................1
......................................................................................................................................................................1
Table: =eneral 4ssum%tions........................................................................................................................2
......................................................................................................................................................................2
Table: Profit an/ )oss.................................................................................................................................."
......................................................................................................................................................................&
Table: Cash .lo'.........................................................................................................................................+
......................................................................................................................................................................,
Table: 7alance Sheet....................................................................................................................................-
......................................................................................................................................................................-
Table: Personnel...........................................................................................................................................0
Page 2
2ara ;estaurant * )ounge
(.+ 1ecutive Summary
2ur initial statement to Investors and &inancial 3enders, this restaurant4ethnic food business
plan, is a candid disclosure of the 5ara "estaurant 6 3ounge business proposal ) our intent is to
set realistic business epectations, and eliminate any #uestions about the profitability of this
business venture.
1ntrepreneurs have a tendency to paint the restaurant business plan with a very optimistic
brush, highlighting strengths and camouflaging the ris$s. 7e, as business owners, have a
vested sta$e and financial commitment in the success of this restaurant. 2ur intent is to have a
definitive business, financial, and mar$eting plan that not only serves our need for capital
financing, but is utili8ed as our daily business roadmap. 7e have ta$en all precautions to
validate our business and financial models, focusing on realistic pro9ections. 7e have
accomplished this as follows'
(. "#r financial $o!el is roote! in in!#stry facts, not opti$is$. 7e have based costs on
our vast industry and practical eperience with similar ventures, validation against National
"estaurant industry cost averages, and analysis against local Atlanta mar$et averages. 7e
have ta$en a collective loo$ at all figures to ma$e solid business estimates.
,. "#r %#siness concept was !erie! fro$ !etaile! &ar'et Analyses. Instead of building
a business around a preconceived concept, we analysed the mar$et findings and built a
concept around our consumers. In other words, our business is built to service an
unmet consumer :want:.
;. A %#ffere! financial plan that ens#res a!e(#ate capitali)ation. A contingency buffer
is included in the start)up cost to ensure the business in not under financed, as well as
giving the business ade#uate funding to sustain it in the first si months of start)up. 2ur
industry eperience confirms a longer ramp)up stage for restaurants over other
retail4service businesses. A common mista$e for new entrepreneurs , but fully addressed in
this business plan.
<. A soli! *is' &itigation Plan. 7e have evaluated traditional and non)traditional ris$s
associated with "estaurant failure and accounted for them directly in the business plan.
Instead of dismissing the ris$s, we have identified valid mitigation strategies for each.
/. +eep &anage$ent ,-perience. 2ur management team has ,+ years combined
eperience, involved with over *0 restaurant openings, and deep involvement with the
Atlanta restaurant industry.
The total capital re#uirement to launch 5ara "estaurant 6 3ounge is =.<+,+++, of which
=0<;,+++ is allocated to start)up capital, and =-.,+++ as business operations cash reserve.
This Plan is being submitted in order to secure a >usiness loan for =<;+,+++. The loan will be
used towards 1#uipment purchase, ?esign, @onstruction, and 2perational Start)Ap epenses.
2wners, Br. Ale Cunte and Br. Peter Smith are investing =((+,+++ in personal capital. Private
Investors, who will be part owners with a non)managerial interest in the business, will
contribute the remaining =,++,+++.
As owners, our commitment is to ta$e personal accountability for all financial debt. 7e have
ta$en the necessary precautions to ensure the business is fully capitali8ed, and have addressed
all financial shortfalls to ensure a successful business start)up. Ander a realistic scenario, the
Page 1
company should have over =*<,+++ in cash balance the third year. 1ven with the worst)case
sales scenario, we reach a Net 7orth brea$ even at the end of !ear /. 2n a linear pro9ection,
the entire financial debt will be retired by !ear ..
Chart: Highlights
1.1 Mission
5ara will be an inspiring restaurant, combining an eclectic atmosphere with ecellent and
interesting food. The mission is to have not only a great food selection, but also efficient
and superior service ) customer satisfaction is our paramount ob9ective. 5ara will be the
restaurant of choice for a mature and adult crowd, couples and singles, young and old, male
or female.
1mployee welfare, participation, and training are e#ually important to our success. 1veryone
is treated fairly and with the utmost respect. 2ur employees will feel a part of the success of
5ara "estaurant 6 3ounge.
2ur concept combines variety, ambiance, entertainment and a superior staff to create a
sense of :place: in order to reach our goal of overall value in the dining4entertainment
eperience. 7e offer fair profits for the owners and investors, and a rewarding place to wor$
for the employees.
(., Deys to Success
(. .ni(#e, Innoatie / Conte$porary0 The creation of a uni#ue and innovative fine dining
atmosphere will differentiate us from the competition. The restaurant will stand out from the
other restaurants in the area because of the uni#ue design and decor. 7e will offer a fine
dining eperience in an electric atmosphere.
Page 2
,. Pro!#ct (#ality0 great food, great service and atmosphere.
;. 1Spice of 2ife3 &en#0 The menu will appeal to a wide and varied clientele. 2ur eclectic
menu features regional specialties around the globe, from Spanish ceviche, to Thai and
Indian curries, to local crabca$es.
<. ,$ployee *etention 4oc#s0 1mployee retention and development programs will be a
primary focus and success platform for this business. Through these programs, we will be
able to draw seasoned and elite professionals and build a committed wor$ force. 7e have
budgeted for a stoc$ option program for @hef and Banagement positions to subsidi8e a
lower salary base. This lowers our immediate overhead and attracts #uality staff.
/. Cost Control 4oc#s0 7e will control costs at all times, without eception. @ost @ontrol will
be an integrated function of the restaurant from the onset. @ost control is about managing
the numbers ) interpreting and comparing the numbers that impact the bottom line. *+
percent of the success of a restaurant is determined before it opens. 2ur focus is to reduce
the cost of goods sold to meet our profit margin goals by managing the following crucial
elements of cost' Purchasing, "eceiving, Storage, Issuing Inventory, "ough Preparation,
Service Preparation, Portioning, 2rder Ta$ing, @ash "eceipts, >an$ ?eposits and Accounts
Payable. 7e will use of this restaurant4ethnic food business plan to trac$ actual costs
against our forecasts in managing the business.
?ue to intense competition, restauranteurs must loo$ for ways to differentiate their business to
achieve and maintain a competitive advantage. Bidtown4?owntown Atlanta:s redevelopment
re#uires a place that will fit into the :new loo$: of the community, one that is contemporary and
entertaining. 5ara will fill that niche.
(.; 2b9ectives
5ara "estaurant 6 3ounge:s ob9ectives for the first three years of operation include'
Deeping food costs at less than ;/E of revenue.
Improving our Fross Bargin from 0/.<(E in !ear ( to 0..(+ in !ear ,. These are attainable
targetsG our Hstretch: is to attain .+..;E by !ear ;.
Deeping employee labor cost between ;.);-E of total sales.
"emaining a small, uni#ue restaurant with eclectic food and service.
Averaging sales between =(,,++,+++ ) (,/++,+++ per year.
Promoting and epanding the 5ara restaurant concept as a uni#ue Bidtown destination
restaurant.
1panding our mar$eting and advertising in Atlanta and in the neighboring suburbs
to increase our customer base.
Achieving a profitable investment return for investors for !ears , ) 0.
Page "
,.+ @ompany Summary
5he +esign
5ara "estaurant 6 3ounge is uni#ue to Bidtown Atlanta. The restaurant features ; venues in
one Ia concept called Multi-Branding'J' A Tapas 3ounge, @osmopolitan >ar, and &ull Service
?ining. This concept offers customers variety, offering multiple dining and entertainment
options within a single establishment. The spatial and menu divisions will broaden our appeal
and provide our customers with a different eperience on each visit.
The atmosphere caters to a young but mature adult crowd. This is not a family dining
establishment. Total space re#uirements are ;,+++ s#uare feet. In total, the restaurant will
provide seating for ((+ patrons. 7here possible, consideration will be given to incorporate a
dining patio. 5oning, par$ing, and accessibility issues will be reviewed as $ey criteria. 7e will
draw on our Advisory >oard as part of the site selection and lease negotiation.
5he &en#
5ara is focused on servicing Atlanta:s growing demand for an ethnic eating eperience. &or lac$
of a better term we are launching a Hmulti)ethnic: cuisine restaurant ) a restaurant concept
that responds to Atlanta:s need for selection and choice. 5ara is a complimentary mingling of
international cuisine on a single menu. The Bidtown demographics fit this concept perfectly.
5he &anage$ent
2ur management team has over <* years combined eperience in food, restaurant and hotel,
business management, finance, and mar$eting arenas.
,.( @ompany 2wnership
The restaurant will start out as an 33@ corporation, owned by its founders, 5ander Cunte and
Peter Smith. Br. Smith will function as the Feneral Banager and 1ecutive @hef, and Br. Cunte
as Banaging Partner.
Br. Cunte and Br. Smith have a long)standing professional relationship in the restaurant
industry, stemming bac$ to Toronto, @anada. Br. Smith is an accomplished restauranteur,
having owned several full)service restaurants. Ce currently owns >rassaii "estaurant
Iwww.brassaii.comJ, and >auhaus >ar and Nightclub. Br. Smith is also an international
"estaurant @onsultant for top organi8ations such as the Starwood Froup, who own the hotel
chains of The 7estin, Sheraton Cotels, &our Points, St. "egis, and 7 Cotels.
Br. Cunte has a bac$ground in International >usiness Banagement, and is certified in
"estaurant and Cotel Banagement. Ander the management of 5ander Cunte, Byth "estaurant
was a feature restaurant in Toronto, and distinguished as a top (+ restaurant while under his
management from (--, ) (--/.
,., Start)up Summary
7e are currently negotiating a restaurant space of ;,+++ s#. ft. in Bidtown Atlanta, Feorgia,
and will open 5ara in 2ctober of this year.
2ur start)up costs are mostly epensed e#uipment, furniture, painting, reconstruction, rent,
start)up labor, li#uor license, and legal and consulting costs associated with opening our
restaurant. At the start of business, =-.,+++ will be allocated for business operations reserve.
Page &
This is a solid start)up forecast based on our mar$et analysis and our $nowledge and
eperience in the industry.
7e will purchase the following =.;,;(( worth of current assets during start)up '
4i-t#res an! 2ighting0 =;,,,/+
6ar ,(#ip$ent0 =,0,(*;
So#n! an! 5eleisions0 =*,;.*
"ffice ,(#ip$ent 72 Co$p#ters, 4a-, Printer, Safe80 =0,/++
3ong)term Assets in the amount of =0/,+++ include all $itchen e#uipment.
7e have budgeted for the services for a premier "estaurant @onsultant familiar with the Atlanta
Bar$et. This is especially $ey during the site selection and start)up stage. This company will
have an integral role in validating the final restaurant location and personnel selection, and
participate on the 5ara Advisory >oard.
The two owners are personally committing =((+,+++ of capital, plus a =;++,+++ S>A .IAJ loan
guaranty. In addition, we have obtained a =(;+,+++ grant from the city towards restoration of
our historical building, as part of the city:s Bidtown revitali8ation program, contingent upon
locating in the proposed space. 7e are see$ing =,++,+++ of e#uity investment to fully fund
5ara:s startup costs.
,.,.( 3ocation 6 2perations
*esta#rant 2ocation
Bidtown Atlanta is the location selected for the 5ara concept. The outloo$ for the future of
Atlanta:s Bidtown district is eceptionally positive and the most progressive development area
in the city. ?evelopers are infusing over =/+ billion in @ommercial, "esidential, and "etail
development. 5ara:s will benefit from Atlanta:s desire to revamp the Bidtown district with a
=(;+,+++ renovation grant for restoring and renovating the (++ year old property we plan to
lease.
The mar$et has been carefully selected and tested for the necessary demographics and retail
traffic necessary to meet the goals laid down for profitability. The busy Bidtown
commercial4residential location has been chosen based upon a successful demographic model
and a traffic count of more than ;;,+++ cars daily.
*esta#rant +esign
Single)3evel ?esign @oncept' The total space re#uirement is ;,+++ s#uare feet. The restaurant
will feature a comfortable and open concept design. The central dining area will allocate .0
seats, the lounge ,, seats, and the dining bar with (, seats. In total, the restaurant will
provide seating for ((+ patrons. 7here possible, consideration will be given to incorporate a
dining patio. 5oning, par$ing, and accessibility issues will be reviewed as part of this analysis.
2ptional Patio' ?uring the busy summer months customers can also sit outside on our patio
and we will offer a special summer menu, featuring lighter fare, eotic drin$s, as well as non)
alcoholic offerings. The patio setting will be a fun and casual atmosphere for the summer
crowd.
"perating Criteria
The restaurant will be located in Bidtown Atlanta. The restaurant will service lunch, dinner, and
Page +
after)hours dining during the wee$ and wee$ends. The restaurant will operate during pea$
service time to ta$e advantage of street traffic, and after)hour patronage from the
entertainment facilities in the area. Service will be available during the following hours'
2#nch0 Bonday to Saturday, (( a.m. ) ,';+ p.m.
+inner0 Bonday to Saturday, /';+ p.m. ) (, midnight
S#n!ays - &ar'et %r#nch ta'eo#t only.
@hart' Start)up
Page ,
Table' Start)up
Start-up
Requirements
Start-up Expenses
PROJECT MANAGEMENT $0
Restaurant Consultant ( mont!s" $#$%&##
'ES(GN $0
Ar)!ite)tural 'esi*n $+%#&$
Stru)tural , Plum-in* 'esi*n $#%./0
Me)!ani)al , Ele)tri)al 'esi*n $+%#$$
Grap!i) 'esi*n $#%#0$
Ele)tri)al , Stru)tural En*ineerin* 1ees $+%$&+
'esi*n Consultants (2it)!en% (nterior , 'inin*" $&%##&
En*ineer , Ar)!ite)t 1ees $3%00
CONSTR4CT(ON $0
Plum-in* $..%+
56AC (Air Return% Air 'u)ts% et)7" $#&%+$0
Ele)tri)al $3%&/
'isposal , 'emolition $%#++
Stru)tural Constru)tion ( Mont!s General 8a-our" $$+%0&&
1a)a9e (Exterior Constru)tion" $.%0&+
Plaster ('r: ;all" $+%0/#
Mill , Metal ;or< $0%+
(nterior 1inis!es (+$00 - .000 sq7 =t7" $#%$.0
1loorin* $#%/++
1ire Alarm S:stem $.%0&+
Se)urit: , P!one S:stem $%/#$
E>4(PMENT $0
8iquor Control S:stem - 8ease $0
Stools% C!airs% Ta-les% 4ni=orms $.0%0+$
POS (Point o= Sale S:stem" - 8ease $0
Glass?are% 1lat?are% Small?are (@ar , 8oun*e" $.%+&0
Glass?are% 1lat?are% Small?are , Supplies (1O5" $0%+&0
'is!?as!er% ()e , Glass?as!er - 8ease $0
2it)!en Equipment 1rei*!t 1ees $+%.0&
11,E Taxes (Taxes on Pur)!ase" $3%&00
OPERAT(ONA8 $0
CapitaliAe9 8e*al 1ees (88C% (nBestor A*reements" $3%000
So=t?areC RestaurantD(nBentor: $$%$00
So=t?areC Cost Control $/%000
(mpa)t% Tap , Permit 1ees $.%##$
@usiness 8i)ense , Temp Certi=i)ate o= O))7 $#%/#$
8iquor 8i)enses $%/#$
4tilities% 'isposal% Tax , (nsuran)e $&%+3$
Se)urit: 'eposits (P!oneDEle)DGasD;ater" $/%+$0
(nitial 8ease 'eposits $/%+$0
@an< , 8oan Closin* Costs $/%+$0
;e- Site Constru)tion $$%000
(nitial Mar<etin*% Trainin* , PR $#&%$$0
Resear)! , 'eBelopment $.%0$0
Start-4p Salar: (Mn*t , C!e=s" $$0%0$0
Re)ruitin* (Sta==" $#%$$0
(nspe)tions $3$0
(nitial Cleanin* SerBi)es $#%000
Total Start-up Expenses $+3%+0&
Start-up Assets
Cas! Require9 $&3%0&&
Start-up (nBentor: $+3%$00
Ot!er Current Assets $3.%.##
8on*-term Assets $/$%000
Total Assets $+/+%&#0
Total Requirements $/&0%##&
Page -
Table' Start)up &unding
Start-up Funding
Start-up Expenses to 1un9 $+3%+0&
Start-up Assets to 1un9 $+/+%&#0
Total 1un9in* Require9 $/&0%##&
Assets
Non-)as! Assets =rom Start-up $#/$%0##
Cas! Requirements =rom Start-up $&3%0&&
A99itional Cas! Raise9 $&%00#
Cas! @alan)e on Startin* 'ate $#/%&00
Total Assets $.#+%3&#
8ia-ilities an9 Capital
8ia-ilities
Current @orro?in* $0
8on*-term 8ia-ilities $.00%000
A))ounts Pa:a-le (Outstan9in* @ills" $0
Ot!er Current 8ia-ilities (interest-=ree" $0
Total 8ia-ilities $.00%000
Capital
Planne9 (nBestment
Ean9er 5unte $/0%000
Peter Smit! $$0%000
(nBestor # $0%000
(nBestor + $0%000
(nBestor . $0%000
(nBestor $0%000
(nBestor $ $0%000
Mi9to?n ReBitaliAation Grant $#.0%000
A99itional (nBestment Requirement $0
Total Planne9 (nBestment $0%000
8oss at Start-up (Start-up Expenses" ($+3%+0&"
Total Capital $#+%3&#
Total Capital an9 8ia-ilities $.#+%3&#
Total Funding $30%000
Page 0
;.+ Services
5ara "estaurant 6 3ounge will feature international dishes, an eclectic ambiance, and superior
service. 2ur food will be of the finest #uality and prepared with eotic flare. @ustomer
satisfaction is the driving force behind our success. 7e will change our menu every < months,
but maintain the :favorites: for loyal patrons. Portions will be modestly si8ed, garnished with
stunning presentation.
2ur wine list will be modest and primarily focused on wines from @alifornia, Spain, Portugal,
and Argentina. Approimately ,/E will be available eclusively by the glass, and the remaining
labels will be available by the bottle. 7e will also feature a moderate international beer
selection on tap and in bottles. The 5ara bar features a comprehensive selection of local and
international spirits.
The $itchen staff will have the best in culinary education and wor$ eperience. Their creative
talents will compliment one another. The lounge and restaurant staff will offer the finest
service in an electric atmosphere and offer customers an etraordinary dining eperience.
;.( 5ara Benus
5ara:s varied international menu will feature Thai, @hinese, Spanish, and
other regional flavors. The menu flows together to create complementary elements. Normal
dining will have a reduced Tapas, Appeti8er and 1ntrKe selection, while the &usion ?im Sum
menu will have special items featured only for after)hours dining. The final menu will be defined
by the 1ecutive @hef and paired with the wine menu. 7e have carefully selected a
premium wine, beer, and alcohol listing, from which we will choose a modest rotating selection.
5ara:s mar$eting will focus on our eotic foods, but our hours, target mar$et, and location will
produce significant alcoholic drin$s sales. Tapas, in particular, are small dishes meant for
sharing while drin$ing sangria, wine, or other mied drin$s, and the Tapas menu will play up
this idea with drin$ suggestions.
The list below offers a small selection of our opening menu offerings'
9ara 5apas
Shrimp >as$ets w4 sweet 6 sour peanut coulis Binced curry beef4chic$en w4 onions in roti
wrap Ior spring rollJ
Bied Seafood @eviche w4 couscous siding
>amboo @hic$en Satay w4 $affir lime and Sesame marmalade
9ara Appeti)ers
>read bas$et served with 2live oil, >lac$ Pepper, and Foat @heese dip
>lue @rab &ritters with Bango)Tamarind sauce
@rab @a$e medallions w4 Shrimp 6 3obster H5ara:
Sala!s
Bied Freens with Spanish sherry wine vinaigrette
Page 1
Asian Pear and 1ndive Salad with >lue @heese 6 7alnuts
,ntrees
Te#uila Scallops w4 a Spanish sherry reduction
Thai "ed @hili rubbed shrimp
Loodoo Prince @urry @hic$en and >oc$ @how w4stic$y rice in >anana 3eaf
Cerb "oasted @hic$en with H5ara: @oo)@hee ICouseJ spices
+esserts
@hocolate @hun$ >read Pudding w4 >ourbon @herry sauce
5ara @hocolate 1plosion M Bil$, ?ar$ and 7hite chocolate
5ara &ruit Plate
Specialty +rin's / Coffees 7:;.5 - 9.58
A $ey source of revenue for the restaurant will be alcohol and bar sales. The restaurant will
feature eotic drin$s on a separate menu. Alcoholic drin$ specials will be featured, as well as a
large non)alcoholic selection. After)hours bar service will feature selections of non)alcoholic
drin$s to increase bar sales during lunch and after regulatory hours. >ar pricing is competitiveG
prices range from =;./+ to 0.-/. Non)alcoholic drin$s will be in the higher price brac$et due to
preparation re#uirements. Prices will range from =<../ to -./+.
<.+ Bar$et Analysis Summary
Instead of building a business around a preconceived concept, we conducted mar$et
research and built a concept around our consumers. 2ur mar$et analysis identified the following
$ey drivers as areas of opportunity to service Atlanta:s restaurant customers'
(. Portion Selection0 Nearly -/E of our surveyed focus group endorsed having a choice of
different si8e portions. This statistic is in line with findings reported by the Tableservice
Operator urve!. 5ara:s Tapas concept is built to offer different)si8ed portions. 2ur
customers want the option to choose what satisfies their appetite.
,. &en# <ariety0 1thnic restaurants are increasing in Atlanta. The proliferation of
international coo$boo$s, food maga8ines, TL coo$ing shows and imported goods offers
ample evidence that America, as a whole, is currently on an international tasting spree. In
fact, eating places that identify themselves as ethnic establishments numbered nearly
.*,+++ in (--- and recorded sales of =;+./ billion. 2ur research results do not identify any
single ethnic style of restaurant as desired, but rather suggest that incorporating strong
multi)ethnic influences in the menu selection will be popular. Again, variety is the underlying
element for this concept.
;. 5he +ining ,-perience0 @ustomer satisfaction with food and service has been and
continues to be of utmost importance, but our findings indicate that the dKcor, lighting, bar,
and other options to improve the dining eperience are also factors in customer decisions.
5ara ta$es all these factors in consideration for the design of this cosmopolitan restaurant.
<. *easona%le Prices0 This was no surprise given the economic tide. Although the restaurant
industry as a whole has seen growth in ,++,4,++;, customers are demanding value for
their dining dollar. 5ara:s menu is priced at a mid)tier level, with no entrKe over =,+. In
Page 10
addition we have an etended Tapas and Appeti8er selection priced between =;./+ ) =-./+,
allowing budget dining in a full)service restaurant.
<.( Bar$et Segmentation
5ara:s "estaurant 6 3ounge intends to cater to a wide customer base. 7e want everyone to feel
welcome and entertained. 7e have defined the following groups as targeted segments that
contribute to our growth pro9ections'
The >usiness Person
?owntown Atlanta @ouples
The ?estination @ustomer
Cigh)1nd Singles
Tourists
These particular mar$et segments are ,/)</ years old, have disposable income, and are
see$ing upscale, trendy, and comfortable restaurant options. These are the types of people who
fre#uent other restaurants and bars in the area. They are li$ely to spend more on eperiences
they perceive as uni#ue, cosmopolitan, and sophisticated. They are also the most open to trying
something new, foodwise, and will embrace our international fusion cuisine.
Table' Bar$et Analysis
Market Analysis
Fear # Fear + Fear . Fear Fear $
Potential Customers Gro?t! CAGR
@usiness Person #0G &%&+$ #0%++. ##%.0 ##%/00 #+%0.& 7&$G
'o?nto?n Atlanta Couples .+G #3%/$ #0%$+3 +0%$/$ +#%$&. ++%/3. /73G
Tourists #.G 3%#/0 3%.## 3%0&/ 0%0$ 0%+#$ .73G
T!e 'estination Customer 0G %## %&& %3+ %0#0 %&# +73G
5i*!-en9 Sin*les +&G #$%&&# #/%&$0 #0%0#$ #&%& +#%## 37+.G
Total $73/G $$%#0 $3%$#0 /.%.0 //%0&3 /0%&0+ $73/G
Page 11
@hart' Bar$et Profile IPieJ
<., Target Bar$et Segment Strategy
5he 6#siness Person0 They wor$ hard all day and often stay overnight in a strange city. They
need a competent establishment that helps impress clients and prospects. Afterward, they want
to rela and use the money they are ma$ing Ior is epensed by their companyJ. They spend
the most on drin$s, food and tips. 5ara:s cosmopolitan flair and comfortable atmosphere will be
perfect for sophisticated business people, whether they live in and around Atlanta or are here
for wor$.
+owntown Atlanta Co#ples0 The restaurant will have an intimate, romantic, enticing adult
atmosphere that suggests Ndate.N 5ara:s will be the best date location in town. These young
Bidtown couples are generally very successful wor$ing professionals. In most cases they are
budgeting to eat out on a regular basis, as they don:t have the time to prepare food nightly.
5he +estination C#sto$er0 Atlanta is a very :sectioned: city, and consumers often loo$ only
in their own neighborhoods for restaurant options. 5ara will brea$ these habits, using
mar$eting to draw customers from outside the main city limits. 5ara will be a destination
restaurant. 2ur ?estination @lients tend to be new suburbanites that miss the ecitement of the
inner city. They have disposable income, and will spend #uite a bit on such outings. 5ara:s will
be especially appealing to married suburban couples indulging themselves with a Ndate nightN
downtown, away from the $ids. Bany of these consumers are new to Atlanta from larger cities,
accustomed to dining within the city and at non)franchised restaurants.
=igh-en! Singles0 7e will attract them with our eclectic atmosphere and layout. 2ur
international menu, stri$ing decor, entertainment and events, ecellent service and engaging
clientele will confirm the feeling of being in Nthe in placeN in Atlanta. These are the individuals
that pride themselves on sociali8ing and dining at the premier locations ) The Image See$ers.
5o#rists0 Atlanta attracts many vacationers during the summer months of Bay through
September. 5ara:s will be a destination dining locale, with its attractive atmosphere,
Page 12
international menu, and lounge. A large percentage of the tourist population are vacationing
singles, here to sociali8e and be entertained. This is especially true for the tourist population
that visit for sporting and social events ) they are not interested in family establishments.
<.; Service >usiness Analysis
The restaurant industry is highly competitive and ris$y. The owners $now this through their
many years of eperience opening, running, and improving restaurants across North America.
Bost new restaurants opened by ineperienced owners struggle or fail. Cowever, those based
on solid understandings of the mar$et needs, and management of inventory and staff have a
much higher chance of success, especially when combined with prior eperience in the
restaurant industry.
"estaurants ma$e money by ta$ing inepensive ingredients, combining them in creative ways,
coo$ing them properly, and selling them at a much higher price. Any ingredients wasted in the
$itchen are money thrown out. Any time wasted in seating customers, ta$ing orders or
preparing food is money wal$ing away. 7hile some entrepreneurs thin$ that success is as
simple as a good location and a trendy concept, we $now the truth'
5o s#ccee! in the resta#rant in!#stry, yo# nee! an #n!erstan!ing of the ris's an!
financial con!itions, the a%ility to han!le enor$o#s press#re, an! the organi)ational
s'ills to %ring off what is essentially a giant catere! party, two to three ti$es a !ay.

<.;.( @ompetition and >uying Patterns
In ,++;, the top ten Atlanta restaurants shared two things' co8y, hip interiors and reasonably
priced, regionally speciali8ed menus. 2nly one of them offered traditional NsouthernN coo$ing.
And half of them were located in Bidtown. 2ur competitors are heading in the right direction,
but only 5ara is based on sound mar$et research in the local mar$et.
Atlanta consumers are see$ing variety and new eperiences. 3ocation is clearly important, but
so is atmosphere and distinctiveness. 2ur mar$eting challenge is thus to stand out from our
competitors, not only as the NnewN restaurant, but as one that offers consistently high #uality
food, menu variety, and a uni#ue atmosphere. Baintaining our edge will depend partly on
mar$eting ourselves as an adult)only destination, and not a family restaurant.
/.+ Strategy and Implementation Summary
2ur strategy is simple. 7e intend to succeed by giving people a combination of ecellent and
interesting food in an environment that appeals to a wide and varied group of successful adults.
7e will focus on establishing a strong identity in our community with a grand opening. 2ur
main focus in mar$eting thereafter will be to increase customer awareness in the surrounding
communities. 7e will direct all of our tactics and programs toward the goal of eplaining who
we are and what we do. 7e will $eep our standards high and eecute the concept flawlessly, so
that word)of)mouth will be our main mar$eting force.
7e will create an appealing and entertaining environment with unbeatable #uality at an
eceptional price. As an eciting and eclectic restaurant, we will be the tal$ of the town.
Therefore, the eecution of our concept is the most critical element of our plan.
Page 1"
All menu items are moderately priced for the area. 7hile we are not striving to be the lowest)
priced restaurant, we are aiming to offer eceptional food at reasonable prices for the average
restaurant diner.
/.( @ompetitive 1dge
5ara:s competitive edges are'
(. The owners: thorough understandings of opening and running a restaurant
,. An etraordinary contemporary restaurant design
;. International menu with featured menu changes every < months
<. Ani#ue, ;)Tiered spatial layout
/. @hef @o)op program to allow new entrants, trainee and featured chef
0. @hef4Banagement Stoc$ Incentive Program.
.. Inner and 2uter @ity Bar$eting campaign Ii.e. N@ome to TownN promotionsJ
*. 1mployee Training, Incentive and "etention program
/.(.( @ompetitor Analysis
>elow are ecerpts from our competitive analysis study.
1. 5he >itchen 7+irect Co$petitor80
7e were able to draw some conclusions from this analysis that helped defined the concept and
positioning for 5ara' (J Deep the menu pricing modest but offer superior food #uality and
presentation. 7e plan to $eep the menu prices under =,+G ,J Bidtown is a prime restaurant
location. 2ne Bidtown Ditchen is in an obscure location but has thrived as one of the more
successful restaurants in the areaG and ;J The customer base in this segment of Atlanta is
ready for after)hours dining, and is willing to travel to establishments that accommodate their
needs.
2. 2#naci 7+irect Co$petitor80
This restaurant is a main competitor for 5ara, a casual dining restaurant that has evolved to be
a great success story for the Bidtown district. This restaurant served to validate (J the tapas
concept appeal for Bidtown customersG ,J the evolving need for after)hours diningG ;J tapas as
a good food concept for after)hours dining Ismaller portions, smaller priceJG <J the appeal of
live 1ntertainment.
;. C#$#l#s 7In!irect Co$petitor8
This restaurant has grown in popularity over the years, and has gained popularity as a
destination restaurant that can cater to business professionals as well as the local residents.
The menu is somewhat formal for this mar$et segment, but the bar attracts a good crowd.
?uring this study it was evident that some patrons came eclusively to sit at the bar, without
any intent of dining in the restaurant.
@umulus is more of a formal dining restaurant and meets a certain need within the community,
but I don:t see it as a direct competitor of 5ara. I do feel that it has some very special elements
that have helped it succeed over the past ; years, which 5ara can benefit from.
Page 1&
?. Cheeseca'e 4actory 7@1 *esta#rant Co$parison80
Although @heeseca$e &actory is outside of 5ara:s restaurant district and not considered a direct
competitor, it was beneficial to analy8e the most profitable restaurant in Atlanta to understand
what contributes to their success. @heeseca$e &actor offers several $ey elements that would
also benefit 5ara' (J @ustomer Satisfaction through moderate pricing and high)#uality foodG ,J
3ocation selection to benefit from core customer demographics, situated in a busy4popular area
for both business and residential trafficG ;J 1ceptional Service, from the Lalet, to Costing, to
7ait, >us, and >ar staffG and <J Benu Lariety, offering a broad array of menu items.
5. Swing *esta#rant 7In!irect Co$petitor80
This restaurant is not in our mar$et district and therefore not a direct competitor, although we
do consider it an Hindirect: competitor. Swing incorporates some of the characteristics that we
have mapped out for 5ara. Those elements are' (J A Tapas and 1ntrKe menu M reali8ing that
customers want varied meal si8e and varietyG ,J A club type atmosphere to entice the single
scene and to drive bar sales.
Swing validates some of the elements uncovered in our mar$et research as to what the new
Atlanta diners are loo$ing for. This serves as a true validation that the timing is right for the
5ara "estaurant 6 3ounge concept.

4aile! *esta#rant Analysis0 &#$%o A#$%o
Bumbo Oumbo was an Atlanta restaurant attraction in the downtown core, a strong competitor
that was severely impacted by the patronage demise after -4((. I also completed an analysis of
this restaurant bac$ in (--- and compared it to this current analysis in ,++;. Several factors
led to closing of this restaurant'
2ocation0
This was a very cosmopolitan restaurant located in a core business community. The restaurant
was hidden in cross streets and away from the general street traffic. This was a destination
restaurant and a secondary selection for the general customer base in this area.
2esson 2earne!0 As part of this analysis, we have determined that the downtown core is not a
good fit for the 5ara concept. 7e will limit our site selection to the core Bidtown district and the
upper ?owntown district. Bidtown is Atlanta:s ma9or growth district and is developing the
residential infrastructure in pace with the business infrastructure.
C#sto$er Seg$ent0
Atlanta:s downtown core is not ready for this type of restaurant. Atlanta:s downtown core is a
business district, and residential development for this area is at the Fenesis state. The primary
customer base is the business person and tourist. The largest percentage of this customer
segment will be loo$ing for a restaurant in which to conduct business or a family establishmentG
Bumbo Oumbo would not be a primary selection in either case.
2esson 2earne!0 5ara:s target mar$et demographics are perfectly in alignment with the
Bidtown profile. Bidtown has a business core as well as a residential core. 7e will loo$ to the
business core for our primary daytime business, but to our residential core for our dinner and
after)hours patronage. In addition, the business core will loo$ to 5ara as a place of sociali8ation
for dinner and after)hours unwinding. Bumbo Oumbo depended on the business segment for
Page 1+
their lunch and dinner profits, and customers who would travel from outside the downtown
district to eat at the restaurant M there was no static dinner segment.
<isi%ility0
Cand)in)hand with location, this restaurant also suffered from poor visibility. In the downtown
core a large percentage of business is from wal$)in traffic. The business and tourist customers
tend to select a restaurant from touring the area and accessibility. Bumbo Oumbo was situated
on a cross street behind the main street.
2esson 2earne!0 Although being situated on a main street is not as $ey in the Bidtown
district, we will ensure that visibility is part of our site selection criteria. In addition, we will use
signage and eterior dKcor as means to attract customers and get noticed.
In all, this restaurant was a staple in Atlanta:s downtown core for over (+ years, but $ey
restaurant disciplines I3ocation, @ustomer Segment, LisibilityJ came bac$ to hurt them as the
economic climate changed.
&ar'et Analysis Concl#sion0
At the end of the day, everyone that sells prepared meals in this district is a 5ara
competitor, because we all compete for the same home meal replacement dollar. Cowever,
there are two segments of the restaurant industry that are our main competition' the casual
dining restaurant and the fine dining value restaurant.
So, if the food and service is better at a fine dining restaurant than a casual restaurant, but
price has become a factor as a result of the economic turns, where is a customer more li$ely to
goP
There is no absolute answer to the #uestion, but the solution is to deliver the best food at the
best price with the highest level of service in one establishment. This is the very definition of
value and the concept at the heart of 5ara:s business model.
/., Bar$eting Strategy
5ara "estaurant 6 3ounge:s Bar$eting strategy will be to promote our electric food, superior
service, and eciting concepts to draw in the local repeat customers. Bar$eting initiatives will
concentrate on the following'
6#il!ing an! Signage0
The most important Bar$eting tool that we have is the eterior of our building, and our new
sign. 7e budgeted a great deal into the renovations and decor to generate the aesthetic appeal
of 5ara. See attached 3ogo and 7eb design.
C#sto$er Serice0
In our years within the restaurant industry, customer service has always been the ma9or draw
for the dining clientele. &ood and atmosphere is far out)shadowed by superior customer service
that turns a new customer into a repeat customer.
Banagement will demand the wait)staff provide the very best in #uality services to the
customer, ma$ing certain that they are content and satisfied with their dining eperience. 7ait)
staff are thoroughly trained, and every -+ days they undergo a performance appraisal. This is
part of our 1mployee Banual, and 2perations Banual guide.
Page 1,
A!ertising an! Pro$otion0
2ur Advertising Plan and media schedule call for targeting customers directly through local
publications aimed at , respectively, singles, couples, and destination customers.
Banagement recogni8es the $ey to success at this time of initial opening is etensive media
promotion. This must be done aggressively in order to accomplish our service goals. A healthy
budget is allocated for the first year. A primary part of the budget is allocated to create the
media and customer bu88 for the month prior to opening and the net three months after the
grand opening. The full Bar$eting program is as follows'.
Bedia 2b9ectives and Strategy'
1stablish our image as a uni#ue Bidtown restaurant with great service, value, and great food
served in an eclectic atmosphere. 7e will maimi8e efficiency in the selection and scheduling of
advertisements by'
Selecting primary business publications with high specific mar$et penetration, using The
@reative 3oafing ?ining Section, The Atlanta Oournal @onstitution, Atlanta @ity Search, and
Social ?iva, which all reach our targeted demographics.
Scheduling ade#uate fre#uency of ads to impact mar$et with menu items and promotions.
7here possible, positioning advertisements in or near entertainment4food related editorial.
"edirecting customers to our website to register for upcoming functions, LIP lists,
reservations, and flash media promotions.
Baimi8ing ad life with monthly and wee$ly publications.
7or$ing with The "eynolds Froup Bedia @o. I5ara Advisory >oardJ, we will develop an
advertising campaign built around our 5ara ?iner theme, menu offering, location, and decor.
7e will support this plan with ads that reinforce the 5ara dining concept.
Additionally, we will develop a consistent reach and fre#uency throughout the year, targeting
each specific customer segment within a five)mile radius, and new :suburbanites,: who still
appreciate in)town dining.
Pro$otional Ca$paign0
The best way to reach our potential customers is to develop an intense advertising campaign
promoting our 5ara concept of Npice o" #i"e.N In addition to standard advertising practices, we
will gain considerable recognition through newspapers, newsletters and public announcements.
@onsumers will be encouraged to visit our website to be greeted with a flash media intro that
highlights the restaurant, past happenings, upcoming attractions and our dynamic menu.
2ur periodic customer surveys and wee$ly menu item sales evaluations will help us to
understand what advertising is wor$ing and what is notG basically, who we are reaching. 2ur
goal is to understand our customer, measure the success of our direct mar$eting and media
activities, and redirect advertising as effectively as possible.
P#%licity Strategy0
7or$ing with The "eynolds Froup, 5ara will focus on the following publicity strategies'
?evelop a sustained public relations effort, with ongoing contact between $ey editors and
top)level personnel at local dining publications.
?evelop a regular and consistent pac$age update program for the ma9or target media,
$eeping $ey editors abreast of all new promotions, and menu introductions.
Page 1-
1stablish contact with editorial staff for the purpose of being included in entertainment
Nround)upsN))product comparisons in dining publications and the local papers.
Produce a complete 5ara "estaurant history and menu offering piece to be used as the
primary public relations tool for all target media editorial contact. This will also be effective
for inclusion in press $its.
Press *eleaseBCran! "pening0 5ara "estaurant will release a series of press releases on the
Frand opening.
,!itorial <isitation0 3eading up to the Frand 2pening, and over the first 0 months of
operations, we will invite the most influential reporters and editors from all local publications to
5ara "estaurant in order to evaluate our menu, service, and atmosphere.
P#%licity *een#es0 7e anticipate at least (+E of our annual sales will be generated directly
from our publicity. A full media $it will be sent to all local publications, and releases on new
menu items will be made monthly.
Co$$#nity0 5ara will loo$ for $ey opportunities to pair with local community development
organi8ations and radio stations to interface with our customers. 7e will continually loo$ for
local community programs in which we can participate, in order to better our community, and
give something bac$.
/.,.( Bar$eting Program
In line with our Bar$eting strategy, we will employ three different mar$eting tactics to increase
customer awareness of 5ara' In)"estaurant Bar$eting, Public "elations Bar$eting, and Bedia
Bar$eting. 2ur most important tactic will be word)of)mouth4in)restaurant mar$eting. This will
be by far the cheapest and most effective of our mar$eting programs.
Dor!-of-$o#thBIn-*esta#rant &ar'eting
*esta#rant Eight0 1very first Bonday of the #uarter, we will have a special evening for
restaurant people. A perfect night for the local area:s restaurant owners, chefs and staff to
get together to discuss the mar$et and food trends, and possible @o)op efforts to promote
the Bidtown district. This is not a conflict of interest, it is an effort to increase visibility and
patronage across the Bidtown district. 7e will also invite the Bidtown Alliance committee
for their participation.
&onthly +ating Connection0 7ith the increasing appeal of Internet and speed dating, the
restaurant will offer a monthly dating night. In addition to food and beverages, customers
can choose from an array of dating pac$ages up for auction.
Dait Area &ar'eting0 7ait staff will service appeti8ers to customers waiting to be seated
or on the wait list.
3ive 1ntertainment parties
Special 1vents
Lalentine:s ?ay
5ara Calloween Bas#uerade party
7ine tasting wee$end
New !ear:s 1ve party
Page 10
P#%lic *elations &ar'eting
Ceorgia =ospitality / 5o#ris$ <.I.P. Party0 7e will host a L.I.P. ?inner before the
:Frand 2pening.: This will serve the dual purpose of training our staff and introducing
ourselves to the community. The list of individuals we will invite comes from the @hamber of
@ommerce, Feorgia Cospitality 6 Tourism, and Bidtown ?evelopment group. 7e want their
full committment to the restaurant to draw the tourist dollars.
Critics3 Choice0 Prior to the Frand 2pening there will be two preliminary parties catering to
the Bedia and @ritics community. 7e will encourage the media and restaurant critics to
meet at the restaurant and review the decor, service and food. This will be a preliminary
review, where we will consider constructive input to ma$e minor revisions prior to the true
Frand 2pening. This initial review and input will give critics and media commentors a sta$e
in 5ara:s success, through their contributions to the final design.
6roch#res0 Ba$e a brochure for the in)town hotels and business establishments to provide
to their guests and staff, containing interior pictures of our restaurant, menus and prices.
Coern$ent *elations0 There are several Fovernment offices in the Bidtown4?owntown
area. 7e will approach them to cater business luncheons and private functions. This will
offer us higher visibility for future functions and community events. 7ord)of)mouth referral
is very powerful and particularly amongst the business community.
Priate 4#nctions0 Target mar$eting to businesses for regular business lunch and dinner
entertaining, and private functions.
&e!ia &ar'eting
Eewspaper ca$paign0 A very targeted media campaign to obtain featured articles about
the restaurant in their 3iving, 1ntertainment and ?ining segments. Notices of all live
entertainment segments and special features will be posted to local newspapers: calendar
announcements.
*esta#rant an! Special ,ents De%site0 7e have contracted with local design teams to
deliver a high)#uality, navigable, constantly updated website.
&e!ia *elations0 Several media relations teams will be utili8ed to mar$et the "estaurant.
Social ?iva and Freen &rog are two media companies we will utili8e for media relations.
>oth companies have an insightful presence and connection with our target mar$et.
6ill%oar! A!ertise$ent0 2ne month prior to the opening, distinct billboard ads will
advertise the launch of the "estaurant.
Inner / "#ter City &ar'eting0 7e will budget to attract customers from the suburbs.
/.; Sales Strategy
2ur strategy is simple' we intend to succeed by giving our customers a combination of delicious
and interesting food in an appealing environment, with ecellent customer service, whether on
their first visit or their hundredth.
Page 11
2ur mar$eting strategies are designed to get critics and initial customers into our doors. 2ur
sales strategies must ta$e the net step and encourage customers to become repeat
customers, and to tell all their friends and ac#uaintances about the great eperiences they 9ust
had at 5ara.
New restaurants often ma$e one of two mista$es' they are unprepared or underprepared for
opening, and initial poor service, speed, or #uality discourages customers from returning, or
they spend all of their efforts at opening, and are unable to maintain the initial #uality
customers epect on return visits, decreasing word of mouth advertising and leading to poor
revenues.
5ara:s sales strategy re#uires consistently high #uality food, service, speed, and atmosphere.
7e can accomplish this by'
Ciring employees who genuinely en9oy their 9obs and appreciate 5ara:s uni#ue offerings
@ontinually assessing the #uality of all aspects mentioned above, and immediately
addressing any problems
Interacting with our customers personally, so they $now that their feedbac$ goes directly to
the owners
1valuating food choices for popularity, and $eeping favorites on the menu as we rotate
seasonal foods and specials
/.;.( Sales &orecast
The following sales graph is based on first year start)up estimates only. 7e anticipate that the
business will not be at full operating capacity until the sith month of operations. This is due to
the competitive nature of the mar$et and eisting customer loyalty. All factors governing our
sales progress are outlined below in the Important Assumptions section.
2ur sales forecasts for years ; through / are very conservative, compared to industry standard
growth rates. ISee "atios table for comparisons.J
Although we hope to do catering for local businesses and government offices with time, we will
insist on payment at delivery ) we will not sell on credit.
Table' Sales &orecast
Sales Forecast
Sales
Total Sales 1oo9 $0$.%$&$ $&$&%03 $#%00/%&&& $#%03%+3& $#%00&%#30
Total Sales @arD@eBera*es $++0%#3 $+$+%0# $+3+%+0 $+&.%&0# $.#3%&&
Ot!er $0 $0 $0 $0 $0
Total Sales $#%03.%3/& $#%+##%000 $#%+3&%+0 $#%.#%+/0 $#%0/%/30
'ire)t Cost o= Sales Fear # Fear + Fear . Fear Fear $
Total Cost o= SalesC 1oo9 $+&0%3$0 $.++%+0 $.+&%+0& $../%00 $.+%3/+
Total Cost o= SalesC @arD@eBera*es $3+%/$3 $3/%#/3 $33%/03 $3&%++0 $00%0.$
Ot!er $0 $0 $0 $0 $0
Subtotal Direct Cost of Sales $.3#%#/ $.&0%03 $0/%&3/ $#$%+3/ $+.%$&3
Page 20
@hart' Sales Bonthly
@hart' Sales by !ear
Page 21
/.< Bilestones
The following Bilestones table lists important business milestones, with dates and managers in
charge of each deliverable. The milestone schedule indicates our emphasis on planning and
managing the details.

Table' Bilestones
Milestones
Milestone Start 'ate En9 'ate @u9*et Mana*er 'epartment
En*a*e Restaurant Consultin*
1irm
3D.#D+00 3D.#D+00 $0 AlexDPeter O?ners
Site Sele)tion &D0D+00 &D+&D+00 $0 AlexDR7S!a=er Consultant
1inal Restaurant 8o)ation
ApproBe9
&D.0D+00 #0D#D+00 $0 AlexDPeter O?ners
(nBestor 1inan)e P!ase 0D++D+00 #0D++D+00 $0 Alex O?ners
(nBestor Capital Se)ure9 #0D+3D+00 #0D+3D+00 $0 Alex O?ners
(nBestor Partners!ip 88C 1orme9 #0D+0D+00 #0D.#D+00 $0 S7 5ollier 8e*al
(nterBie? =or Constru)tion Team #0D+0D+00 ##D.D+00 $0 Alex O?ners
Re)ruit C!e= (Equit: Partner" #0D+0D+00 ##D#D+00 $0 AlexDPeter O?ners
Re)eiBe 1inal Contra)tor @i9s ##DD+00 ##D#3D+00 $0 Peter O?ner
Constru)tion @u9*et ApproBe9 ##D#&D+00 ##D#&D+00 $0 AlexDPeter O?ners
Se)ure9 S@A 8oan ##D#D+00 ##D+#D+00 $0 AlexDPeter O?ners
5ire Restaurant Ar)!ite)t ##D+0D+00 ##D+#D+00 $0 AlexDPeter O?ners
5ire (nterior 'esi*n 1irm ##D+0D+00 ##D+#D+00 $0 AlexDPeter O?ners
5ire 2it)!en En*ineer ##D+0D+00 ##D+#D+00 $0 AlexDPeter O?ners
5ire General Contra)tor ##D+0D+00 ##D+#D+00 $0 AlexDPeter O?ners
1inaliAe C!e= Partners!ip ##D#$D+00 ##D+#D+00 $0 S7 5ollier 8e*al
Constru)tion ProHe)t 2i)<o== ##D+D+00 ##D+D+00 $0 Contra)tor A Gen7 Contra)tor
1inaliAe 8ease 5ol9er @u9*et ##D+D+00 ##D+3D+00 $0 AlexDPeter O?ners
1inaliAe 8ease ##D+0D+00 ##D+0D+00 $0 R7 S!a=er Consultants
Restaurant 'esi*n Complete ##D+$D+00 #+D#+D+00 $0 Contra)tor I 'esi*n Contra)t
(nterior 'esi*n Complete ##D+$D+00 #+D#+D+00 $0 Contra)tor F 'esi*n Contra)t
2it)!en 'esi*n Complete ##D+$D+00 #+D#+D+00 $0 Contra)tor E 'esi*n Contra)t
Restaurant Openin* 'ate
ApproBe9
#+D#$D+00 #+D#$D+00 $0 AlexDPeter O?ners
1inaliAe Menu , ;ine Sele)tion ##D+#D+00 #+D#$D+00 $0 C!e=DPeter 2it)!enDO?ner
Me9ia Plan ReBie? #+D#$D+00 #+D#&D+00 $0 AlexDM7Eimm PR Mar<etin*
Appl: =or 8iquor 8i)ense #+D#$D+00 #+D#&D+00 $0 AlexDS75ollier O?nerD8e*al
Appl: =or Constru)tion Permit #+D#$D+00 #+D#&D+00 $0 Contra)tor A Gen7 Contra)tor
Su-mit 2it)!en Plan =or ApproBal #+D#$D+00 #+D#&D+00 $0 Contra)tor E 'esi*n Contra)t
@oar9 o= 5ealt! ApproBal =or
2it)!en
#+D+&D+00 #D.#D+00$ $0 @oar9 Cit:
8iquor 8i)ense ApproBe9 #+D+&D+00 #D.#D+00$ $0 @oar9 Cit:
Ar)!ite)t ReBie? @oar9 ApproBal #+D+&D+00 #D.#D+00$ $0 Contra)tor I 'esi*n Contra)t
Corporate @ro)!ure +D+D+00$ +D#.D+00$ $0 M7Eimmerman PR Mar<etin*
ReBie? @usiness , Mar<etin*
Plan
.D#D+00$ .D$D+00$ $0 AlexDPeter O?ners
8aun)! Eara ;e-site .D#$D+00$ .D#$D+00$ $0 Alex Me9ia Mar<etin*
Or9er 2it)!en Equipment +D#D+00$ .D+0D+00$ $0 AlexDPeter O?ners
Or9er RestaurantD8oun*e
1urniture
+D+D+00$ .D+0D+00$ $0 AlexDPeter O?ners
Or9er O==i)e 1urniture , Supplies +D+D+00$ .D+0D+00$ $0 AlexDPeter O?ners
@usiness , Mar<etin* Plan
ReBie?
D+/D+00$ D.0D+00$ $0 AlexDPeter O?ners
PRDMe9ia A9Bertisin* (P!ase #" $D#D+00$ $D#$D+00$ $0 M7Eimmerman PR Mar<etin*
Pro9u)tion an9 Completion o=
Menus
$D$D+00$ $D#3D+00$ $0 C!e=DPeter 2it)!enDO?ner
Constru)tion o= Restaurant +D+D+00$ $D+0D+00$ $0 Contra)tor A Gen7 Contra)tor
Pre-Openin* o= Eara Restaurant $D+D+00$ $D+D+00$ $0 AlexDPeter O?ners
Emplo:ee Trainin* (P!ase #" $D#0D+00$ $D+D+00$ $0 C!e=DPeter 2it)!enDO?ner
;ine Class =or Emplo:ees (P!ase
#"
$D#0D+00$ $D+D+00$ $0 Peter ;ine 'istri-utor
Criti)sJ C!oi)e 6(P Part: $D+$D+00$ $D+/D+00$ $0 M7Eimmerman PR Mar<etin*
Page 22
1inal Constru)tion Pun)! Out $D+#D+00$ $D+0D+00$ $0 Contra)tor A Gen7 Contra)tor
Restaurant ReBisions $D+3D+00$ /D+D+00$ $0 AlexDPeter O?ners
Emplo:ee Trainin* (P!ase +" $D+3D+00$ /D+D+00$ $0 C!e=DPeter 2it)!enDO?ner
;ine Class =or Emplo:ees (P!ase
+"
$D+3D+00$ /D+D+00$ $0 Peter ;ine 'istri-utor
Gran9 Openin* o= 1usion
Restaurant
/D.D+00$ /D.D+00$ $0 AlexDPeter O?ners
6(P Part: # /D.D+00$ /D.D+00$ $0 M7Eimmerman PR Mar<etin*
6(P Part: + /DD+00$ /DD+00$ $0 M7Eimmerman PR Mar<etin*
;e- Site , E-Mail Me9ia 8aun)! $D#D+00$ /D$D+00$ $0 Alex Me9ia Mar<etin*
General Pu-li) Openin* /D$D+00$ /D$D+00$ $0 AlexDPeter O?ners
8aun)! .0-'a: Gran9 Openin* $D#D+00$ /D$D+00$ $0 M7Eimmerman PR Mar<etin*
PRDMe9ia A9Bertisin* (P!ase +" /D#D+00$ /D#D+00$ $0 Alex PR Mar<etin*
ReBie?
3D$D+00$ 3D&D+00$ $0 AlexDPeter O?ners
ReBie?
0D+D+00$ 0D/D+00$ $0 AlexDPeter O?ners
4p9ate @ro)!ure 0D+D+00$ 0D#.D+00$ $0 Alex Me9ia Mar<etin*
'ire)t Mail 0D#/D+00$ 0D#/D+00$ $0 Alex Me9ia Mar<etin*
A9Bertisin* (P!ase ." &D#D+00$ &D#$D+00$ $0 M7Eimmerman PR Mar<etin*
Eara Masquera9e Part: #0D.#D+00$ #0D.#D+00$ $0 M7Eimmerman PR Mar<etin*
'ire)t Mail ##D#D+00$ ##D#D+00$ $0 Alex Me9ia Mar<etin*
Ne? Corporate A))ounts ($" &D#D+00$ ##D#D+00$ $0 Ean9erDPeter O?ners
A9Bertisin* (P!ase " ##D#$D+00$ ##D#&D+00$ $0 M7Eimmerman PR Mar<etin*
A9Bertisin* (P!ase $" #+D#$D+00$ #+D.0D+00$ $0 M7Eimmerman PR Mar<etin*
Eara Ne? FearJs Part: #+D+0D+00$ #D#D+00/ $0 M7Eimmerman PR Mar<etin*
Totals $0
0.+ 7eb Plan Summary
5ara "estaurant 6 3ounge will have a dedicated website. It will be the virtual business card and
portfolio for the company, simple, contemporary and well designed. 2ur site will offer our
menus, prices, reviews and happenings at 5ara. 7e will also have a monthly Papara88i "eview
about what did happen at 5ara to get new customers interested in our restaurant.
2ur website will be used to try out new offers, starting with an on)line order feature for the
Sunday Bar$et >runch, and epanding if the concept gains favor with our customers. A
customer will be able to order a selection for pic$up using a credit card. Selections will be based
on our pre)pac$aged meals available during the Sunday Bar$et >runch. This is also a potential
for customers needing catering.
The website will include email capabilities and online reservations and special events
scheduling.

..+ Banagement Summary
The strength of our management staff positions us for success. 7e have assembled a team that
embraces different disciplines, accomplished professionals with epertise in all areas of the
business, including mar$eting and restaurant management.
The owners, 5ander Cunte IBanaging PartnerJ and Peter Smith I1ecutive @hefJ,
have considerable eperience in the restaurant industry.
In !ear ,, we will hire a Feneral Banager to handle the day)to)day "estaurant management.
This will assist 5ara:s "estaurant 6 3ounge to grow even further.
Page 2"
!ou can:t build investor confidence based on what you will do, but you can inspire confidence
based on what you have done. Attached is the portfolio of past success. This 5ara Banagement
team has deep roots in the restaurant segment, and have the practical eperience to ma$e this
venture another great success.
..( Banagement Team
5ara "estaurant 6 3ounge, with more than <* years of eperience between the $ey officers,
understands the importance of a strong management team. The strength of our management
staff positions us for success.
?ay to day operational management will be conducted by Ale Cunte and Peter Smith, as hands
on managers. They will advised and supported by their Advisory >oard.
9ara3s A!isory 6oar!
Stephen Collier of Collier @ollier 6 3oewenthal' @orporate Attorney
Oohn Dat8 of SS6F &inancial Services' @PA
"obert Shaefer of Shafer Cospitality Services' "estaurant @onsultant
Bary 5immerman of The 5immerman Froup' Bedia 6 Public "elations consultant
"wnership / &anage$ent
Together, Ale Cunte and Peter Smith bring over ,+ years of eperience in the restaurant
industry to their new 9oint venture.
Ale- =#nte0 &anaging Partner
I2perations, Bar$eting, &inancial and >usiness ?evelopmentJ
Br. Cunte brings to 5ara an accomplished restaurant bac$ground, eceptional business
acumen, and a lifetime passion for the restaurant eperience. Ale has over (. years of
business management in the Information Technology industry. 3i$e IT, successful ventures in
the restaurant industry must balance capitali8ing on new trends with continual #uality
assessment. Ale:s understanding of day)to)day cash flow planning and staff management will
be critical to 5ara:s financial success.
Br. Cunte has a bac$ground in International >usiness Banagement and >usiness Start)ups, and
is certified in "estaurant and Cotel Banagement. As co)owner, Ale Cunte is responsible for
overall direction and operational management. Br. Cunte is a strong business leader
responsible for strategic planning and continued growth of restaurant services and business
development. In addition, Ale will be the management lead for all public relations, financial
and investor services.
+egrees, Certifications, an! Professional Affiliations0
B>A in International >usiness Banagement
>.S. in @omputer Science
@ertified in "estaurant 6 Cotel Banagement from "yerson Aniversity
PBP IPro9ect Banagement ProfessionalJ certification
Bember of the Bidtown Alliance
>usiness partner member of the National "estaurant Association.
Page 2&
Peter S$ith0 &anaging Partner
I1ecutive @hef and "estaurant 2perationsJ
Br. Smith is an accomplished restaurateur, having owned several full)service restaurants. Br.
Smith is responsible for the concept and the daily operations management, with yearly sales
targets of =. million.
In addition, Peter is the owner of >auhaus >ar and Nightclub, and former owner of Byth
"estaurant, 2u8eri, and Dapilyo "estaurant, all financial and critical successes. Br. Smith is also
an international restaurant consultant for top international organi8ations. Br. Smith:s
@ontracting responsibilities for 5ara included logistics, Site and 3ease Negotiations, @oncept
?efinition, Start)Ap and &inancial forecast, Benu and 2perations Banagement, as well as
Implementation and 3aunch Banagement.
7ith a degree in 1conomics and an accomplished career, Br. Smith contributes the eperience
of his past successes, and is charged with leading the "estaurant 2perations, Staff Selection,
Benu ?efinition and Training initiatives for 5ara "estaurant 6 3ounge.
&anaging Partner *esponsi%ilities
In addition to the management of day to day operations, both managers, as principals within
the company, will oversee menu development, purchasing, portioning, pricing and inventory
control, including approval of all financial obligations of the company. They will plan, develop,
and establish customer service policies and ob9ectives, and write, eplain, and enforce an
employee:s manual for all employee)related policies.
"esponsibilities for hiring and firing employees lie solely with the two operations managers, and
any decisions in these areas will be made 9ointly.
5hey will0
Banage wor$ing capital, including receivables, inventory, cash and mar$etable securities.
Perform financial forecasting, including capital budgeting, cash flow analysis, pro forma
financial statements, and eternal financing re#uirements.
Prepare financial analyses of operations for guiding management, including reports which
outline the company:s income, epenses, and earnings.
?irect preparation of budgets and financial forecasts and arrange for audits of company:s
accounts.
.., Personnel Plan
7e believe the personnel plan is in good proportion to the si8e of the restaurant and pro9ected
revenues. The staff will include (; full)time employees and * part)time employees, who will
wor$ a total of ./< manhours per wee$ and generate an average monthly gross payroll of
=,.,;+* for the first year in business. The estimated gross annual payroll of =;--,/**
Iincluding Partner SalariesJ is ;.E of total sales.
Page 2+
7age salaries for service personnel Iwaitstaff, busboys, bartendersJ do not include anticipated
tips. 7ith average tipping rates for the Atlanta, Feorgia area, and our menu prices, service
employees should average at least twice the minimum wage in any given shift. S$illed
waitresses and bartenders on wee$ends and evenings will ma$e substantially more.
>itchen0
The 1ecutive @hef will be assisted by'
An Assistant @hef from a national search I(J.
A Sou chef with considerable eperience in different restaurants I(J.
@oo$s that wor$ directly with Peter or the sous chef I,J.
Prep coo$s4dishwasher I,J.
People cleaning the restaurant I,J.
*esta#rant "perations0
Ale Cunte will manage the &inancial Banagement, >oo$$eeping, P"4Bedia Advertising, and
Investor Services. Ale Cunte will also manage the daily "estaurant 2perations.
Peter Smith will be the "estaurant Banager. Ce will be the primary responsible for daily
"estaurant 2perations, ta$ing care of 7ait and >ar Staff. Peter will also ta$e lead as the
1ecutive @hef wor$ing with the Cead @hef.
To help Peter, he will have servers that will wor$ as Hcaptains: Ithese people have
eperience in managing, waiting tables and bartendingJ and ta$e care of service and ma$e
sure the restaurant is in ecellent shape I,J.
Servers that wor$ part time I<J.
&ull)time bartender I(J.
Part)time bartender I(J.
&ull)time busboy I,J.
Part)time busboy I(J.
A!$inistratie Salaries 7Partners80
5ander Cunte' = <*,+++ per year
Peter Smith = ;,,(0+ per year
Page 2,
Table' Personnel
Personnel Plan
General Mana*er (Fear +K" $0 $0 $+0%000 $+0%$00 $+&%000
PartnerDMana*er $0%000 $0%000 $0%000 $0%000 $0%000
PartnerDAsst7 Mana*erDExe)7 C!e= $.+%#/0 $.+%#/0 $.+%#/0 $.+%#/0 $.+%#/0
5ostess (1ull Time" $+%000 $+%$00 $+$%000 $+$%$00 $+/%000
5ostess (Part Time" $#.%+00 $#.%$00 $#%000 $#%.00 $#%000
;aitperson # $$%/0 $$%/0 $$%/0 $$%/0 $$%/0
;aitperson + $$%/0 $$%/0 $$%/0 $$%/0 $$%/0
;aitperson . $$%/0 $$%/0 $$%/0 $$%/0 $$%/0
;aitperson $$%/0 $$%/0 $$%/0 $$%/0 $$%/0
;aitperson $ $$%/0 $$%/0 $$%/0 $$%/0 $$%/0
;aitperson / $$%/0 $$%/0 $$%/0 $$%/0 $$%/0
;aitperson 3 $$%/0 $$%/0 $$%/0 $$%/0 $$%/0
;aitperson 0 $$%/0 $$%/0 $$%/0 $$%/0 $$%/0
;aitperson & $$%/0 $$%/0 $$%/0 $$%/0 $$%/0
;aitD@arperson $#0%0 $#0%0 $#0%0 $#0%0 $#0%0
@arten9er # $#%00 $#%00 $#%00 $#%00 $#%00
@arten9er + $3%+00 $3%$00 $3%$00 $3%$00 $3%/00
@us-o: # $&%#+0 $&%#+0 $&%#+0 $&%#+0 $&%#+0
@us-o: + $##%3/0 $##%3/0 $##%3/0 $##%3/0 $##%3/0
@us-o: . $3%+00 $3%+00 $3%+00 $3%+00 $3%+00
Assistant C!e= $%00 $%00 $%00 $%00 $%00
Sous C!e= $.+%00 $.+%00 $.+%00 $.+%00 $.+%00
Coo< # $+%+0 $+%+0 $+%+0 $+%+0 $+%+0
Coo< + $#0%&/0 $#0%&/0 $#0%&/0 $#0%&/0 $#0%&/0
Prep Coo<D'is!?as!er $#+%+00 $#+%+00 $#+%+00 $#+%+00 $#+%+00
Prep Coo<D'is!?as!erDCleanin* $#+%&/0 $#+%&/0 $#+%&/0 $#+%&/0 $#+%&/0
'is!?as!er # $0%/0 $0%/0 $0%/0 $0%/0 $0%/0
'is!?as!er + $$%300 $$%000 $$%000 $$%000 $$%000
Cleanin*D'is!?as!er $##%3/0 $##%3/0 $##%000 $##%000 $##%000
Open $0 $0 $0 $0 $0
Total People +0 + +$ +$ +$
Total Payroll $.&&%$00 $00%300 $+&%0+0 $.#%#+0 $.+%3+0
Page 2-
*.+ &inancial Plan
5ara "estaurant 6 3ounge financial model is based on a business concept to NPlan for the
7orst, but Banage for the >est.N 7e have approached the financial plan as follows'
The &irst !ear pro9ections anticipates a below average sales volume, below average seat turn,
and above average food4beverage cost. This position will help us ensure sufficient financial
planning to accommodate a reasonable ramp)up period, and business success, also ensuring
that we do not enter this venture under)capitali8ed.
&inancial Pro &orma
In addition to the =((+,+++ of owner investment and =(;+,+++ in grant monies, 5ara is see$ing
=;++,+++ in long)term loans and =,++,+++ in investment for renovations, furniture, $itchen
e#uipment, li#uor license, food 6 restaurant supplies, legal fees, wor$ing capital, mar$eting and
personnel.
The &inancial Plan includes'
Important Assumptions
"is$ Analysis 6 Bitigation Plan
Sales &orecast I/.;.(, aboveJ
>rea$ 1ven Analysis
Profit and 3oss Statement
@ash &low Statement
>alance Sheet
*.( Investment 2pportunities
The 5ara Investment Program allocates e#uity position of ,+E for a total of =,++,+++ in
investor capital. The Investment structure is as follows'
Investment 2pportunity
Total Investor &unding 2pportunity' =,++,+++
Binimum Investment Amount =(/,+++
Investment Term IInvestor SelectionJ ;)/ !ears
Total 1#uity 2ffering I(E per =(/,+++ InvestmentJ ,+E Ba
Starting !ear ,
Silver' Pro9ected Annual I"" on Investment of =(/,+++ )
=<-,+++
(+E
Fold' Pro9ected Annual I"" on Investment of =/+,+++ )
=--,+++
((E
Platinum' Pro9ected Annual I"" on Investment of
=(++,+++ or more
(,E Q
"esiduals
Page 20

Investor Paybac$ Program
1ach Investor will receive e#uity shares as a part owner, with a non)managerial interest in the
"estaurant. >ased on financial estimates, the maimum annual I"" is (,E. 2ver and above
the interest and principal repayment, Investors contributing =(++,+++ or more will receive
residuals for the life of the business as a bonus incentive.
As with our investors, our primary goal is to earn real profits and not HPaper Profits:. As such we
will focus on epediting returns to investors where possible. 2ur eisting paybac$ structure will
begin paying dividend every #uarter, starting in !ear , of business operations. Investors will
receive #uarterly interest and annual principal reduction payments over the full term of the
investment. Paybac$ to &inancial and Private investors will ta$e priority over any profit shares
to the owners, Ale Cunte and Peter Smith.
*., Important Assumptions
The financial plan depends on important assumptions, most of which are reflected in the
financial statements that follow. 7e have been cautious with our pro9ections, and incorporate a
mitigation for all manageable ris$s. The $ey underlying assumptions are'
,cono$y
Slow 1conomic "ecovery. 7e anticipate a slow)growth economy, recovering from an economic
recession.
6#siness Crowth
Ann#al Crowth *ate Percentage. 7e anticipate modest growth over the coming years. The
financials account for the following growth pro9ections'
o !ear ,' 0E !ear <' <E
o !ear ;' /E !ear /' <E
Dee'ly Sales <ariance. Saturday will typically be our best sales for the wee$. The sales
volume for all other days is represented as a percentage relative to Saturday. Therefore our
wee$ly sales will vary as follows'
Bonday' //E Thursday' -/E
Tuesday' 0+E &riday' -+E
7ednesday' ./E Saturday' (++E
Page 21
Seasonal Sales <ariance. In Atlanta, 2ctober through the late season is the most productive
sales period, while the summer months tend to be the slowest restaurant period. This trend is
reflected in the financials though a seasonal variance as follows $%here October is targeted to
be our &ost success"ul sales &onthJ'
Oune' .+E 2ctober' (++E &ebruary' -/E
Ouly' ./E November' -/E Barch' */E
August' *+E ?ecember' -/E April' -+E
September' */E Oanuary' */E Bay' -+E

In!#stry / Start-.p
4iscal Fear-1 *a$p-#p. 2ur eperience in the industry confirms a longer ramp)up stage for
restaurants over other retail4service businesses. 2ur Annual Sales Frowth is based on attaining
the following seating capacity percentage per dining period'
!ear (' After)Cours R /;E, 3unch R .+E, ?inner R **E
!ear ,' After)Cours R .+E, 3unch R *,E, ?inner R (++E Iimplied wait periodJ
!ear ;' After)Cours R *+E, 3unch R *.E, ?inner R (++E Iimplied wait periodJ
Si--&onth Start-.p Stage. As a new restaurant entry to the Bidtown mar$et, the ramp)up in
customer draw is epected to etend over 0 months. This is reflected in a higher than average
monthly sales variance shown as follows I7orst)case 4 1pected)caseJ'
Bonth (' ;,E 4 /(E Bonth <' 0<E 4 ./E
Bonth ,' <(E 4 /*E Bonth /' *+E 4 -+E
Bonth ;' /,E 4 00E Bonth 0' -+E 4 -,E
&ar'et Analysis fin!ings are static. 7e assume that there are no unforeseen changes in
findings outlined in the Bar$et Analysis.

Pricing / Cost Control
@ompetitive Pricing Bodel. "evenue calculations are based upon competitive price comparisons
and established menu values in the current mar$etplace. The following are baseline
assumptions on Average @hec$ Totals, and Average Seat Turns'
?aily average for lunch spending is =(+./+ per person, dinner at =,../+ per personG and
=(../+ per person for After)Cours dining IAll chec$ totals include >everages, but not >arJ. Seat
Turn averages are modestly estimated at'
!ear (' After)Cours R +.., 3unch R (.+, ?inner R (.+
!ear ,' After)Cours R +.., 3unch R (.+, ?inner R (.+
Page "0
!ear ;' After)Cours R (.+, 3unch R (.+, ?inner R (.,/
Cost Control. @ost of goods sold have been calculated as a percentage of sales and will be
monitored on a daily basis in order to $eep @ost of &ood within the range of ;( ) ;;E, >ar
@osts within ,* ) ;(E, and @ost of >everages INon AlcoholJ below -E. 7ith a focus on @ost
@ontrol, we anticipate 0 months to fine tune the restaurant operations and manage our costs
within the defined tolerance range.
Inentory t#rnoer an! Acco#nts Paya%le. Accounts receivable turnover is calculated to be
+ days, as payment is rendered with service. Inventory is turned on a . day cycle as inventory
is used daily within all categories, and accounts payable are pro9ected to be ;+ days.
*.,.( "is$ Analysis4Bitigation
1. =ow !o we allow an a!e(#ate start#p perio! an! capital to la#nch the concept an!
grow o#r c#sto$er %ase in a co$petitie sectorG
2ur financial plan is budgeted to support the 7orst)@ase business scenario. 7e addressed the
financial ris$ as follows'
7e loo$ed at our monthly brea$)even.
7e calculated worst)case monthly financial shortfall based on the ramp)up sales
percentages outlined in our financial assumptions.
7e budgeted operational shortfall in an operational contingency budget that we will utili8e if
the need arises.
2. =ow !o we ens#re we hae a!!resse! all reso#rce gaps, an! hae the right
in!#stry 'nowle!geG
2wners Ale Cunte and Peter Smith have a combined ,+ years of "estaurant Banagement,
2perations and >usiness Banagement 1perience.
The &inancial Plan incorporates a budget for an Atlanta "estaurant @onsulting group. Their
services are budgeted for the business start)up analysis, rollout, and on retainer for < months
of business operations. The selected firm has eperience with over ., "estaurant launches,
speciali8ing in the Atlanta Bar$et.
7e will be recruiting a seasoned chef Inational searchJ whose style is in accord with the
"estaurant concept and our mar$et segment. 7e will be offering an e#uity interest to our select
@hef to maintain the industry $nowledge.
2ur Accounting service will be contracted to a firm speciali8ing in "estaurant accounting.
;. 5he c#rrent ,cono$ic slow!own an! recoery state was a 'ey consi!eration in o#r
resta#rant concept. =ow !o we $anage a s#ccessf#l resta#rant in c#rrent $ar'et
con!itionsG
2ur original effort was to open a restaurant twice the proposed si8e. As we are in the midst of
an economic recovery, we have scaled bac$ the si8e to reduce business overhead, startup
re#uirements, and business operating capital.
Page "1
Another mitigation has been our overall "estaurant concept. 7e have the menu priced at a
mid)tier level with no entrKe over =,+. In addition, we have an etended Tapas and Appeti8er
selection priced between =;./+ ) =-./+, allowing budget dining in a distinguished restaurant.
?. =ow !o we confir$ that o#r 4#n!ing *e(#ire$ent is s#fficientG
Peter Smith has an etensive bac$ground in restaurant startup. Ce is currently an International
@onsultant for various restaurant ventures, and we will use his epertise in past pro9ects as a
comparative basis.
7e have leveraged our membership with the National "estaurant Association to loo$ at industry
averages for this mar$et segment for "estaurant startup and 2perations. Additionally, we
included a contingency buffer in the financial estimates to account for any potential cost
variance.
7e have wor$ed with our "estaurant @onsulting firm to validate our cost estimates to their
industry $nowledge.
5. =ow !o we 'now we hae selecte! the right location for this conceptG
Again we will draw on the @onsulting group that has the epertise in site selection and lease
negotiation. In all, there are no guarantees with location, but we too$ a very ob9ective approach
with our concept. Instead of going in with a predefined business concept, we let the Bar$et
Analysis define the need. >ased on the results, the 5ara "estaurant concept was formed
specific to Bidtown Atlanta. Site selection was based on space, visibility, and functionalityG the
city grant award confirmed our decision.
H. Dhat if there is an a!!itional nee! for 6#siness Capital after the *esta#rant has
e-ha#ste! its H-$onth %#fferG
2ur intent is to be a self)sufficient business far in advance of the 0)month probation period. >ut
as we are considering all contingencies, we have loo$ed at this ris$. 7e have accounted for an
operational contingency budget that will be used to supplement any slow periods. 2ur net step
would be to approach our private investors for capital by etending their return on investment.
7e would also loo$ to the partners: capital reserves as another source of funds.
Table' Feneral Assumptions
General Assumptions
Plan Mont! # + . $
Current (nterest Rate /700G /700G /700G /700G /700G
8on*-term (nterest Rate 3700G 3700G 3700G 3700G 3700G
Tax Rate .0700G .0700G .0700G .0700G .0700G
Other 0 0 0 0 0
Page "2
*.; Profit and 3oss Statement
The most important assumption in the Pro9ected Profit and 3oss statement is the gross margin.
7e show an ad9ustment increase in !ear , as we eit our start)up phase of the business and
move into our epected annual sales forecast.
This transition shows the restaurant managing through its start)up period, and gaining
efficiency and customer loyalty. In summary, the restaurant will develop its customer base and
reputation and the growth will pic$ up more rapidly towards the second and third years of
business. Bonth)by)month assumptions for Profit and 3oss are included in the appendices.
Page ""
@hart' Profit Bonthly
@hart' Profit !early
Page "&
@hart' Fross Bargin Bonthly
@hart' Fross Bargin !early
Page "+
Table' Profit and 3oss
Pro Forma Profit and Loss
Sales $#%03.%3/& $#%+##%000 $#%+3&%+0 $#%.#%+/0 $#%0/%/30
'ire)t Cost o= Sales $.3#%#/ $.&0%03 $0/%&3/ $#$%+3/ $+.%$&3
Ot!er $0 $0 $0 $0 $0
Total Cost o= Sales $.3#%#/ $.&0%03 $0/%&3/ $#$%+3/ $+.%$&3
Gross Mar*in $30+%.$. $0#+%/0# $03+%++0 $&+$%&0 $&0.%03+
Gross Mar*in G /$7#G /37#0G /07#&G /&70G /&70&G
Expenses
Pa:roll $.&&%$00 $00%300 $+&%0+0 $.#%#+0 $.+%3+0
Mar<etin*DPromotion $#0%/$/ $++%000 $+$%000 $#$%000 $#$%000
'epre)iation $/%$00 $/%$00 $/%$00 $/%$00 $/%$00
8ease9 Equipment $#+%000 $#+%000 $#+%000 $#+%000 $#+%000
A))ountin*DPa:roll Pro)essin* $/%/00 $/%/00 $/%/00 $/%/00 $/%/00
8e*al Retainer 1ees $+%00 $+%00 $+%00 $+%00 $+%00
@usiness 8i)enses , Permits $/%000 $/%000 $/%000 $/%000 $/%000
Cre9it Car9 Expense $#0%$3/ $#&%&0. $+#%#03 $++%#.# $+.%+#0
@an< 1ees $#%+00 $#%+00 $#%+00 $#%+00 $#%+00
Musi) , Entertainment $.%3 $.%3 $.%3 $.%3 $.%3
Trainin* D Emplo:ee Retention Pro*rams $0 $$%000 $/%000 $/%000 $/%000
Repairs , Maintenan)e $&%000 $&%000 $&%000 $&%000 $&%000
4tilit: SerBi)es (GasDEle)tri)D;aterDSe?er" $+%&&/ $+/%&/ $+3%0+# $+0%&.. $.0%0&#
Telep!oneDCommuni)ation Expense $#%000 $#%000 $#%000 $#%000 $#%000
(nsuran)eC 1ireDT!e=tD8ia-ilit:D8iquorDPro9u)t $+0%00 $+#%/+ $++%30$ $+.%/#. $+%$$0
Restaurant O))upan): Cost (8ease" $3$%000 $33%+$0 $3&%$/0 $0#%&$$ $0%#.
Pa:roll Taxes (1(CAD14TADS4TA" , Emplo:ee
@ene=its
$0 $0 $0 $0 $0
ExterminatorDTras! RemoBal $%000 $%000 $%000 $%000 $%000
'is!?areD4ni=ormsDCleanin* SuppliesD'e)or $##%3/0 $#+%// $#.%00& $#.%/#+ $#%#$3
Printin*DPaperDPosta*eDSu-s)riptions $&%#$/ $&%$00 $&%$00 $&%$00 $&%$00
1a)ilit: (Exterior Cleanin*DGrease
TrapD5oo9D;in9o?s%et)7"
$.%... $.%/0 $.%/0 $.%/0 $.%/0
R,' Meals $+%+00 $+%00 $+%00 $+%00 $+%00
General @usiness Comps $#+%00 $++%0$0 $+.%#+$ $+.%#+$ $+.%#+$
O?ner Comps $+%#+ $+%#+ $+%#+ $+%#+ $+%#+
Ot!er Expenses (ComAreaMaint% et)7" $%+00 $%+00 $%+00 $%+00 $%+00
Total Operatin* Expenses $/$/%.. $/0%.3+ $3+%#$0 $3+#%# $3+&%#&0
Pro=it @e=ore (nterest an9 Taxes $$%&+0 $#+0%.0& $#0%030 $+0%$3# $+$.%03$
E@(T'A $$+%+0 $#.%00& $#$%$30 $+##%03# $+/0%.3$
(nterest Expense $#&%#0& $#$%&0 $#+%/0 $&%+&/ $$%&$+
Taxes (n)urre9 $0%0+0 $..%/&0 $0%/+& $$0%$0+ $3%.33
Net Pro=it $#0%3#+ $30%/+0 $&%00# $#./%/&+ $#3.%$/
Net Profit/Sales #73G /7&G 37#G #07#&G #+7.G
Page ",
*.< >rea$)even Analysis
&or our &irst !ear >rea$)1ven Analysis, we have an average running fied costs of =0+,,;+ per
month which includes our full payroll, rent, and utilities, and an estimation of other running
costs. 7ith direct cost of goods Iinventory, in this planJ at ;/E of sales, our monthly brea$)
even point is =-,,+*(. 7e will surpass our brea$)even point in 2ctober of our first year.
As we eit the start)up phase of the business and focus on cost control, we will drive the @ost
of Foods Sold I@2FSJ down, dropping our brea$)even value, and increasing our Fross Bargin.
Table' >rea$)even Analysis
Break-even Analysis
Mont!l: ReBenue @rea<-eBen $0.%/.0
AssumptionsC
ABera*e Per)ent 6aria-le Cost .$G
Estimated onthly Fi!ed Cost $$%30.
@hart' >rea$)even Analysis
Page "-
*./ @ash &low Statement
The cash flow depends on assumptions for inventory turnover and payment days. 7e have no
sales on credit, so our cash flow does not trac$ accounts receivable. 2ur pro9ected same)day
collection is critical, and is reasonable and customary in the restaurant industry. 7e do not
epect to need any additional financial support, even when we reach the less profitable months,
as the downturns are incorporated into the monthly revenue variance figures. Bonth)by)month
assumptions for pro9ected cash flow are included in the appendices.
@hart' @ash
Page "0
Table' @ash &low
Pro Forma Cash Flo
Cas! Re)eiBe9
Cas! =rom Operations
Cas! Sales $#%03.%3/& $#%+##%000 $#%+3&%+0 $#%.#%+/0 $#%0/%/30
Su-total Cas! =rom Operations $#%03.%3/& $#%+##%000 $#%+3&%+0 $#%.#%+/0 $#%0/%/30
A99itional Cas! Re)eiBe9
Sales Tax% 6AT% 5STDGST Re)eiBe9 $0 $0 $0 $0 $0
Ne? Current @orro?in* $0 $0 $0 $0 $0
Ne? Ot!er 8ia-ilities (interest-=ree" $0 $0 $0 $0 $0
Ne? 8on*-term 8ia-ilities $0 $0 $0 $0 $0
Sales o= Ot!er Current Assets $0 $0 $0 $0 $0
Sales o= 8on*-term Assets $0 $0 $0 $0 $0
Ne? (nBestment Re)eiBe9 $0 $0 $0 $0 $0
Su-total Cas! Re)eiBe9 $#%03.%3/& $#%+##%000 $#%+3&%+0 $#%.#%+/0 $#%0/%/30
Expen9itures Fear # Fear + Fear . Fear Fear $
Expen9itures =rom Operations
Cas! Spen9in* $.&&%$00 $00%300 $+&%0+0 $.#%#+0 $.+%3+0
@ill Pa:ments $/0#%## $3+%&0& $3$%.+ $3/$%&3/ $3&+%+
Su-total Spent on Operations $#%000%30+ $#%#+$%333 $#%#3$%#$+ $#%#&3%#0 $#%++$%#30
A99itional Cas! Spent
Sales Tax% 6AT% 5STDGST Pai9 Out $0 $0 $0 $0 $0
Prin)ipal Repa:ment o= Current @orro?in* $0 $0 $0 $0 $0
Ot!er 8ia-ilities Prin)ipal Repa:ment $0 $0 $0 $0 $0
8on*-term 8ia-ilities Prin)ipal Repa:ment $3%33+ $3%33+ $3%33+ $3%33+ $3%33+
Pur)!ase Ot!er Current Assets $0 $0 $0 $0 $0
Pur)!ase 8on*-term Assets $0 $0 $0 $0 $0
'iBi9en9s $0 $+0%000 $#0%000 $#0%000 $#$%000
Su-total Cas! Spent $#%00%3 $#%#&.%$& $#%+.+%&+ $#%+$%03/ $#%+03%&+
Net Cas! 1lo? $+$%+&$ $#3%$.& $/%+00 $0/%.0 $##0%3+3
Cash "alance $#3+%+3/ $#0&%0#$ $+./%0&$ $.++%3& $#%+0/
Page "1
*.0 >alance Sheet Statement
The pro9ected >alance Sheet is #uite solid. 7e do not anticipate difficulty meeting our debt
obligations based on achieving the specific goals outlined in this plan. 2n a linear pro9ection,
5ara "estaurant 6 3ounge has a positive Net 7orth beginning in !ear ;.
Table' >alance Sheet
Pro Forma Balance Sheet
Assets
Current Assets
Cas! $#3+%+3/ $#0&%0#$ $+./%0&$ $.++%3& $#%+0/
(nBentor: $.3%0.& $.&%#3$ $.0%#0& $.0%0. $.&%/00
Ot!er Current Assets $3.%.## $3.%.## $3.%.## $3.%.## $3.%.##
Total Current Assets $+0.%+/ $.0+%.00 $.3%$# $.%/.. $$$%#+$
8on*-term Assets
8on*-term Assets $/$%000 $/$%000 $/$%000 $/$%000 $/$%000
A))umulate9 'epre)iation $/%$00 $#.%000 $#&%$00 $+/%000 $.+%$00
Total 8on*-term Assets $$0%$00 $$+%000 $$%$00 $.&%000 $.+%$00
Total Assets $.#%&+/ $.$%.00 $.&.%0# $3.%/.. $$0/%/+$
8ia-ilities an9 Capital Fear # Fear + Fear . Fear Fear $
Current 8ia-ilities
A))ounts Pa:a-le $$0%#& $$&%3#. $/#%.&0 $/.%0&3 $/$%.#$
Current @orro?in* $0 $0 $0 $0 $0
Ot!er Current 8ia-ilities $0 $0 $0 $0 $0
Su-total Current 8ia-ilities $$0%#& $$&%3#. $/#%.&0 $/.%0&3 $/$%.#$
8on*-term 8ia-ilities $+$+%++0 $+0%$/ $#$/%/0 $#00%&#+ $/#%#0
Total 8ia-ilities $.#0%++ $+/%#/& $+#0%00+ $#3+%00& $#+/%$$
Pai9-in Capital $0%000 $0%000 $0%000 $0%000 $0%000
Retaine9 Earnin*s ($+3%+0&" ($+0%&/" ($.$&%0/&" ($+3$%0/0" ($#$.%.3$"
Earnin*s $#0%3#+ $30%/+0 $&%00# $#./%/&+ $#3.%$/
Total Capital $.#%$0 $&0%#.# $#3%&.+ $.0#%/+$ $/0%#3#
Total 8ia-ilities an9 Capital $.#%&+/ $.$%.00 $.&.%0# $3.%/.. $$0/%/+$
Net #orth $.#%$0 $&0%#.# $#3%&.+ $.0#%/+$ $/0%#3#
Page &0
*.. >usiness "atios
>usiness ratios for the years of this plan are shown below. Industry profile ratios based on the
Standard Industrial @lassification ISI@J code /*(,, 1thnic &ood "estaurants, are shown for
comparison.
The following table outlines some of the more important ratios from the 1thnic &ood
"estaurants industry. The final column, Industry Profile, details specific ratios based on the
industry as it is classified by the Standard Industry @lassification ISI@J code, /*(,.+(.
Table' "atios
!atio Analysis
Fear # Fear + Fear . Fear Fear $ (n9ustr: Pro=ile
Sales Gro?t! n7a7 #+73&G $7/+G 70$G 700G /7&/G
Per)ent o= Total Assets
(nBentor: ##703G ##70/G &730G 07+0G /73$G .7&0G
Ot!er Current Assets +#7G +07/&G #07/$G #$70G #+7$0G +07.&G
Total Current Assets 0+70&G 0$7.+G 007+G &#733G &7/G .37/0G
8on*-term Assets #37##G #7/0G ##7$0G 07+.G $7$G /+7.+G
Total Assets #00700G #00700G #00700G #00700G #00700G #00700G
Current 8ia-ilities #370+G #/70$G #$7/+G #.7.+G ##7#.G #&7#3G
8on*-term 8ia-ilities 3.733G $373#G .&703G +.700G #07+G +&7+#G
Total 8ia-ilities &073&G 37$/G $$7&G ./7.+G +#7$/G 07.0G
Net ;ort! &7+#G +$7G 7$#G /.7/0G 307G $#7/+G
Per)ent o= Sales
Sales #00700G #00700G #00700G #00700G #00700G #00700G
Gross Mar*in /$7#G /37#0G /07#&G /&70G /&70&G $&7.#G
Sellin*% General , A9ministratiBe Expenses /+70&G $&7.&G $&7&$G $07.G $37.#G .&70&G
A9Bertisin* Expenses #73G +703G +700G 0700G 0700G +73$G
Pro=it @e=ore (nterest an9 Taxes 7+0G #07$&G ##7$0G #$7+$G #070$G #7$&G
Main Ratios
Current 703 $70/ $7// /70& 070 #7+/
>ui)< 7++ 7# $70 /7+3 3700 0703
Total 'e-t to Total Assets &073&G 37$/G $$7&G ./7.+G +#7$/G .7+3G
Pre-tax Return on Net ;ort! 070$G #+7/+G 337+G /73G $.700G $7.0G
Pre-tax Return on Assets 370+G .#730G .7/G #7+.G +7+/G 37#3G
A99itional Ratios Fear # Fear + Fear . Fear Fear $
Net Pro=it Mar*in #73G /7&G 37#G #07#&G #+7.G n7a
Return on Equit: $&70G 037+G $7#&G $7.+G .373#G n7a
A)tiBit: Ratios
(nBentor: TurnoBer #07&# #07.$ #07$. #073& #0700 n7a
A))ounts Pa:a-le TurnoBer ##7.. #+7#3 #+7#3 #+7#3 #+7#3 n7a
Pa:ment 'a:s +3 .0 .0 .0 +& n7a
Total Asset TurnoBer .7# .7+ .7+$ +70. +70 n7a
'e-t Ratios
Page &1
'e-t to Net ;ort! &70$ +7&. #7+$ 07$3 07+3 n7a
Current 8ia-7 to 8ia-7 07#& 07+. 07+0 07.3 07$+ n7a
8iqui9it: Ratios
Net ;or<in* Capital $++$%+.+ $++%$03 $+0/%##/ $.3#%$.3 $00%0#0 n7a
(nterest CoBera*e +7.& 070. ##73# ++70# +7/$ n7a
A99itional Ratios
Assets to Sales 07.+ 07+& 07.# 07.$ 07+ n7a
Current 'e-tDTotal Assets #3G #3G #/G #.G ##G n7a
A)i9 Test 7++ 7# $70 /7+3 3700 n7a
SalesDNet ;ort! .700 #.7 37.# 7$ .70/ n7a
Di$idend Payout 0700 07+$ 07## 0703 070& n7a
*.* 1pansion, Paybac$ 6 1it Strategy
In addressing this #uestion we loo$ at the 1it Strategy as a definition of our business vision
and goals, as well as a contingency in the event the business is unsuccessful. 7e have
addressed this #uestion at several levels'
1pansion as a >usiness Foal
7e have set multiple financial goals to grow the success of the 5ara concept, and compound
the profit return for 5ara Investors.
(. 1pansion I2ption (J' 2ur overall goal to maintain 5ara as a uni#ue and eclectic concept.
>ased on pro9ections, the business has captured mar$et share by the end of the first year.
In addition !ear , brings an increased sales and profit margin to sustain the addition of a
full)time Feneral Banager. >y second #uarter of !ear ,, the owners will loo$ to launch a
second restaurant concept. This is not a chain, but another uni#ue restaurant concept with
strong growth potential. 1pansion will be considered with our &inancial bac$ers and
Investor partners.
,. 1pansion I2ption ,J' Throughout our business plan we have stayed focus that 5ara would
be successful as a larger venue, with greater sales capacity and revenue potential. 2ur
ob9ective with the site selection and lease negotiation is to have the opportunity to epand
the restaurant as a logical growth and profit plan.
;. Private Sale' 7e are in the business of ma$ing money. At the close of !ear ;, we see 5ara
as meeting *+.<E of its optimum sales potential with the current seating and space
allocation. At this stage the business debt is reduced, profit margins are increasing, and
5ara has established mar$et share. 7e will loo$ at the private sale of the ma9ority interest
via AJ 3everaged >uyout, or >J A larger "estaurant consortium. In both cases, our interest
is in delivering healthy profits to our Investors and &inancial bac$ers. Sales and profit
margins will be based on the restaurant valuation in !ear ;.
<. &inancial Solvency' The financial pro9ections indicate that eit will be achievable over ;
years for the operating capital line of credit. Ander a realistic scenario the @ompany should
have over =.+,+++ in cash in the ban$ after income taes the second year. The entire
financial debt would be retired by !ear ..
Page &2
1it Strategy to "etire the >usiness
7e at 5ara are committed to our concept and its viability. 7e step into this venture with
confidence and the success of our respective prior business efforts. No one attempts a business
anticipating failure, however sometimes ventures do not fulfill their promise.
In the event that our venture cannot achieve profitability and retire the encumbrances, we will
first attempt to sell the operation and use the proceeds to clear all outstanding balances. If we
are unable to sell the operation for sufficient proceeds we will forced to default whereby the
S>A loan will be in senior standing. Any further outstanding balances will be borne by the
investors on a weighted percentage basis of the total amounts due.
Page &"
4%%en/ix
Table' Sales &orecast
Sales Forecast
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Sales
Total Sales Food 0% $44,579 $50,948 $57,975 $65,441 $79,057 $81,253 $83,449 $74,665 $83,449 $74,665 $79,057 $79,057
Total Sales Bar/Beveraes 0% $11,499 $13,141 $14,954 $16,880 $20,392 $20,958 $21,524 $19,259 $21,524 $19,259 $20,392 $20,392
!ther 0% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Sales $56,078 $64,089 $72,929 $82,321 $99,449 $102,211 $104,973 $93,924 $104,973 $93,924 $99,449 $99,449
"#re$t %ost o& Sales Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Total %ost o& Sales' Food $15,603 $17,832 $20,291 $22,904 $27,670 $28,439 $29,207 $26,133 $29,207 $26,133 $27,670 $27,670
Total %ost o& Sales' Bar/Beveraes $3,795 $4,337 $4,935 $5,570 $6,729 $6,916 $7,103 $6,355 $7,103 $6,355 $6,729 $6,729
!ther $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Direct Cost of Sales $19,397 $22,168 $25,226 $28,475 $34,399 $35,355 $36,310 $32,488 $36,310 $32,488 $34,399 $34,399
Page 1
4%%en/ix
Table' Feneral Assumptions
General Assumptions
(lan Month 1 2 3 4 5 6 7 8 9 10 11 12
%)rrent *nterest +ate 6,00% 6,00% 6,00% 6,00% 6,00% 6,00% 6,00% 6,00% 6,00% 6,00% 6,00% 6,00%
-on.ter/ *nterest +ate 7,00% 7,00% 7,00% 7,00% 7,00% 7,00% 7,00% 7,00% 7,00% 7,00% 7,00% 7,00%
Ta0 +ate 30,00% 30,00% 30,00% 30,00% 30,00% 30,00% 30,00% 30,00% 30,00% 30,00% 30,00% 30,00%
Other 0 0 0 0 0 0 0 0 0 0 0 0
Page 2
4%%en/ix
Table' Profit and 3oss
Pro Forma Profit and Loss
Sales $56,078 $64,089 $72,929 $82,321 $99,449 $102,211 $104,973 $93,924 $104,973 $93,924 $99,449 $99,449
"#re$t %ost o& Sales $19,397 $22,168 $25,226 $28,475 $34,399 $35,355 $36,310 $32,488 $36,310 $32,488 $34,399 $34,399
!ther $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total %ost o& Sales $19,397 $22,168 $25,226 $28,475 $34,399 $35,355 $36,310 $32,488 $36,310 $32,488 $34,399 $34,399
1ross Mar#n $36,681 $41,921 $47,703 $53,846 $65,050 $66,856 $68,663 $61,436 $68,663 $61,436 $65,050 $65,050
1ross Mar#n % 65,41% 65,41% 65,41% 65,41% 65,41% 65,41% 65,41% 65,41% 65,41% 65,41% 65,41% 65,41%
203enses
(a4roll $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299
Mar5et#n/(ro/ot#on $1,457 $1,457 $1,457 $6,457 $0 $1,457 $2,457 $1,457 $0 $0 $0 $2,457
"e3re$#at#on $542 $542 $542 $542 $542 $542 $542 $542 $542 $542 $542 $542
-eased 26)#3/ent $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
7$$o)nt#n/(a4roll (ro$ess#n $550 $550 $550 $550 $550 $550 $550 $550 $550 $550 $550 $550
-eal +eta#ner Fees $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200
B)s#ness -#$enses 8 (er/#ts $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500
%red#t %ard 203ense $1,548 $1,548 $1,548 $1,548 $1,548 $1,548 $1,548 $1,548 $1,548 $1,548 $1,548 $1,548
Ban5 Fees $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100
M)s#$ 8 2nterta#n/ent $312 $312 $312 $312 $312 $312 $312 $312 $312 $312 $312 $312
Tra#n#n / 2/3lo4ee +etent#on (rora/s $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
+e3a#rs 8 Ma#ntenan$e $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $750 $750
9t#l#t4 Serv#$es
:1as/2le$tr#$/;ater/Se<er=
$2,083 $2,083 $2,083 $2,083 $2,083 $2,083 $2,083 $2,083 $2,083 $2,083 $2,083 $2,083
Tele3hone/%o//)n#$at#on 203ense $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150
*ns)ran$e'
F#re/The&t/-#a>#l#t4/-#6)or/(rod)$t
$1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700 $1,700
+esta)rant !$$)3an$4 %ost :-ease= $6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $6,250
(a4roll Ta0es :F*%7/F9T7/S9T7= 8
2/3lo4ee Bene&#ts
17% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
20ter/#nator/Trash +e/oval $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400
"#sh<are/9n#&or/s/%lean#n
S)33l#es/"e$or
$980 $980 $980 $980 $980 $980 $980 $980 $980 $980 $980 $980
Page "
4%%en/ix
(r#nt#n/(a3er/(ostae/S)>s$r#3t#ons $763 $763 $763 $763 $763 $763 $763 $763 $763 $763 $763 $763
Fa$#l#t4 :20ter#or %lean#n/1rease
Tra3/?ood/;#ndo<s,et$,=
$0 $303 $303 $303 $303 $303 $303 $303 $303 $303 $303 $303
+8" Meals $0 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200
1eneral B)s#ness %o/3s $0 $0 $1,240 $1,240 $1,240 $1,240 $1,240 $1,240 $1,240 $1,240 $1,240 $1,240
!<ner %o/3s 15% $177 $177 $177 $177 $177 $177 $177 $177 $177 $177 $177 $177
!ther 203enses :%o/7reaMa#nt, et$,= $350 $350 $350 $350 $350 $350 $350 $350 $350 $350 $350 $350
Total !3erat#n 203enses $53,111 $53,614 $54,854 $59,854 $53,397 $54,854 $55,854 $54,854 $53,397 $53,397 $53,397 $55,854
(ro&#t Be&ore *nterest and Ta0es :$16,430= :$11,693= :$7,151= :$6,007= $11,653 $12,003 $12,809 $6,582 $15,266 $8,039 $11,653 $9,196
2B*T"7 :$15,888= :$11,151= :$6,609= :$5,466= $12,195 $12,544 $13,351 $7,124 $15,808 $8,581 $12,195 $9,738
*nterest 203ense $1,727 $1,704 $1,680 $1,657 $1,634 $1,611 $1,587 $1,564 $1,541 $1,518 $1,495 $1,471
Ta0es *n$)rred :$5,447= :$4,019= :$2,649= :$2,299= $3,006 $3,118 $3,367 $1,505 $4,118 $1,956 $3,048 $2,317
@et (ro&#t :$12,710= :$9,378= :$6,182= :$5,365= $7,013 $7,274 $7,855 $3,513 $9,608 $4,565 $7,111 $5,407
Net Profit/Sales .22,66% .14,63% .8,48% .6,52% 7,05% 7,12% 7,48% 3,74% 9,15% 4,86% 7,15% 5,44%
Page &
4%%en/ix
Table' @ash &low
Pro Forma Cash Flow
%ash +e$e#ved
%ash &ro/ !3erat#ons
%ash Sales $56,078 $64,089 $72,929 $82,321 $99,449 $102,211 $104,973 $93,924 $104,973 $93,924 $99,449 $99,449
S)>total %ash &ro/ !3erat#ons $56,078 $64,089 $72,929 $82,321 $99,449 $102,211 $104,973 $93,924 $104,973 $93,924 $99,449 $99,449
7dd#t#onal %ash +e$e#ved
Sales Ta0, A7T, ?ST/1ST +e$e#ved 0,00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
@e< %)rrent Borro<#n $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
@e< !ther -#a>#l#t#es :#nterest.&ree= $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
@e< -on.ter/ -#a>#l#t#es $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales o& !ther %)rrent 7ssets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales o& -on.ter/ 7ssets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
@e< *nvest/ent +e$e#ved $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
S)>total %ash +e$e#ved $56,078 $64,089 $72,929 $82,321 $99,449 $102,211 $104,973 $93,924 $104,973 $93,924 $99,449 $99,449
203end#t)res Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
203end#t)res &ro/ !3erat#ons
%ash S3end#n $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299
B#ll (a4/ents $959 $29,247 $42,873 $48,926 $57,675 $65,013 $62,220 $63,929 $52,812 $65,248 $51,624 $60,586
S)>total S3ent on !3erat#ons $34,258 $62,546 $76,172 $82,225 $90,974 $98,312 $95,519 $97,228 $86,111 $98,547 $84,923 $93,885
7dd#t#onal %ash S3ent
Sales Ta0, A7T, ?ST/1ST (a#d !)t $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(r#n$#3al +e3a4/ent o& %)rrent Borro<#n $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
!ther -#a>#l#t#es (r#n$#3al +e3a4/ent $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
-on.ter/ -#a>#l#t#es (r#n$#3al +e3a4/ent $3,981 $3,981 $3,981 $3,981 $3,981 $3,981 $3,981 $3,981 $3,981 $3,981 $3,981 $3,981
()r$hase !ther %)rrent 7ssets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
()r$hase -on.ter/ 7ssets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
"#v#dends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Page +
4%%en/ix
S)>total %ash S3ent $38,239 $66,527 $80,153 $86,206 $94,955 $102,293 $99,500 $101,209 $90,092 $102,528 $88,904 $97,866
@et %ash Flo< $17,839 :$2,438= :$7,224= :$3,885= $4,494 :$82= $5,473 :$7,285= $14,881 :$8,604= $10,545 $1,583
Cash Balance $164,819 $162,381 $155,157 $151,272 $155,765 $155,683 $161,157 $153,871 $168,752 $160,148 $170,693 $172,276
Page ,
4%%en/ix
Table' >alance Sheet
Pro Forma Balance Sheet
7ssets Start#n Balan$es
%)rrent 7ssets
%ash $146,980 $164,819 $162,381 $155,157 $151,272 $155,765 $155,683 $161,157 $153,871 $168,752 $160,148 $170,693 $172,276
*nventor4 $27,500 $21,337 $24,385 $27,749 $31,322 $37,839 $38,890 $39,941 $35,737 $39,941 $35,737 $37,839 $37,839
!ther %)rrent 7ssets $73,311 $73,311 $73,311 $73,311 $73,311 $73,311 $73,311 $73,311 $73,311 $73,311 $73,311 $73,311 $73,311
Total %)rrent 7ssets $247,791 $259,467 $260,077 $256,217 $255,905 $266,915 $267,884 $274,409 $262,919 $282,004 $269,196 $281,843 $283,426
-on.ter/ 7ssets
-on.ter/ 7ssets $65,000 $65,000 $65,000 $65,000 $65,000 $65,000 $65,000 $65,000 $65,000 $65,000 $65,000 $65,000 $65,000
7$$)/)lated "e3re$#at#on $0 $542 $1,083 $1,625 $2,167 $2,708 $3,250 $3,792 $4,333 $4,875 $5,417 $5,958 $6,500
Total -on.ter/ 7ssets $65,000 $64,458 $63,917 $63,375 $62,833 $62,292 $61,750 $61,208 $60,667 $60,125 $59,583 $59,042 $58,500
Total 7ssets $312,791 $323,925 $323,994 $319,592 $318,738 $329,207 $329,634 $335,617 $323,586 $342,129 $328,779 $340,885 $341,926
-#a>#l#t#es and %a3#tal Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
%)rrent -#a>#l#t#es
7$$o)nts (a4a>le $0 $27,825 $41,252 $47,012 $55,505 $62,942 $60,075 $62,184 $50,621 $63,538 $49,604 $58,580 $58,194
%)rrent Borro<#n $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
!ther %)rrent -#a>#l#t#es $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
S)>total %)rrent -#a>#l#t#es $0 $27,825 $41,252 $47,012 $55,505 $62,942 $60,075 $62,184 $50,621 $63,538 $49,604 $58,580 $58,194
-on.ter/ -#a>#l#t#es $300,000 $296,019 $292,038 $288,057 $284,076 $280,095 $276,114 $272,133 $268,152 $264,171 $260,190 $256,209 $252,228
Total -#a>#l#t#es $300,000 $323,844 $333,290 $335,069 $339,581 $343,037 $336,189 $334,317 $318,773 $327,709 $309,794 $314,789 $310,422
(a#d.#n %a3#tal $440,000 $440,000 $440,000 $440,000 $440,000 $440,000 $440,000 $440,000 $440,000 $440,000 $440,000 $440,000 $440,000
+eta#ned 2arn#ns :$427,209= :$427,209= :$427,209= :$427,209= :$427,209= :$427,209= :$427,209= :$427,209= :$427,209= :$427,209= :$427,209= :$427,209= :$427,209=
2arn#ns $0 :$12,710= :$22,087= :$28,269= :$33,634= :$26,621= :$19,346= :$11,491= :$7,979= $1,629 $6,194 $13,305 $18,712
Total %a3#tal $12,791 $82 :$9,296= :$15,478= :$20,843= :$13,829= :$6,555= $1,300 $4,813 $14,420 $18,985 $26,096 $31,504
Total -#a>#l#t#es and %a3#tal $312,791 $323,925 $323,994 $319,592 $318,738 $329,207 $329,634 $335,617 $323,586 $342,129 $328,779 $340,885 $341,926
Net Worth $12,791 $82 :$9,296= :$15,478= :$20,843= :$13,829= :$6,555= $1,300 $4,813 $14,420 $18,985 $26,096 $31,504
Page -
4%%en/ix
Table' Personnel
Personnel Plan
1eneral Manaer :Bear 2C= 0% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
(artner/Manaer 0% $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000
(artner/7sst, Manaer/20e$, %he& 0% $2,680 $2,680 $2,680 $2,680 $2,680 $2,680 $2,680 $2,680 $2,680 $2,680 $2,680 $2,680
?ostess :F)ll T#/e= 0% $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
?ostess :(art T#/e= 0% $1,100 $1,100 $1,100 $1,100 $1,100 $1,100 $1,100 $1,100 $1,100 $1,100 $1,100 $1,100
;a#t3erson 1 0% $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470
;a#t3erson 2 0% $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470
;a#t3erson 3 0% $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470
;a#t3erson 4 0% $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470
;a#t3erson 5 0% $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470
;a#t3erson 6 0% $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470
;a#t3erson 7 0% $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470
;a#t3erson 8 0% $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470
;a#t3erson 9 0% $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470 $470
;a#t/Bar3erson 0% $870 $870 $870 $870 $870 $870 $870 $870 $870 $870 $870 $870
Bartender 1 0% $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200
Bartender 2 0% $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600
B)s>o4 1 0% $760 $760 $760 $760 $760 $760 $760 $760 $760 $760 $760 $760
B)s>o4 2 0% $980 $980 $980 $980 $980 $980 $980 $980 $980 $980 $980 $980
B)s>o4 3 0% $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600
7ss#stant %he& 0% $3,700 $3,700 $3,700 $3,700 $3,700 $3,700 $3,700 $3,700 $3,700 $3,700 $3,700 $3,700
So)s %he& 0% $2,700 $2,700 $2,700 $2,700 $2,700 $2,700 $2,700 $2,700 $2,700 $2,700 $2,700 $2,700
%oo5 1 0% $2,020 $2,020 $2,020 $2,020 $2,020 $2,020 $2,020 $2,020 $2,020 $2,020 $2,020 $2,020
%oo5 2 0% $1,580 $1,580 $1,580 $1,580 $1,580 $1,580 $1,580 $1,580 $1,580 $1,580 $1,580 $1,580
(re3 %oo5/"#sh<asher 0% $1,024 $1,024 $1,024 $1,024 $1,024 $1,024 $1,024 $1,024 $1,024 $1,024 $1,024 $1,024
(re3 %oo5/"#sh<asher/%lean#n 0% $1,080 $1,080 $1,080 $1,080 $1,080 $1,080 $1,080 $1,080 $1,080 $1,080 $1,080 $1,080
"#sh<asher 1 0% $720 $720 $720 $720 $720 $720 $720 $720 $720 $720 $720 $720
"#sh<asher 2 0% $475 $475 $475 $475 $475 $475 $475 $475 $475 $475 $475 $475
%lean#n/"#sh<asher 0% $980 $980 $980 $980 $980 $980 $980 $980 $980 $980 $980 $980
!3en 0% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total (eo3le 20 20 20 20 20 20 20 20 20 20 20 20
Total Payroll $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299 $33,299
Page 0

Zara Restaurant and Lounge Business Plan

Transféré par

Informations du document

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Zara Restaurant and Lounge Business Plan

Transféré par

Droits d'auteur :

Formats disponibles

Cover Page

Vous aimerez peut-être aussi