Welcome to The Wedding Café INDIA Division of AL ENTERPRISE. Welcome to The Wedding Café INDIA Division of AL ENTERPRISE. Welcome to The Wedding Café INDIA Division of AL ENTERPRISE.
The Wedding Cafe and Lounge Franchise Presentation
Welcome toDivision of AL ENTERPRISE.
IntroductionA L ENTERPRISE (Party Cruisers Pvt. Ltd.) has been inthe industry for more than 16 fruitful years. Mr.Zuzer Lucknowala, Managing Director of PartyCruisers Pvt. Ltd. is a highly motivated individual witha great understanding of the events and hospitality& catering business. Having graduated from theprestigious Dadar Catering College, Zuzer started offwith his outdoor catering unit. Soon he was joined byhis talented wife Mrs. Rachana Lucknowala, whoalso graduated from Dadar Catering College, toaccelerate further growth by diversifying into theevent management field and thus the emergence ofA L ENTERPRISE.
Other Divisions of AL Enterprise A Theme Banquet Lounge Of Fusion DIO’S theme banquet lounge is a blend of gold, lime green, fusia pink and chocolate brown colours. A fusion of stimulating shades; French windows that overlook a beautiful skyline; an open-air terrace for moonlit theme, all of it merges to create an unforgettable party ambience.
Corporate Impression ManagementEvent Factory is the flagship company of PartyCruisers Pvt. Ltd. Dedicated to Corporate EventManagement, where magical multimediaproduction enthralls & mesmerizes hugeaudiences... And we are the magicians, The EventManagers!!!
The Wedding Planning CompanyVivaah explores all the elements that makeweddings so special & different. By tracing theromantic history of weddings from colonialtimes to the present suggesting ways to create aSignature Wedding.
Concept note for The Wedding Café.The wedding café is first of its kind in INDIAThe main concept of the wedding café is to createan Exclusive ONE STOP SHOP for all your weddingneeds.Wedding Café will be the first and final destinationfor brides and bride groom seeking exquisiteresources.Making your special moment an unforgettablecelebration, we at the wedding Café providepersonalized and innovative wedding services.Embark on a new journey together in style andleave all your worries behind.
We at wedding café will have 4 mini stores for themost basic requirement of your wedding. Brides-to-be are very special guests at Spa So slip into a fluffy bath robe, take a well deserved break from all the planning in our fully- appointed lounge Groom yourself at the salon and get your best look for the day.
Wedding is an elaborate affair inIndia, comprising of a large numberof rituals, customs and traditions.Our Designer will Design ExclusiveOutfit for all your Functions.Jewellery forms a very importantpart of the overall attire of anIndian bride. In fact, the bridal lookis believed to be incomplete unlessthe bride wears each and everypiece of the jewelry meant for her.
Empanelled Support VendorsThe Wedding Cafe is also the answer for weddingvendors preparing to expand their business,whether they are looking for a place to meet theirnew clientele or simply looking for a great startingpoint to establish their company.With more than 50 categories for the weddingvendors we have the entire top to bottomrequirements covered under one roof.We will see to it that all the requirements aretailored keeping all your important factors likebudget and taste in mind.
Some of the major vendor category:• Wedding planners/ Destination Wedding• Party planners• Decorators• Trousseau planners• Invitation cards• Return gift• Specialist honeymoon travel agents• Hotel specializing in honeymoon packages• Wedding Planning Company
A Café and LoungeThe café and lounge will also be the focused areaof the wedding café.• Serving European Cuisines.• Perfect place for Wine and Dine.• Perfect place to spend time with your loved one• Perfect place to invite your Clients.• Wi fi facilities.
Marketing Ideas for The Wedding Café:• Create theme nights for weekends..• Flea market concept for Sundays• Special events for special days• Workshop on things related to wedding• Single’s night• Launches of new products• Social networking site for regular updates.• Right target audience.
Target Audience/Market For The Wedding Café.• People planning to get married.• NRI looking to marry in India• People planning to have weddings outside Mumbai• High Society People who want lavish weddings.• Theme Wedding.• People who believe in one stop shopping.
Portfolio SummaryExecutive SummaryOur parent company A L ENTERPRISE(PCPL) has 3divisions and well established over the past 15yearshandling various Event, Media, F&B venturisticbusiness with strong financial background and soundmanagement skills. We have devised our selves for anexpansion in this segmentSituation AnalysisWe have projected ourselves in the near future toexpand in the same diameter with a target unit of 05for the current financial year 2010 - 2011.We are sureto achieve it as we are expertise from the same andrelated industry.
Market SummaryOur target cliental is niche and classy . Our skillfulservice adds to our classification of outsourcedagency’s that is a Creative Marketing Agency and a PRcompany always create a buzz in the market. This is aroute adopted for successful market analysis andimplementationMarket DemographicsOur ventures are adaptable to Demographicallocations and strategy implantation according to itssurrounding, people, culture and financial credibility.As we know our target cliental, we work around thesame graph for cultivation, growth and harvesting ofmarket potential.
Market NeedsOur concepts are of specialized nature and first handknowledge of their value. We know how effectivelyto promote and sell it according to market supplydemand ratio.Market TrendsOne notable trend in this industry is increasedderegulation. Deregulation has increased competitionand the need for differentiation. We follow the samemarket trend and believe in the Principle “Guest isGod” so whatever he needs we have createdalongside his trends.
SWOT AnalysisStrength• Management: Our management has been derived from the best of the segments of the industry that has experience, valuable network connection, brand building sense and to contribute to the revenue graph.• Location: Our selected location with a pre-size mind frame of the products we have and their niche market are in itself the best-seller . These geographic features will always be the potential point of sale.• Public Relation: As a product we are fully derived in our segment and added to this we have a PR agency working round the clock for our listings, features in various Magazines, Prints and Electronic Media.• Experienced Staff: All our team members are experienced with over 10 years of experience from the industry and have a proven track record. Moreover they are willing to sacrifice extra time and effort to build a successful business along with the manageable benefit derived from succeeding in an independent endeavor.
WeaknessIts a seasonal business and has a very competitivemarket.OpportunityIn spite of its weakness the skill ,our ability, our focusand our dedication helps us grow in this business.ThreatThe Threat is mainly from the local competitors whodon’t provide professional services nor is their finalproduct of the calibre and class that our companyprides itself on. This sometimes makes their productcheaper than ours. However good marketing,branding & positioning will ensure business from likeminded people.
Market Research (overview)Mission• To make The Wedding café a complete one stop shop for all wedding requirement.• To be the first one to capture the market with this unique concept.• To come up with more similar ventures in the coming financial year.Objectives• To start a venture in which investors can recover the break even cost within 2 to 3 operational years.• To create a good brand image with quality service to our audience.
Marketing objective and StrategiesMarketing objective is to create a cone and strategiesis to fill the cone with ice cream to eat for theultimate customer who will help us to keep onmaking more and more objectives and strategiesdepending on his or her taste. The overall view says ithas to be customer made.Macro Environment:• Disposable income in high but leisure time is limited and catered by other responsibilities and recreation options.• Due to good economy this industry is growing. Population segments have different needs and wants. This requires effective target marketing.• To threaten the technological and traditional advances requires greater knowledge and sophistication in the industry.
Marketing Objectives:• Achieve an annual growth of 15% min and maximum the sky is the limit.• To become a Hotspot in the locality.• To create a more customized model of service.• Achieve positive net worth by a year or two.• Targeting consumer group that meets our target profile in demographic sense.• Rationalize the flow of industry into revenue generation module.• Pricing should be just 15% higher or equal to the closest competitor as we have a different type of product in the market.• Positioning as premium company with filled enthusiasm, adventure, exceptional service model and value for money place.
Marketing strategies• Media Campaign: Pre & Post Launch of the office and also at regular intervals during the operational year.• Strategic Alliance Development: Special Corporate packages are designed and marketed to gain corporate accounts for a long term business, as well as alliances with banquets venues & hotels around the local area.• Grand Opening Promotion: Various activities are conducted during this period of Pre & Post opening by our In-house event company.(OPTIONAL)• Website: Website and local cable TV promotion are also carried out as a part of awareness and promotion.•Other strategies: Various other TRIED & TESTED marketing plans will be used to help generate enquiries.
Assumptions“A good assumption is like a Nurse who knows howto tape a vein - when you hit the sweet spot itsflows.”Assumption is believing in yourself with Innovativesense, Glamour Pin Ball effect, Credibility Laws andatmosphere visualization which is very well takencare at A L ENTERPRISE(PCPL). As every new brandsurvival or death depends on its assumption ofmarket response sense. We at A L ENTERPRISE(PCPL)have taken it with care, very delicately as theexperience for past years have made us operate on aproper, stable, surviving and successful business line.
Important AssumptionsThe financial plan depends on importantassumptions, most of which are reflected in thefinancial statements that follow. We have beencautious with our projections, and incorporatemitigation for all manageable risks. The keyunderlying assumptions are:EconomySlow Economic Recovery. We anticipate a slow-growth economy, recovering from an economicrecession.
PROS• Staffing for Admin, Marketing, Kitchenmanagement staff will combined thus reducingthe cost for one single unit.• Cost for marketing & BDM will be combined for both units thus reducing overall cost.• Cross Promotion Tie ups will help in marketing at minimum cost.
Core SkillsTWC have a customer focus This implies that thecompany focuses its activities and products onconsumer demands. Generally there are three waysof doing this: the customer-driven approach, thesense of identifying market changes and the productinnovation approach.In the consumer-driven approach, consumer wantsare the drivers of all strategic marketing decisions. Nostrategy is pursued until it passes the test ofconsumer research. Every aspect of a marketoffering, including the nature of the product itself, isdriven by the needs of potential consumers. Thestarting point is always the consumer. The rationalefor this approach is that there is no point spendingR&D funds developing products that people will notbuy. History attests to many products that werecommercial failures in spite of being technologicalbreakthroughs.
A formal approach to this customer-focusedmarketing is known as SIVA (Solution, Information,Value, and Access). This system is basically the fourPs renamed and reworded to provide a customerfocus.The four elements of the SIVA model are:5.Solution: How appropriate is the solution to the customer’s problem/need?2. Information: Does the customer know about the solution, and if so how, who from, do they know enough to let them make a buying decision?3.Value: does the customer know the value of the transaction, what it will cost, what are the benefits, what might they have to sacrifice, what will be their reward?5. Access: Where can the customer find the solution? How easily/locally/remotely can they buy it and take delivery?6. This is what makes us apart from the rest of the industry and a leap away from any approaching competitors.
Financial PlanTWC’s Restaurant & Lounge financial model isbased on a business concept to "Plan for theWorst, but Manage for the Best." We haveapproached the financial plan as follows:The First Year projections anticipates a belowaverage sales volume, below average seat turn,and above average food/beverage cost. Thisposition will help us ensure sufficient financialplanning to accommodate a reasonable ramp-upperiod, and business success, also ensuring that wedo not enter this venture under-capitalized.
Investor Payback ProgramEach Investor will receive equity shares as a partowner, with a non-managerial interest in theRestaurant. Based on financial estimates, Over andabove the interest and principal repayment,Investors contributing or more will receive residualsfor the life of the business as a bonus incentive.As with our investors, our primary goal is to earn realprofits and not a Paper Profits. As such we will focuson expediting returns to investors where possible.Our existing payback structure will begin payingdividend every quarter, starting in Year 2 of businessoperations. Investors will receive quarterly interestand annual principal reduction payments over thefull term of the investment. Payback to Financial andPrivate Investors will take priority over any profitshares to the owners, Mr.Zuzer Lucknowala &Mr.Hemant Zaveri
Business GrowthAnnual Growth Rate Percentage. We anticipatemodest growth over the coming years. The financialsaccount for the following growth projections: Year 2: 16% Year 3: 20% Year 4: 20% Year 5: 25%Seasonal Sales Variance. In Mulund, October throughthe late season is the most productive sales period,while the summer months tend to be the slowestrestaurant period. This trend is reflected in thefinancials though a seasonal variance as follows(where October is targeted to be our most successfulsales month):June: 70%October: 100% February: 95%July: 75%November: 95%March: 85%August: 80% December:95%April: 90% September: 85% January: 85% May:90%
Industry & Start-UpFiscal Year-1 Ramp-up. Our experience in the industryconfirms a longer ramp-up stage for restaurants overother retail/service businesses. Our Annual SalesGrowth is based on attaining the following seatingcapacity percentage per dining period:Year 1: After-Hours = 53%, Lunch = 70%, Dinner = 88%Year 2: After-Hours = 70%, Lunch = 82%, Dinner =100% (implied wait period)Year 3: After-Hours = 80%, Lunch = 87%, Dinner =100% (implied wait period)Six-Month Start-Up Stage. As a new restaurant entryto the market, the ramp-up in customer draw isexpected to extend over 6 months. This is reflected ina higher than average monthly sales variance shownas follows (Worst-case / Expected-case):Month 1: 32% / 51%Month 2: 41% / 58%Month 3: 64% / 75%
Market Analysis findings are static. We assume thatthere are no unforeseen changes in findings outlinedin the Market Analysis.Pricing & Cost ControlCompetitive Pricing Model. Revenue calculations arebased upon competitive price comparisons andestablished menu values in the current marketplace.The following are baseline assumptions on AverageCheck Totals, and Average Seat Turns:Daily average for lunch spending is Rs.250/- perperson, dinner at Rs. 350 per person; and Rs.300/-perperson for After-Hours dining (All check totals includeBeverages, but not Bar). Seat Turn averages aremodestly estimated at:Year 1: After-Hours = 0.7, Lunch = 1.0, Dinner = 1.0Year 2: After-Hours = 0.7, Lunch = 1.0, Dinner = 1.0Year 3: After-Hours = 1.0, Lunch = 1.0, Dinner = 1.25
Cost Control. Cost of goods sold have beencalculated as a percentage of sales and will bemonitored on a daily basis in order to keep Cost ofFood within the range of 31 - 33%, Bar Costs within28 - 31%, and Cost of Beverages (Non Alcohol)below 9%. With a focus on Cost Control, weanticipate 6 months to fine tune the restaurantoperations and manage our costs within the definedtolerance range.
Risk Analysis/Mitigation1. How do we allow an adequate startup period andcapital to launch the concept and grow our customerbase in a competitive sector?• Our financial plan is budgeted to support the Worst Case business scenario. We addressed the financial risk as follows:• We looked at our monthly break-even.• We calculated worst-case monthly financialshortfall based on the ramp-up sales percentages outlined in our financial assumptions.• We budgeted operational shortfall in an operational contingency budget that we will utilize if the need arises.
2. How do we ensure we have addressed allresource gaps, and have the right industryknowledge?• Owners have a combined 10 years of Restaurant Management, Operations and Business Management Experience.• The Financial Plan incorporates a budget for TWC’s.• Their services are budgeted for the business start up analysis, rollout, and on retainer for 4 months of business operations.• We will be recruiting a seasoned chef (national search) whose style is in accord with theRestaurant concept and our market segment. We will be offering an equity interest to our select Chef to maintain the industry knowledge.• Our Accounting service will be contracted to a firm
3. The current Economic slowdown andrecovery state was a key consideration in ourrestaurant concept. How do we manage asuccessful restaurant in current marketconditions?Our original effort was to open a restaurant twicethe proposed size. As we are in the midst of aneconomic recovery, we have scaled back the sizeto reduce business overhead, startuprequirements, and business operating capital.Mitigation has been our overall Restaurantconcept. We have the menu priced at a mid-tierlevel. In addition, we have an extended Menuselection priced between 70 to 150, allowingbudget dining in a distinguished restaurant.
4. How do we confirm that our FundingRequirement is sufficient?We have leveraged our membership with the HARAto look at industry averages for this market segmentfor Restaurant startup and Operations. Additionally,we included a contingency buffer in the financialestimates to account for any potential cost variance6. What if there is an additional need for BusinessCapital after the Restaurant has exhausted its 6-month buffer?Our intent is to be a self-sufficient business far inadvance of the 6-month probation period. But as weare considering all contingencies, we have looked atthis risk. We have accounted for an operationalcontingency budget that will be used to supplementany slow periods. Our next step would be toapproach our private investors for capital byextending their return on investment. We would alsolook to the partners capital reserves as anothersource of funds.
Break-even AnalysisFor our First Year Break-Even Analysis, we have anaverage running fixed costs per month whichincludes our full payroll, rent, and utilities, and anestimation of other running costs. With direct cost ofgoods (inventory, in this plan) at 35% of sales, ourmonthly break-even point . We will surpass ourbreak-even point in October of our first year.As we exit the start-up phase of the business andfocus on cost control, we will drive the Cost of GoodsSold (COGS) down, dropping our break-even value,and increasing our Gross Margin.
Expansion, Payback & Exit StrategyIn addressing this question we look at the ExitStrategy as a definition of our business vision andgoals, as well as a contingency in the event thebusiness is unsuccessful. We have addressed thisquestion at several levels:Expansion as a Business GoalWe have set multiple financial goals to grow thesuccess of the TWC’s concept, and compound theprofit return for TWC’S Investors.Expansion (Option 1): Our overall goal to maintainTWC’s as a unique and eclectic concept. Based onprojections, the business has captured market shareby the end of the first year. In addition Year 2 bringsan increased sales and profit margin to sustain theaddition of a full-time General Manager. By secondquarter of Year 2, the owners will look to launch asecond restaurant concept. This is not a chain, butanother unique restaurant concept with stronggrowth potential. Expansion will be considered withour financial backers and Investor partners.
Expansion (Option 2): Throughout our business planwe have stayed focus that TWC would besuccessful as a larger venue, with greater salescapacity and revenue potential. Our objective withthe site selection and lease negotiation is to have theopportunity to expand the restaurant as a logicalgrowth and profit plan.Private Sale: We are in the business of makingmoney. profit margins are increasing, and TWC’s hasestablished market share. We will look at the privatesale of the majority interest via A) Leveraged Buyout,or B) A larger Restaurant consortium. In both cases,our interest is in delivering healthy profits to ourInvestors and Financial backers. Sales and profitmargins will be based on the restaurant valuation inYear 3.Financial Solvency: The financial projections indicatethat exit will be achievable over 3 years for theoperating capital line of credit. Under a realisticscenario the Company should have over funds incash in the bank after income taxes the second year.The entire financial debt would be retired by Year 7.
Exit Strategy to Retire the BusinessWe at TWC’s are committed to our concept and itsviability. We step into this venture with confidenceand the success of our respective prior businessefforts. No one attempt a business anticipatingfailure, however sometimes ventures does not fulfilltheir promise.In the event that our venture cannot achieveprofitability and retire the encumbrances, we willfirst attempt to sell the operation and use theproceeds to clear all outstanding balances. If we areunable to sell the operation for sufficient proceedswe will forced to default whereby the loan will be insenior standing. Any further outstanding balances willbe borne by the investors on a weighted percentagebasis of the total amounts due.
“AT A L ENTERPRISE WE BELIEVE IN GROWING WITH OUR PARTNERS.”We will Appreciate your Association with us.Enquire Now @Way2Franchise
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