2. Table of Contents
1.0 Executive Summary ............................................................................................................3
1.1 Objectives and Goals .......................................................................................................5
1.2 Mission Statement ...........................................................................................................5
1.3 Keys to Success ................................................................................................................5
2.0 Company Overview.............................................................................................................6
2.1 Owners and their expertise .............................................................................................6
2.2 History of the Business ....................................................................................................6
2.3 Company Locations and Facilities ..................................................................................7
2.4 Description of the Business..............................................................................................8
2.4.1 How orders are taken ...............................................................................................8
2.4.2 Manufacturing Plan..................................................................................................9
2.5 Background of Product ...................................................................................................9
2.6 Description of Product ..................................................................................................10
3.0 Research and Development...............................................................................................11
3.1 SWOT Analysis .............................................................................................................12
3.2 Service ............................................................................................................................14
3.2.1 Dedicated to Quality Service Programs:................................................................14
4.0 Strategy and Implementation Summary ..........................................................................14
4.1 Marketing Strategy .......................................................................................................15
4.1.1 Positioning Statement .............................................................................................15
4.1.2 Pricing Strategy ......................................................................................................15
4.1.3 Marketing Tactics...................................................................................................16
4.1.4 Promotional Strategy..............................................................................................16
4.2 Sales Strategy.................................................................................................................16
4.2.1 Sales Forecast..........................................................................................................17
4.2.2 Sales Programs........................................................................................................17
4.3 Milestones ......................................................................................................................18
5.0 Management ......................................................................................................................18
5.1 Corporate Structure Descriptions of The Dawg Haus .................................................18
5.2 Corporate Structure for The Dawg Haus.....................................................................20
6.0 Financials...........................................................................................................................21
6.1 Income Statement ..........................................................................................................22
6.2 Balance Sheet.................................................................................................................23
6.3 Cash Flow Statement.....................................................................................................24
6.4 Break-Even ....................................................................................................................25
6.5 Key Ratios......................................................................................................................25
Appendix: ................................................................................................................................26
Menu ....................................................................................................................................26
Sales Forecast ......................................................................................................................28
Bibliography ........................................................................................................................29
2
3. 1.0 Executive Summary (Mike)
The Dawg Haus has established a successful presence in the food service industry. The
flagship location in Green Bay, Wisconsin, along with the facilities in Milwaukee and Madison,
will gross in excess of $486,000 in sales by year-end. This year’s operations will produce a net
profit of $86,000. This will be generated from an investment of $210,000 in initial capital.
Since conception of operations in 2002, The Dawg Haus has shown continuous growth and all
signs point to another successful finish to 2006.
Expansion plans are already underway for 2007. Owner funding and internally generated
cash flow will enable additional stores to open. An additional store in Milwaukee is being
looked into near the Bradley Center. Sales projections for the next four years are based upon
current planned store openings. Site surveys have been completed and prime locations for
expansion have been targeted.
Management has recognized the rapid growth potential made possible by the quick success and
fast return-on-investment from the first location. Payback of total invested capital on the first
location was realized in less than nineteen months of operation. Cash flow becomes positive
from operations immediately and profits were substantial in the first three years.
The management of The Dawg Haus has demonstrated its concept, execution,
marketability, and controls, and feels confident of its ability to successfully replicate the quick
start up of the Green Bay location to additional venues.
3
4. Highlights (Chad)
Curre nt Foreca ste d
Ye a r Ye a r
Ca te gory Comme nts
2006 2010
1. Ne t Revenue $1,221,300 $2,099,173 The tre nd in this ca te gory is positive.
2. Cost of Re venue $734,580 $1,259,504 The tre nd in this ca te gory is positive.
3. Gross Profit $486,720 $835,169 The tre nd in this ca te gory is positive.
4. Tota l Ope rating Ex pe nse s $402,974 $544,436 The tre nd in this ca te gory is positive.
5. Ope ra ting Profit $83,746 $290,733 The tre nd in this ca te gory is positive.
6. Re turn on Ow ne rship $178,622 $348,578 The tre nd in this ca te gory is positive.
Executive Summary
Current vs. Projected
$2,500,000
$2,000,000
1. Net Revenue
2. Cost of Revenue
$1,500,000
3. Gross Profit
4. Total Operating Expenses
$1,000,000
5. Operating Profit
6. Return on Ow nership
$500,000
$0
2006 2010
4
5. 1.1 Objectives and Goals (Kerry)
The main objective of The Dawg Haus is to maintain a solid customer base through
excellent service, quality food, and an entertaining atmosphere. Through innovative promotions,
and charity events, members of The Dawg Haus management team feel that they can not only
maintain a solid regular customer base, but also bring in new customers seeking The Dawg Haus
experience.
The goal of The Dawg Haus is continued financial growth with the opening of new
restaurants in the state of Wisconsin. These restaurants will be strategically placed in the states
main sporting areas. With continued popularity of The Dawg Haus, the board of directors hopes
to, at some point, expand outside of Wisconsin and into other states. These goals and objectives
set forth will be achieved by instilling the company mission statement into all of The Dawg Haus
employees.
1.2 Mission Statement (Kerry)
Provide a quick and quality meal at an affordable price along with courteous and
outstanding service in an entertaining friendly atmosphere.
1.3 Keys to Success (Chad)
The keys to success of The Dawg Haus are:
1. The creation of a unique, innovative, and entertaining atmosphere that will
differentiate us from the competition.
2. Execution of our primary goal to serve nothing but the highest quality food at
reasonable prices in a clean, fun environment. We must deliver on this pledge
100% of the time.
3. Controlling the costs at all times in all areas.
4. Hiring the best people available, training, motivating and encouraging them,
thereby retaining the friendliest, most efficient staff possible.
5
6. 2.0 Company Overview
2.1 Owners and their expertise (Kerry)
The board of directors, who are also the owners of The Dawg Haus, have a wide and
varying level of expertise in the restaurant and service industry. The first board member obtained
a masters degree from Harvard School of Business in 1997. Upon graduation from Harvard, he
obtained the position of Director of Sales and Marketing for a nationally recognized hotel chain.
In 1999 he was promoted to vice president of that division, where he increased sales by 35%
over the next year. In 2000, he was promoted to president of the entire sales and marketing
division of the hotel chain. In 2002, he left this position to open The Dawg Haus with the help of
some associates with similar interests.
The second board member graduated from the University of Wisconsin in 1995, with a
Bachelors of Science degree in accounting. Upon graduation she moved to the state of
California, were she accepted an accounting position with a leading software development firm.
In 1998, she was promoted to Chief Financial Officer of that firm where she held that position
until 2002, when she moved back to the state of Wisconsin to pursue the opportunity of opening
The Dawg Haus with some business associates she had met over the years in her position with
the software developing firm.
The third and final member of the board of directors graduated with a Bachelor of
Science degree in the culinary arts from Brown University in 1999. Upon graduating he moved
to the state of New York were he began his career as a junior chef at popular New York City
restaurant. With his creative culinary ideas and innovation; he was soon promoted to senior chef
in 2000. Once in this position he received many local, state and national awards for his new
culinary creations. In September of 2001, he was approached about becoming the Executive
Chef of The Dawg Haus, at which time he accepted the position. In 2002, he took his position
on the board of directors of The Dawg Haus.
2.2 History of the Business (Larry and Mike)
A group of investors saw a great opportunity in 2002 by opening a hot dog establishment
near Lambeau Field in Green Bay, Wisconsin, called The Dawg Haus. Not only did the first
venture work, but also the corporation is in the process of developing their fourth store in 5
years. It seems that there was a niche by the populace for hot dogs or let’s say something other
than burgers, but not just plain hot dogs but designer dogs. The hamburger has matured to the
6
7. point that there is nothing left to create that is new. Each of the three investors have skills, that
when combined, created the winning combination. Since starting the business started in 2002,
The Dawg Haus Corporation has opened additional stores, near Milwaukee Park, near Camp
Randall Stadium in Madison, and now plans for a store to open in 2007 at the Bradley Center.
The Dawg Haus Corporation has established a management hierarchy befitting a growing
business. The corporation has received numerous citations and awards for the most progressive
new company, and most innovative menu. The philosophy of The Dawg Haus is to provide
quality food, quality service, with a trained work force and the desire to think out of the box and
take educated chances to improve the product line and embrace change.
In an effort to capitalize on a growing demand for enhanced hotdog varieties at sporting games,
The Dawg Haus Restaurant was formed in 2002. The Dawg Haus has promoted its brand
through start up operations in Milwaukee, Madison, and Green Bay Wisconsin. Customer
acceptance has been proven by in increase in customer feedback.
The Dawg Haus Restaurant has promoted heavily with tie-ins to Wisconsin sporting teams. The
Dawg Haus Restaurant is the radio home for the live Monday ESPN Radio coaches show
featuring Mike McCarthy and A.J. Hawk. This show is broadcasted during the hour preceding
the telecast of “Monday Night Football.” The Dawg Haus Restaurant is in contract talks with the
Milwaukee Brewers to start up a similar show featuring Ned Yost and Prince Fielder, and is
investigating possible opportunities with the University of Wisconsin-Madison.
2.3 Company Locations and Facilities (Mike)
The company stores are 1500 square feet and will seat 40 to 60 persons. Each of The
Dawg Haus restaurants will feature sports memorabilia from that sporting location. Each
restaurant will be equipped with audio and video systems to enable customers to enjoy the game
while they eat. Every restaurant will be clean looking, and pleasing to the customer.
Unit locations are as follows:
Green Bay— Original unit opened in 2002. This unit is located at one of the busiest intersections
in Green Bay. It is located across from Lambeau Field on Lombardi Avenue. Surrounding the
general area is the Packer Hall of Fame, the Pro Shop, and Clarke Hinkle Field. While enjoying
a hotdog you will be able to watch the Green Bay Packers practice. What would be more
enjoyable then eating a hotdog while watching Brett Favre throw a touchdown pass to Donald
Driver?
7
8. Milwaukee—This unit is located near Miller Park and opened in 2004. While enjoying a hot dog
before, during, or after a game, one can view the Pro Shop or test out their arm strength using the
pitching simulator. A second unit is being talked about to be located near the Bradley Center in
the spring of 2007.
Madison—This unit which is located across from Camp Randall Stadium, is an extremely
popular facility during Wisconsin Badger football weekends. Here a person can enjoy a hot dog
while walking down State Street.
2.4 Description of the Business (Larry)
The Dawg Haus Corporation was established to fill a niche in the fast food industry. It
was designed to meet the needs of the hot dog fans by not only offering the famous regular hot
dog but a large selection of gourmet quality dogs.
The Dawg Haus serves not only dogs, but also a wide variety of condiments to enhance
your dog and a wide variety of meat choices such as brat dogs, polish dogs, and chicken dogs.
The usual soft drink mix will be available, but also a good selection of dietary drinks to satisfy
those customers that need to watch their sugar intake. Coffee, milk, and tea are also available.
It is the intent of this corporation to offer an alternative to the “burger” and at the same
time offer a real balanced dietary meal by purchasing quality dogs, prepared to our specification
by a respected name in the sausage industry, and to proudly list our ingredients and their impact
on your health.
Our employees are trained to give the highest quality of service and are knowledgeable in
all aspects of the product The Dawg Haus offers.
2.4.1 How orders are taken (Larry)
Similar to most fast food establishments’, orders will be taken on the right side of the
service counter where money will be exchanged and the customer will be issued a receipt
containing the order selection and a claim number. Cups will be dispensed so the customer can
select their desired drink while waiting for their individual orders to come up. When the order is
ready, the associate on the left side of the counter will call out the claim number for the customer
to pick up.
8
9. 2.4.2 Manufacturing Plan (Larry)
Once an order is received, the associate behind the service counter will begin to assemble
the customers order based on the sales data which will be displayed on a monitor. Each associate
behind the service counter will be responsible for a certain aspect of the assembly line such as;
placing the hot dog on the bun, adding the required condiments, and making sure the meal is
properly wrapped before delivery and set on a serving container. The assembly line will have
placards or assembly instructions showing how each meal should look and what condiments
need to be on the sandwich. This will ensure that each sandwich is done the same and will
maintain quality. There will also be an associate in the rear of the kitchen who will supply the
production line with more products. It will be that person’s responsibility to make sure that there
will always be hot meat products available and also all condiments used on the line.
2.5 Background of Product (Larry)
The primary product served at all Dawg Haus establishments are know under these
aliases; frankfurters, franks, weenies, wienies, dogs, and red hots. A cooked sausage that
consists of a combination of beef and pork or all beef, which is cured, smoked and cooked, and
chicken. Seasonings may include coriander, garlic, ground mustard, nutmeg, salt, sugar, and
white pepper. They are fully cooked but are usually served hot.
The history of the hot dog goes back to the 9th century B.C. when it was mentioned in
Homer’s Odyssey, the year was 850 B.C. So this little frank has been around well before the
hamburger. History mentions Emperor Nero 64 A.D., Loentius of Neapolis, Cyprus, 7th Century.
This commentary could go on for quite a long time because it is mentioned in almost every
century. In 1893, sausages became a popular food at baseball parks. They were first introduced
in the St. Louis Browns ballpark and then spread to the rest of baseball. The term hot dog was
coined in 1901 by a sports cartoonist named Tad Dorgan. He was at the New York Polo
Grounds, where he heard some vendors selling red hot dachshund sausages. This prompted him
to draw a cartoon of a real dachshund covered with mustard on a bun. Since he did not know
how to spell dachshund he wrote on the caption quot;get your hot dogs.quot; The cartoon was a hit and
the name persisted. Now days it is a favorite lunch at baseball parks, as well as many other
sporting events. It is a favorite at picnics when roasted over a fire, or just heated in a pot of
water at home. They now come with or without a skin, and the basic spices have changed to
meet ethnic tastes, and some are just made different for the audacious connoisseurs of our time.
9
10. There are corn dogs (dogs wrapped in a pancake), chicken, turkey, and anything else you can
stuff into a skin. It is easy to see that the hot dog has been around for a long time and has not
really been given its proper due.
Today vendors push hot dog carts around selling dogs to your delight, drive-thru’s and
many establishments that offer a dog or kiddy menus that offer the dog. They have inspired
races at Miller Park in Milwaukee. In conclusion the hot dog is here to stay and now the
entrepreneur needs to find new and exciting ways to serve it and excite the customer to plead for
more.
2.6 Description of Product (Larry)
All of our franks will be made with the finest meat products and ingredients available,
and will be manufactured by the premier, world-renowned sausage manufacturer Johnsonville
Meats. Johnsonville Meats, a much respected quality orientated manufacturer in East central
Wisconsin, has agreed to be our sole supplier of all our sausages.
The sausages will be made in the same shape as a regular frank, but the ingredients
within will be the same as those found in; polish sausage, bratwurst, chicken, or any other
sausages that are, or will be offered.
The buns used will be contracted out to a local baker to assure daily freshness and to
maintain quality control by each of our establishment. There will be choices as to type of buns
from wheat, whole wheat, rye, and any other types based on customer demand.
All produce used by our establishments will be brought in daily by our produce broker
and will be prepared daily in our store kitchens. This will ensure that all of the stores will be
utilizing the same quality product.
Our soft drink beverages will be provided from a vendor that will service all of our
outlets to get volume discounts. Milk, coffee, and tea will come from contracted vendors
through our corporate office. Every effort will be taken to assure that all products used will be
manufactured in Wisconsin.
10
11. 3.0 Research and Development (Kerry)
In performing a SWOT analysis the research and development team has noticed an
opportunity for growth in the breakfast menu area of our business. Members of The Dawg Haus’
research and development team are now focusing on putting together a menu that will attract
people interested in a quality morning meal. This is being done with a focus on the menu to
capitalize on what The Dawg Haus is known for, quality sausage. With the help of our
Johnsonville associates we feel this is a profitable market well within our reach. With the
creation of a breakfast menu at The Dawg Haus we will be utilizing our assets that are currently
in place. These assets include buildings, equipment, along with our friendly courteous service, in
a fun family oriented atmosphere that appeals to everyone across the state of Wisconsin.
11
12. 3.1 SWOT Analysis (Kerry)
Strengths, Weaknesses, Opportunities, and Threats
Analysis
Strengths The Dawg Haus Competitor 1 Competitor 2
What are your Quick meal,
business affordable, Atmosphere Atmosphere
advantages? atmosphere
What are your core Courteous, friendly, Friendly, vibrant Friendly, vibrant
competencies? affordable atmosphere atmosphere
Where are you Green Bay location, Green Bay location, Green Bay location,
making the most during Packers during Packers during Packers
money? training camp training camp training camp
Quality food in a
What are you doing Appealing to the eye
friendly family Location
well? of customer
atmosphere
Weaknesses
What areas are you
Rural communities Rural communities Rural communities
avoiding?
Where do you lack Volume of product
High product costs Family appeal
resources? from our supplier
What are you doing Local charity fund-
Not child, friendly Breakfast menu
poorly? raising
Where are you Families with young
Morning hours Breakfast menu
losing money? children
What needs Develop a morning
More child friendly Breakfast menu
improvement? or breakfast menu
12
13. Opportunities
Local and nationally
Any beneficial Lack of quality Community
recognized sports
trends? restaurants involvement
teams
Niches that
No sausage/hot dog Nationally
competitors are Breakfast menu
type menu recognized franchise
missing?
Upgrade local Extensive sound No handle bathroom
New technologies?
intranet system fixtures
New needs of Family oriented
Breakfast menu Breakfast menu
customers? atmosphere
Threats
Obstacles to Growth of Growth of Growth of
overcome? surrounding areas surrounding areas surrounding areas
Aggressive
None None None
competitors?
Red robin, Texas Red robin, Texas Red robin, Texas
Successful
Road House, Maz Road House, Maz Road House, Maz
competitors?
and Erma's and Erma's and Erma's
Negative economic Closing of some Closing of some Closing of some
conditions? local businesses local businesses local businesses
Health department Health department Health department
Government
guidelines need guidelines need guidelines need
regulation?
constant attention constant attention constant attention
Changing business Need to constantly Need to constantly Need to constantly
climate? upgrade product line upgrade product line upgrade product line
Lack of child/family
Vulnerabilities? Breakfast market Breakfast market
friendly atmosphere
13
14. 3.2 Service (Mike)
The Dawg Haus has created gourmet hotdogs that are superior to competitors. Customers
can taste the quality and freshness of the product in every bite.
At The Dawg Haus, food is not a product the experience is a service. The Dawg Haus prides
themselves on providing exceptional service. This is accomplished through an extensive training
program and hiring experienced employees.
The topic of quality is a critical reminder of the fact that The Dawg Haus is a service
business. The success of our business depends upon the quality of service we offer and
delivering a consistent service. The Dawg Haus is committed to delivering this quality service.
3.2.1 Dedicated to Quality Service Programs: (Mike)
We’ve gone through large avenues to find people with a passion for teaching and sharing
their restaurant experiences. Along with being both knowledgeable and eager to please,
our staff members will be on hand to provide service to all Dawg Haus customers.
Performance will be evaluated internally and through customer surveys.
A highly valued member of The Dawg Haus staff will be the “Customer Happiness
Representative.” This individual will be available forty hours a week to monitor the level
of happiness amongst customers. This individual will be responsible for developing
customer satisfaction programs, monitoring customer experiences, responding to
customer concerns, and the general well being of every Dawg Haus customer.
4.0 Strategy and Implementation Summary (Chad)
Our strategy is based on serving our niche crowd markets well. The sports enthusiast, the
business entertainer and traveler, the local night crowd, as well as families dining out all can
enjoy The Dawg Haus experience.
What began as a customized version of a standard product tailored to the needs of local
clientele can become a niche product that will fill similar needs in similar markets across the
Midwest.
We are building our infrastructure so that we can replicate the product, the experience,
and the environment across broader geographic lines. Concentration will be on maintaining
quality and establishing a strong identity in each local market. The identity becomes the source
of critical mass upon which expansion efforts are based. Not only does it add marketing muscle,
14
15. but it also becomes the framework for further expansion using both company owned and
franchised store locations. Franchises are planned to be marketed in early 2010.
4.1 Marketing Strategy (Chad and Mike)
A combination of local media and event marketing will be utilized at each location.
Radio is most effective, followed by print media (newspaper, brochures, etc.). As soon as all
stores are more established in the local markets, then broader media will be employed and a
website will be established.
The strategy of live broadcasting of professional and college sports tie-ins has been very
effective in generating free publicity for the flagship location which has been more effective than
any advertising could have been purchased. Our goal is to make The Dawg Haus the number one
destination in the state of Wisconsin. We are concentrating on three target populations:
Individuals: people that dine in by themselves.
Families: a group of people, either friends or a group of relatives dining together.
Take out: people that prefer to eat Dawg Haus food in their home or at a different
location than the actual restaurant.
Our goal is to be an active and vocal member of the community, and to provide continual re-
investment through participation in community activities and financial contributions.
4.1.1 Positioning Statement (Chad)
Our main focus in marketing will be to increase customer awareness in the surrounding
communities. We will direct all of our tactics and programs toward the goal of explaining who
we are and what we are all about. We will price our products fairly, keep our standards high, and
execute the concept so word-of-mouth will be our main marketing force.
4.1.2 Pricing Strategy (Chad)
All menu items will be competitively priced. An average customer can expect to spend
around $5-$7 including food and drink with higher amounts expected on game days and
promotional days. Our average customer spends more than the industry average for moderately
priced establishments. We tend to believe that is do to creating an atmosphere that encourages
longer stays and more spending, but still allows for adequate turnover due to extended hours of
appeal.
15
16. 4.1.3 Marketing Tactics (Chad)
We will employ two different marketing tactics to increase customer awareness of The
Dawg Haus. Our most important tactic will be word-of-mouth marketing. This will be by far
the cheapest and most effective of our marketing programs. The second marketing tactic will be
in the local media. Radio spots, print ads, and in-store promotions will be used. This will also
be most costly and will be used sparingly to supplement as necessary.
4.1.4 Promotional Strategy (Chad and Mike)
We promote sports, sports, and more sports. The universal appeal of sports and sports
marketing has never been higher. Growth areas such as Milwaukee, Madison, and Green Bay
have an annual influx of new residents from many other parts of the country. This trend is true
throughout the Wisconsin area. Many new residents and many existing ones are fans of teams in
other markets. The Dawg Haus is a place for all. Each patron can watch his or her game of
interest. The enabling technology is the benchmark for The Dawg Haus.
Advertising budgets and sports event promotion is an on-going process of management
geared to promote the brand name and keep The Dawg Haus at the forefront of the sports theme
establishments in each local marketing area. Many new visitors or residents are fans of teams in
other markets. The Dawg Haus enjoys working with ESPN radio thus providing non-state fans
the opportunity to enjoy fine food with the technology that allows a fan to enjoy his or her game
of interest.
4.2 Sales Strategy (Chad)
The sales strategy is to build and open new locations on schedule in order to increase
revenue. Each individual store will continue to build its local customer base over the first three
years of operation. The goal is $500,000 to $1 million in annual sales per unit. A unit will be
considered mature once it has passed the $1.5 million mark in annual sales.
16
17. 4.2.1 Sales Forecast (Chad)
The following chart shows the projected sales growth for our three locations over the next
48 months.
48 Month Sales Forecast
2,000,000
1,500,000
Units
1,000,000
Total Sales
500,000
0
2006 2007 2008 2009
4.2.2 Sales Programs (Chad)
Each opening of Dawg Haus stores will have the same mix of marketing programs as the
others. Below are the programs that we will develop to kick open each location.
1. Grand Opening – Each new store will have outdoor signs in place as soon as
possible announcing that something new and exciting is coming to the neighborhood.
2. VIP Parties – We will host both a VIP lunch and dinner. This will serve the dual
purpose of training our staff and introducing ourselves to the community. The list of
individuals we will invite will come from the Chamber of Commerce. We will
choose a local charity to be the beneficiary of our event.
3. Direct Mail Piece – A stand-alone mailer will be produced in full color on heavy
weight paper. Inside will be all the important details of The Dawg Haus. We will
explain our menu, prices, hours of operation, “Theme Nights”, method of service, and
provide a locator map.
4. Radio – We will create one short music-based radio commercial, in both a 30 and 60
second spot.
5. Newspaper – We will create several different size newspaper ads, generic in nature,
to be used for any store in the chain..
17
18. 6. Local Store Marketing – We currently have three different local store marketing
programs. They include: customer raffles, charity carwash (free carwash while you
dine with us), and our school program (perfect attendance or honor roll students
receive a free meal).
4.3 Milestones (Mike)
The keys to success in achieving our goals are:
Product quality. Not only great food but great service and a fun-entertaining atmosphere.
Managing finances to enable us to open new locations.
Controlling costs.
Focusing on themes that have customer appeal.
Creation of spectacular design and layout at each facility.
High profile locations within the state of Wisconsin.
Celebrity events.
Retail merchandising.
5.0 Management (Kerry)
5.1 Corporate Structure Descriptions of The Dawg Haus
President: Sets company goals and mission statement. Oversees all business operations with
final decision over all matters.
V.P. Human Resources: Responsible for wage summaries, employment policies, and
employment procedures.
H.R. Manager: Assists vice president in all human resource matters; as well as delegation of
tasks to appropriate human resource associates.
H.R. Supervisor: Assures human resource associates stay focused on assigned tasks. Provides
assistance in these assigned tasks.
H.R. Employees: Does all assigned tasks in a prompt, conscientious matter.
V.P. Marketing: Locates and determines appropriate marketing strategies for desired locations.
Marketing Manager: Assists V.P. of marketing with goals and marketing strategies, as well as
delegation of tasks to appropriate marketing associates.
Marketing Supervisor: Assures marketing associates stay focused on company goals and tasks
as related to the marketing of the company. Also assists marketing associates in these tasks.
Marketing Employees: Does all assigned tasks in a prompt conscientious manner.
18
19. V.P. Sales: Sets sales goals as related to company goals and future considerations.
Sales Manager: Assists V.P. of sales in maintaining company goals and future considerations,
as well as delegation of appropriate sales tasks to associates on a daily function.
Sales Supervisor: Oversees individual restaurants and its associates so that all sales goals and
future considerations are being met; responsible for the delegation of tasks to meet or exceed
daily customer satisfaction in a prompt and courteous manner.
Wait Staff: Follow assigned tasks as set by sales supervisor, interact with customers in a
friendly courteous manner, take customer orders, and responsible for accurate money distribution
for each sale.
Cooks: Prepare food in a prompt, safe and clean manner to ensure complete customer
satisfaction.
V.P. Quality: Sets standards of quality to meet all state and federal health and safety guidelines.
Quality Manager: To assist V.P. of quality in obtaining all state and federal health and safety
guidelines, as well as delegation of tasks to ensure these guidelines are being maintained.
Quality Supervisor: Oversees, and assists individual restaurant and its maintenance associates
to ensure the company, as well as state and federal health and safety guidelines are being
maintained or exceeded.
Maintenance: Carries out all functions as assigned by quality manager or quality supervisor
with a constant regard for fellow associates, and customers’ well being.
We have an extensive corporate structure to ensure all company goals and guidelines are being
met in all areas. With this extensive corporate structure we believe this will ensure that all
involved in The Dawg Haus will feel a sense of empowerment. With this type of corporate
structure we hope to meet or exceed all company financials and future growth goals.
19
20. 5.2 Corporate Structure for The Dawg Haus (Kerry)
Board of
Directors
V.P. Human V.P. V.P. Sales V.P. Quality
Resources Marketing
H.R. Marketing Sales Quality
Manager Manager Manager Manager
Quality
H.R. Supervisor Marketing Sales
Supervisor Supervisor
Supervisor
H.R. Employees Marketing Wait staff Maintenance
Employees
Cooks
20
21. 6.0 Financials (Chad)
Sales – The Dawg Haus is basing its projected sales on the success of the current three
stores. The fourth store will open in spring of 2007, followed by future openings. Sales have
been projected on the low side using $500,000 per store.
Cost of Goods Sold – The cost of goods sold we determined by past sales of the already
open stores.
Management of Payroll – Figures are based upon using one manager per store with each
having an assistant manager.
Fixed and Variable Expenses – The various fixed and variable expenses were
determined by taking actual numbers from the history of the existing stores.
Marketing Fees – These funds will be used for the production of various marketing
materials.
Advertising – These funds will be used, if necessary, to maintain our sales at projected
levels. If the stores are running significantly ahead of our sales projections, then these fuunds
may not be necessary.
21
28. Appendix Table: Sales Forecast
48 Month Sales Forecast
Fiscal Year 1 2006
2006
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Totals
Product Name
Singles/Drink 6,000 6,000 6,000 7,500 9,000 12,000 12,000 12,000 12,000 7,500 7,500 7,500 210,000
Selling Price $5.35 $5.35 $5.35 $5.35 $5.35 $5.35 $5.35 $5.35 $5.35 $5.35 $5.35 $5.35
Combos 6,000 6,000 6,000 7,500 9,000 12,000 12,000 12,000 12,000 7,500 7,500 7,500
Selling Price $6.31 $6.31 $6.31 $6.31 $6.31 $6.31 $6.31 $6.31 $6.31 $6.31 $6.31 $6.31
Total Sales $69,960 $69,960 $69,960 $87,450 $104,940 $139,920 $139,920 $139,920 $139,920 $87,450 $87,450 $87,450 $1,224,300
% of Total 5.71% 5.71% 5.71% 7.14% 8.57% 11.43% 11.43% 11.43% 11.43% 7.14% 7.14% 7.14% 100.00%
2007
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Totals
Singles/Drink 6,060 6,060 8,080 10,100 12,120 16,160 16,160 16,160 16,160 10,100 10,100 10,100 274,720
Selling Price $5.35 $5.35 $5.35 $5.35 $5.35 $5.50 $5.50 $5.50 $5.50 $5.50 $5.50 $5.50
Combos 6,060 6,060 8,080 10,100 12,120 16,160 16,160 16,160 16,160 10,100 10,100 10,100
Selling Price $6.31 $6.31 $6.31 $6.31 $6.31 $6.50 $6.50 $6.50 $6.50 $6.50 $6.50 $6.50
Total Sales $70,660 $70,660 $94,213 $117,766 $141,319 $193,920 $193,920 $193,920 $193,920 $121,200 $121,200 $121,200 $1,633,897
% of Total 4.32% 4.32% 5.77% 7.21% 8.65% 11.87% 11.87% 11.87% 11.87% 7.42% 7.42% 7.42% 100.00%
2008
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Totals
Singles/Drink 8,320 8,320 8,320 10,400 12,480 16,640 16,640 16,640 16,640 10,400 10,400 10,400 291,200
Selling Price $5.50 $5.50 $5.50 $5.50 $5.50 $5.61 $5.61 $5.61 $5.61 $5.61 $5.61 $5.61
Combos 8,320 8,320 8,320 10,400 12,480 16,640 16,640 16,640 16,640 10,400 10,400 10,400
Selling Price $6.50 $6.50 $6.50 $6.50 $6.50 $6.63 $6.63 $6.63 $6.63 $6.63 $6.63 $6.63
Total Sales $99,840 $99,840 $99,840 $124,800 $149,760 $203,674 $203,674 $203,674 $203,674 $127,296 $127,296 $127,296 $1,770,662
% of Total 5.64% 5.64% 5.64% 7.05% 8.46% 11.50% 11.50% 11.50% 11.50% 7.19% 7.19% 7.19% 100.00%
2009
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Totals
Singles/Drink 8,400 8,400 8,400 10,500 12,600 16,800 16,800 16,800 16,800 10,500 10,500 10,500 294,000
Selling Price $5.61 $5.61 $5.61 $5.61 $5.72 $5.72 $5.72 $5.72 $5.72 $5.72 $5.72 $5.72
Combos 8,400 8,400 8,400 10,500 12,600 16,800 16,800 16,800 16,800 10,500 10,500 10,500
Selling Price $6.63 $6.63 $6.63 $6.63 $6.76 $6.76 $6.76 $6.76 $6.76 $6.76 $6.76 $6.76
Total Sales $102,816 $102,816 $102,816 $128,520 $157,248 $209,664 $209,664 $209,664 $209,664 $131,040 $131,040 $131,040 $1,825,992
% of Total 5.63% 5.63% 5.63% 7.04% 8.61% 11.48% 11.48% 11.48% 11.48% 7.18% 7.18% 7.18% 100.00%
28
29. Bibliography
Kerry Kaderabek:
1. Class discussion
2. Logo design (Jake Kortens)
3. Text
4. Yahoo search
Mike Scheele
1. Class discussion
2. Text
3. Yahoo search
4. www.Entrepreneur.com
Chad Senkbeil
1. Class discussion
2. Text
3. Google search
4. www.Entrepreneur.com
5. www.Jaxworks.com
6. www.loc.gov/rr/business/company/public.html
7. http://www.uspto.gov/web/offices/tac/doc/basic/index.html
8. http://www.uspto.gov/main/trademarks.htm
Larry Senkbeil
1. Class discussion
2. Text
3. Google search
4. www.restaurantequipment.com
5. www.popcornsupply.com
6. www.bluesolutions.com
7. www.restaurantservices.com
8. www.advancetabco.com
9. The Team Handbook, third edition
29
