2. Table of Contents
1.0 Company Summary
1.1 Start-up Summary
a. Table: Start-up
2.0 Mission
3.0 SWOT Analysis
4.0 Marketing Objectives
5.0 Target Market Strategy
a. Table: Market Analysis
6.0 Product, Place, Promotion, Price
7.0 Implementation, Evaluation, and Control
7.1 Sales Strategy and Sales Forecast
a. Table: Sales Forecast
7.2 Start-up Funding
a. Table: Start-up Funding
7.3 Projected Profit and Loss
a. Table: Profit and Loss

3. Company Summary
The Phoenix Bar and Grill will be a bar and restaurant, however, we expect that in doing
charitable bike runs and events we will also grow to be recognized as a reputable charity
organization.
The key elements of The Phoenix Bar and Grill are as follows:
• Motorcycle theme-- The Phoenix Bar and Grill will focus on this theme for mass appeal.
• Distinctive design features— The Phoenix Bar and Grill will be characterized by familiar
visual design and layout to appeal to like-minded motorcycle enthusiasts and riders.
• High profile location-- The Phoenix Bar and Grill will select its location based on key
demographic indicators, including traffic counts, average income, number of households,
hotels, and offices within a certain radius.
• Charitable events-- The Phoenix Bar and Grill will be distinguished by the charitable bike
runs, blood drive, and other charitable events, as well as the promotional activities, media
coverage, and appearances.
• Retail merchandising— The Phoenix Bar and Grill will include an integrated retail store
offering premium quality merchandise etc. displaying the company's logo design. In
addition motorcycle memorabilia and merchandise will be sold.
• Quality food—The Phoenix Bar and Grill will serve freshly prepared, popular, comfort
food that is targeted to appeal to a variety of tastes and budgets with an emphasis on
reasonably and moderately priced signature items of particular appeal to a local market.
• Quality service--In order to maintain its unique image The Phoenix Bar and Grill will
provide attentive and friendly service with a high ratio of service personnel to customers
and will invest in the training and supervision of its employees.
2.1 Start-up Summary
We listed the top five principal expenses and three essential assets.
Table: Start-up
Requirements
Start-up Expenses
Lease of building
$1,800 per
month
Legal/Professional $10,000
Insurance $5,000

4. Interest $10,000
Initial Stock – Food and alcohol $15,000
Total Start-up Expenses (with
three month’s rent)
$45,400
Start-up Assets
Build-out $300,000
Furnishings $100,000
Liquor License $30,000
Total Assets $430,000
Mission
Our mission at The Phoenix Bar and Grill is to provide motorcycle enthusiasts with a “home away
from home,” taking what they know and love and using it to play in the en-richening of society,
improving the quality of life through charitable bike runs, blood drives, and events We are more
than a bar and grill; we are a societal organization- we exist not only to satisfy customers needs
and wants and to meet marketing objectives, but also to preserve and enhance individuals and
society’s best interests. We will bring together all walks of life, i.e.: suits and ties, bikers, and
rockers, using their love for good food and good drinks for the greater good. We hope to grow an
extended family with our patrons and become well-known throughout the community (locally),
nationally, and internationally.
SWOT Analysis
The SWOT analysis identifies internal strengths and weaknesses and external opportunities and
threats. It is done in reference to any competing bar/restaurant.
Strengths
- The Phoenix Bar and Grill will offer in one venue what majority does not, i.e.
charity, bike runs, live bands, tattoo shows, blood drives, and so on.
- The Phoenix Bar and Grill will use our events, both charitable and leisure, to reach
outside our target market to all walks of life.
-
Weaknesses
- This is a new endeavor for my partner and I, we have no prior business experience.
- The stereotype of our target market is not an accepted way of life or norm amongst
most of society
- Financial Resources

5. Opportunities
- My partner and I are already affiliated with some competitors and have had time to
pick their brains for information to help our business grow and succeed.
- Our planned charity and events will enhance business, profit, networking, and
affiliations.
Threats
- Any bar in the area we build on is going to be a threat.
- Stereotype of target market.
- Conflict of interest.
- Plans falling through.
Marketing Objectives
1.) To successfully pull of our first charitable bike run the summer we open (2014). We plan
on bring in $5,000 for the first run through current affiliations (MC’s, restaurant owners,
and investor who has experience in planning bike runs). We will start and end the first
run at The Phoenix and have food, drinks, and entertainment for those who don’t ride
but want to donate. We will advertise our events via radio, i.e. The X, word of mouth,
local Harley/bike shops, at affiliated businesses, with flyers, and through participating
charity.
2.) To have established a worthy name and reputation as a charitable biker’s bar through
the community within the first six months of being open. Our goal dollar amount in
charity after six months is $15,000.
3.) Being the “bar to go to” to organize and participate in local, national, and international
charity events, and to make $1,000,000 p/y in charity within the first five years.
Target Market Strategy
A combination of local media and event marketing will be utilized, radio, ideally 105.9 The X, will
be the most effective, followed by local print media. We also plan on generating flyers that
advertise our events and charity events at local bike shops (i.e.: Harley Davidson.) As soon as The
Phoenix Bar and Grill is established in a market, then broader media will be engaged.
The Phoenix Bar and Grill will establish a marketing strategy for our charitable events as well as
leisure, using our niche market and concept of “uniqueness” with the help of local media radio
spots, print ads, and in-store promotions will be designed as well. A portion of the ad and promo
budget will be set aside to develop these programs.
Our strategy is based on serving our niche market well. The motorcycle enthusiast, the business
man, the charitable, the tourist, the local night crowd, even families can all take pleasure in The
Phoenix Bar and Grill experience.

6. What will begin as a personalized version of a customary product, tailored to the needs of a local
clientele, can become a niche product of charity that can fill similar needs in similar markets
throughout all of Pennsylvania.
We will build our infrastructure so that we can be made known for our product and service, the
experience, and the environment across broader geographic lines. Concentration will be on
preserving superiority and establishing a strong uniqueness in each local market. This
“uniqueness” will become the source of which expansion efforts in our charities will be based.
Not only will it add marketing force but it will also become the framework for further expansion in
both the company and charities.
Table: Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential
Customers
Growth
Bikers 34% 60 50 40 30 25
Dinner 33% 20 25 30 35 50
Events 33% 20 25 30 35 25
Total 100% 100 100 100 100 100
Product and Services
The Phoenix Bar and Grill will be a high energy, biker-themed venue that will cater to motorcycle
enthusiasts. Central location, demographics, and lack of direct competition are major advantages
to this venture. The venue will specialize in anything motorcycle related and will offer a wide
array of beer, liquor, and mixed drinks. In addition, the venue will sell nonalcoholic beverages
i.e. soft drinks, juices and bottled water. An "untailored" food menu consisting mostly of
appetizers and small entrees ranging in cost from $10 to $20 will also be available. The initial
hours of operation will be 3:00 P.M. to 2:00 A.M., five days a week, Wednesday through Sunday.
The establishment will draw primarily from the local “biker’s” population while appealing to
potential clients from outside the area as well.
Price
All menu items will be reasonably priced. A standard patron meal will cost between $10 and $20
including food and drink. Sales will be considerably larger on event days and bike runs. We
expect our average customer to spend more than the industry average for reasonably priced
establishments due to our creating an atmosphere that encourages longer stays and more
spending by holding our events, shows, and bike runs

7. Promotion
Our foremost promotion will be Motorcycles. A high growth area such as Pennsylvania has an
annual influx of new residents from many parts of the country. We hope to inspire these new and
existing residents with our love for motorcycles, and get them committed to the trend.
Even with the motorcycle theme, The Phoenix Bar and Grill will be a place for all. We will use our
events, charities, and promotions to appeal to other existing markets. Each future patron will be
handed a reason to come and enjoy the benefits of The Phoenix Bar and Grill.
Advertising budgets and event promotion will be geared to promote the bar name and to keep
The Phoenix Bar and Grill at the forefront of “biker” themed businesses in each local marketing
area.
In addition, funds are budgeted to launch sales activity and lead generation. These funds are
projected to amount to 20% of projected sales.
Information, Evaluation, and Control
Sales Strategy
The sales strategy is to build a reputable role in charity and the community in order to increase
revenue. We will continue to build our local customer base over the first three years of operation.
The goal is $1 to $3 million in annual sales per unit. A unit will be considered established once it
has passed the $2.5 million mark in annual sales.
7.1 Sales Forecast
Table: Sales Forecast
Sales Year 1
Food, including non-alcoholic
beverages.
$341,668
Alcoholic Beverages $408,334
Merchandise $249,998
Total Sales $1,000,000
Direct Cost of Sales Year 1
Food $166,668
Alcohol $249,999
Merchandise $83,333
Subtotal Direct Cost of Sales $500,000

8. 7.2 Start-up Funding
Table: Start-up Funding
Start-up Expenses to Fund $45,400
Start-up Assets to Fund $430,000
Total Funding Required $475,400
Assets
Non-cash Assets from Start-up $430,000
Cash Requirements from Start-up $20,000
Additional Cash Raised $25,000
Cash Balance on Starting Date $5,000
Total Assets $435,000
Liabilities and Capital
Liabilities
Current Borrowing $30,000
Long-term Liabilities $300,000
Accounts Payable (Outstanding
Bills)
$45,400
Other Current Liabilities
(interest-free)
$50,000
Total Liabilities $425,400
Capital
Planned Investment
Owner $5,000
Investor $50,000
Additional Investment
Requirement
$0
Total Planned Investment $55,000
Loss at Start-up (Start-up
Expenses)
$45,400
Total Capital $9,600
Total Capital and Liabilities $435,000
Total Funding $500,400

9. 7.3 Projected Profit and Loss
Table: Profit and Loss
Year 1
1.) Sales $1,000,000
2.) Direct Cost of Sales $500,000
3.) Other Costs of Sales $50,000
4.) Total Cost of Sales $550,000
5.) Gross Margin $450,000
Gross Margin % 45%
Expenses
6.) Payroll $150,000
7.) Repairs $12,500
8.) Depreciation (rounded) $30,000
9.) Rent ($1,800 x 12) $21,600
10.) Utilities ($3,000/month) $36,000
11.) Insurance
($2,000/month)
$24,000
12.) Payroll Taxes (6 x 7.65%
rounded)
$12,500
13.)Other $15,000
14.)Total Operating
Expenses
(Sum 6 through 13)
$269,200
15.) Profit Before Interest
and Taxes
(#5 - #14)
$180,800
16.) EBITDA (#15 + #8) $210,000
17.) Interest Expense
(330.000 x 8%)
$26,400
18.)Taxes Incurred (#15 -
#17 x 20%)
$30,880
19.)Net Profit (#15 - #17 -
#18)
$123,520
20.)Net Profit/Sales (#19-
#1)
12.35%

10. 7.3 Projected Profit and Loss
Table: Profit and Loss
Year 1
1.) Sales $1,000,000
2.) Direct Cost of Sales $500,000
3.) Other Costs of Sales $50,000
4.) Total Cost of Sales $550,000
5.) Gross Margin $450,000
Gross Margin % 45%
Expenses
6.) Payroll $150,000
7.) Repairs $12,500
8.) Depreciation (rounded) $30,000
9.) Rent ($1,800 x 12) $21,600
10.) Utilities ($3,000/month) $36,000
11.) Insurance
($2,000/month)
$24,000
12.) Payroll Taxes (6 x 7.65%
rounded)
$12,500
13.)Other $15,000
14.)Total Operating
Expenses
(Sum 6 through 13)
$269,200
15.) Profit Before Interest
and Taxes
(#5 - #14)
$180,800
16.) EBITDA (#15 + #8) $210,000
17.) Interest Expense
(330.000 x 8%)
$26,400
18.)Taxes Incurred (#15 -
#17 x 20%)
$30,880
19.)Net Profit (#15 - #17 -
#18)
$123,520
20.)Net Profit/Sales (#19-
#1)
12.35%