Red Team Capstone Week 6Brianna Baldwin, Brittn.docx

Red Team Capstone: Week 6
Brianna Baldwin, Brittney Mendez, Catherine Thyben, Chelsea
Slawson,
Christopher Mitchell, David Chavez, Gabriel Parra, Jill
Peterson
Grand Canyon University: BUS-485
April 14, 2019
Running head: ASSIGNMENT TITLE HERE
7
Capstone: Week 6
The Multi-Fry-ers strategic risk management planning,
including task list, contingency and milestone plans are vital

components for its success. By integrating new technology, such
as mobile apps and a social media marketing campaign to keep
up with current trends the Multi-Fry-er can eventually secure
enough capital to obtain a second truck and double its sales.
Multi-Fry-er’s contingency plan is optimistic yet cautious and
potential critical risks have been charted in order to minimize
unwelcome surprises. According to Britton (2016), creating a
plan and making it readily available to stakeholders and
employees alike will ensure that everyone has the same
understanding of the strategy for success.
Milestones Schedule
The milestone schedule maps out Multi-Fry-er’s path to a
successful and profitable start-up. According to Parsons,
successful milestones should include a description, due date,
budget, and responsible person (2017). Below is a Gantt chart
depicting The Multi-Fry-er’s timeline for critical decisions and
dates. Each task has been chosen to advance Multi-Fry-er’s
operations. Comment by User: You could improve by using
APA style in-text citations.
The first critical task is securing capital. This is a specific
number The Multi-Fry-er is targeting that will be sufficient to
get the business operating successfully. The second task is to
negotiate a competitive lease for office space. Following these
initial tasks, the next task is to set up an event calendar, which
will outline the events The Multi-Fry-er will target once
running. The fourth critical task will be to hire and train
superior staff, which will be the heart and soul of the operation.
The fifth critical task will be to launch an app for ordering, in
order to streamline the processes. At this point, Multi-Fry-er
will be operating smoothly and ready for the next critical task
which will be establishing/implementing a social media
campaign to effectively reach the target market. The seventh
critical task will be to reach the objective of 100 sales per
lunchtime order. Once that benchmark is reached, the next
objective will be to reach 150 sales per lunchtime order. These
benchmarks will allow Multi-Fry-er to stay on track with its

financial plan. The ninth critical task will be to begin
franchising, and the final critical task will be to add a second
truck to original operation. Each task has been strategically
mapped out on a timeline. In most instances, each task proceeds
the previous, timewise, however there is overlap in some
instances as certain strategies take more time and preparation.
1. Secure initial capital contributions (Completed)
2. Negotiate lease for office space (April 2019)
3. Research and plan event calendar for 2019-2020 (1 month,
Spring 2019)
4. Hire and train superior staff (Spring 2019)
5. Launch new app for ordering (development 2 months, Spring
2019)
6. Social media campaign (prepare 1 month, run 3 months,
Summer 2019)
7. Reach 100 sales per lunch hour (2 months)
8. Reach 150 sales per lunch hour (6 months)
9. Begin franchising (2020)
10. Add a second truck (2021)
Critical Risk
Causes/Issues
Explanation
Impact/Risk
Equipment
Breakdowns, Repairs, Maintenance
High
Materials (Food Supplier/Supplies)
Availability, Obsolescence
High
Methods
Safety, Compliance
Medium
Business Success

Success Plan, Ownership, Financial Management
Medium
A contingency plan is a very important piece of the puzzle when
it comes to creating a business plan. It helps the firm plan for
all the risks and possibilities that could arise and go wrong in
the future. By identifying potential problems, Multi-Fry-er can
put a financial plan in place to deal with problems if they arise
(Kearns, 2016). First, Multi-Fry-er has identified the key risks
that could potentially be huge problem areas in the future.
Maintenance and repairs could be an issue when it comes to the
truck and kitchen appliances that are in the food truck.
Purchasing is another significant issue that could develop if a
supplier went out of business or if an account gets lost with one
of the vendors that is used frequently. Sales could become an
area of concern if fellow food trucks in the industry try to
capitalize on Multi-Fry-er’s signature offerings.
As far as a timeline goes, if any of the above issues occur, it is
crucial that Multi-Fry-er addresses them immediately. Regular
research into alternative options should be conducted. When
issues arise, appointments must be made the same day, whether
it is for repairs on the truck or to source a new supplier for the
necessary food and supply products. Strong communication and
teamwork from all staff will enable Multi-Fry-er to resolve the
issues in a timely manner so that business isn’t impacted in a
negative way. The Multi-Fry-er can reduce the risk of
unplanned problems by conducting weekly maintenance checks
on all equipment, and most importantly ensuring that all bills
are reconciled and relationships with suppliers are built and
lasting.
The Multi-Fry-er also faces the risk of being shut down if
compliance and safety audits are not passed. The Multi-Fry-er
will utilize checklists for safety and cleanliness which will be
reviewed daily upon opening and closing. Through a rigorous
training and regular certifications, Multi-Fry-er’s staff will stay
on top of compliance and safety issues. This will ensure that

when the audits occur, the Multi-Fry-er will pass and will be
able to continue to serve food to the community.
Conclusion
The creation of a milestone schedule is key to communicating
and explaining the business plan to all necessary stakeholders
(Johnson, 2019). Milestone schedules lay out a plan of action
and show progress when activities are completed. Contingency
planning is important to the creation of a milestone schedule
because they assume the possibility of risk (Johnson, 2019). In
other words, contingency plans are the back-up plan if events
require a change of direction in the planning and scheduling of
events. The milestone schedule for The Multi-Fry-er is vital to
remaining consistent to timelines and managing projects to
assure the sustainability of the business and the ability to
deliver a high standard of services and products to the
consumers. Further, for the Multi-Fry-er maintain an advantage
in a competitive market, the necessity of strategic risk
management planning and organization are significantly
important components for assuring Multi-Fry-er longevity in the
food truck market.
References
Britton C. (2016). What Is A Business Contingency Plan & How

To Create One
https://www.rockdovesolutions.com/blog/what-is-a-business-
contingency-plan-how-to-create-one
Johnson, D. (2019). The Importance of Critical Path Milestones.
Retrieved from Comment by User: You could improve by listing
your references using APA style.
https://www.brighthubpm.com/project-planning/75565-critical-
path-milestones/
Kearns, S. (2016, December 21). Business Contingency Plans
and Why You Need One. Retrieved from
https://quickbooks.intuit.com/r/business-planning/what-is-a-
contingency-plan-and-why-does-your-business-need-one/
Parsons, N. (2017). How to build a lean business plan step 3:
Set milestones. Retrieved from
https://www.liveplan.com/blog/lean-planning-step-3-make-your-
plan-real-with-milestones/
Red Team - Thank you for your paper. Your TII percentage is
low. Your assignment met the minimum word count
requirement. You described the preferred timing and objectives
for your business plan, included a spreadsheet with critical
decisions and dates, and created a contingency plans to address
major problems. Furthermore, the points are supported with in-
text citations. There are paragraph transitions present, logical
and maintain the flow throughout the paper. Overall, your paper
is clear and easy to follow and the tone is appropriate for formal
academic writing. The sentences are complete, clear, and
concise. In general, your sentences are well-constructed. The
assignment included a title page and reference page. There are a
few APA errors. I suggest that you follow the APA Style Guide.
Make sure to spend more time with the APA guidelines found in
the APA Style Guide, located in the Student Success Center, to
polish APA skills with in-text citations and listing references.
APA Style uses headings to separate and classify paper
sections. The assignment is laid out with effective use of
headings. You have a few grammar and word choice errors

throughout the paper. Thanks again for your paper. Best
Regards, Ed Miller
Slawson,
Peterson
April 21, 2019
12
Capstone: Week 7

Introduction
“Business leadership involves the ability of the management of
an organization to achieve goals, act decisively, and beat its
competitors while instilling the performance spirit within the
organization,” (Patel, 2017). Leadership in business not only
helps to maintain the company vision, but also helps with
communicating new and changing strategies for company
growth. It boosts morale, fosters teamwork, and inspires
employees to work hard towards a collective identity. Multi-
Fry-er is a food truck with big dreams and aspirations to
become the leading provider in fast and friendly food in the
Phoenix area. Comment by User: You could improve by using
APA style in-text citations. Comment by User: You could
improve by using APA style font color.
Sphere of Influence
Multi-Fry-er is led by a talented CEO and three VP’s
(marketing, finance, and productions) who maintain significant
influence over the direction of the company. While many of the
smaller day-to-day decisions are made by the staff in the truck,
the decisions are influenced by the strategy decisions made by
the corporate office. Corporate leadership maintains an
excellent relationship with lower level management and the
frontline staff and is actively engaged and responsive to what is
happening on the ground. In addition, corporate leadership has
developed a company culture of guided evolution where change
is driven from the top down, but creative implementation is
encouraged at the ground level (Enlarging your sphere of
influence, 2014). This type of relationship fosters trust in
leadership direction as well as encourages problem solving
within the framework of leadership’s vision achieving
successful implementation of the business plan.
Bias

There are many different aspects that can affect a business
in negative ways, one of which is leadership bias. There can be
times when someone in a leadership position can have a
preconceived bias towards an employee, or a particular way of
thinking towards running the business. This is a natural
occurrence but can be a detriment to the team and/or business as
a whole (Grayhill, 2017). There can be instances where this can
be out front and easily remedied by the person, or it can be from
the subconscious part of the brain and done without thought
(Comaford, 2016). There should be little or no instances of this
happening with the Multi-Fry-er. Their solid business plan
leaves little room for error, and as long as it is adhered to every
step of the way. The managers and employees will come
together and form a consensus on any decisions that would need
to be made. There could be a bias towards one of their
suppliers. If one of the managers has a bias toward one
particular farm or grower it could be problematic. This one
producer may not have all the items they would need as the
seasons change each year. They may be able to get some price
breaks by using one grower for all of their needs, but the
quality of the goods would suffer. This could cause the end
product they are serving to decline in quality which could hurt
the customer base, and in turn, the profits. As long as the
decision makers can stay the course and devote time to making
the Multi-Fry-er better, leadership bias can be minimal.
Hurdles Comment by User: You could improve by expanding
on this section by supporting your points with in-text citations.
Multi-Fry-er has clearly identified several hurdles that could be
detrimental to its success. The first hurdle is finding customers.
While the Multi-Fry-er has put a lot of time into the
development of its marketing strategy, the concern is not hitting
the targeted customer in spite best efforts. This is significant
because no matter how great the product and customer base may
be, without a way to properly connect the two, the Multi-Fry-er
will struggle. The second biggest hurdle the Multi-Fry-er face is
keeping up with demand. The Multi-Fry-er anticipates a high

volume of business eventually and has planned accordingly, but
in the initial stages they could run into the issue of either under
or over shooting inventory. If the business takes off quicker
than anticipated, this could prove problematic as well. The third
biggest hurdle the Mulit-Fry-er will have is scaling revenue. For
the business to grow it will have to find ways to continuously
increase revenue. This could prove difficult, only focusing on
fries.
Style/Servant Leadership
Strategic leadership will be present in Multi-Fry-er’s
framework when it comes to management. The leader needs to
possess the characteristics of being able to envision, anticipate,
empower, and support. The leadership styles incorporated in
Multi-Fry-er’s organization are visionary, servant, pacesetter,
and transactional (10 Common Leadership Styles, n.d.). The
visionary leader will work on building a strong organizational
structure in order to help the employees succeed in a quick,
happy, and efficient way that will benefit both employees and
the organization. The servant leader is an integral part of the
team as he or she will seek to serve others needs as a
management style (Mind Tools, n.d.). A servant leader not only
seeks to serve the needs of others but in serving others sets an
example for others to serve one another as well. This concept
pours into the company and flows out from there, positively
affecting team members and the customer. Because Multi-Fry-er
values community, it is committed to helping non-profits and
low-income areas by supporting the community and delivering a
sense of fulfillment and contentment. Pacesetter is a key type of
leadership for Multi-Fry-er in order to encourage the energy and
face paced environment. Lastly, transactional could be
incorporated as focus on financials needs to be a priority and
there needs to be a manager in charge of that area. The
transactional leadership would be applied mainly in the monthly
meetings when reports and analysis have been conducted and
are being shared. All of these leadership types will lead to
Multi-Fry-er being focused on overall direction, organizational

culture, ethics, balanced organizational controls, and sustaining
resource relationships.
Strengths and Weaknesses
Leadership is both an innate and a practical skill that involves
the capability of an individual to manage and provide guidance
to other members of the organization. While different arguments
will present different views of an effective leader, leaders help
themselves and their team to do the right things. As far as
Multi-Fry-er is concerned, this involves setting directions,
building an inspiring vision and innovative practices.
Accordingly, it involves mapping and implementing the
strategic plan and it is dynamic, inspiring and exciting (Root,
2019). Although leaders are expected to set directions, their
positions compel them to use their management skills to guide
their teams in the right direction and in an effective and
efficient way.
Organizational Leadership
Leadership can be used to mean different elements of
organizational management. These includes inspiring
institutional visions for the future, motivating and inspiring
different teams involved to engage with the vision, managing
the delivery of the vision and providing an enabling
environment towards the achievements of organizational
missions and goals (American Management Association, 2019).
Some of the qualities of a good leader include integrity and
honesty, confidence and effective communication skills,
charismatic and ability to inspire others, commitment and
passion for the attainment of organizational goals and
objectives, accountable, empathetic, creative and innovative.
Strengths of a Leader
According to the arguments by Welch, Grossaint, Reid and
Walker, the strengths of a good leader implies their abilities to
practice the qualities of a good leader (2014). These include the
capacity to connect, inspire and effect change. Probably one of
the pressing challenges in any project is to compel other
members of the organization to adopt change. In this regard, it

calls for effective leaders who are able to inspire others
throughout the change process. These leaders set examples in
their teams and when things seem impossible, the employees
will look up to their leaders and see the way to react to different
situations.
Effective leaders are charismatic and assertive and are able to
easily connect with the employees (DuBois, Koch, Hanlon,
Nyatuga & Kerr, 2015). Through this, they are able to influence
change. They will involve all the members of the organization
in decision making processes. This will help bring different
skills and expertise, make the whole team own the process and
minimize any resistance to change. Similarly, good leaders are
effective communicators (DuBois, Koch, Hanlon, Nyatuga &
Kerr, 2015). Effective communication skills help connect with
the members of the organization. As far a stakeholder mapping
and engagement is involved, the different suppliers, customers
and employees of the business need to be brought on board on
the different news and events that concern them. As an effective
communicator, the executive at Multi-Fry-er will clearly
communicate the visions and mission of the organization to the
entire team which will minimize the challenges in the
achievement of the results. Leaders are not only empathetic but
have passion and commitment. While implementing the
McKinsey 7-S Model, the leaders will have to first believe in
the process and support their respective teams to follow suit.
When employees see their leaders getting involved in the
process, it is likely that they will get involved too (Landis, Hill
& Harvey, 2014). They are able to influence respect from the
team which will help their management and feedback process.
Weaknesses of a Leader
Arguably, the weaknesses of a leader are seen when the people
in charge are not able to practice effective leadership skills.
According to the arguments by (Ghasabeh, Soosay & Reaiche,
2015) leadership position involve more than just management
but being on the forefront to invite and implement the change
processes. Pointedly, Steve jobs argued that innovation

distinguishes leaders from followers (Ghasabeh, Soosay, &
Reaiche, 2015). It is likely that leaders will face challenges in
their various roles when they are not creative. Creative thinking
involves developing new idea and helping the team to put the
ideas and organizational goals to reality. In the fast-paced food
industry, limited creativity will not only constrain the
effectiveness of the leader but also lag the whole team which is
likely to demotivate them. Pointedly, limited empathy is a
weakness among the leaders (Landis, Hill, & Harvey, 2014).
This follows that the leaders will use dictatorial style in
managing the different organizational processes and fail to
consider the desires and needs of their subjects. The outcome is
that they lose the touch with their teams and are not able to
achieve the goals and objectives of the organization.
As far as Multi-Fry-er is concerned, leaders are presented with
different challenges including the development and
implementation of organizational visions and missions. The
different responsibilities highlight the different characteristics
of leaders, their weaknesses and their strengths. The strengths
include effective communication skills while the weaknesses
include lack of empathy. These strengths help make an effective
leader and attributed to the achievement (effective and
efficient) of organizational goals and objectives. However,
while the weaknesses presents challenges to the achievement of
organizational goals and objectives, they can be used as
motivating factors and points that need improvement.
Influencing Others
The leadership in Multi-Fry-er’s organization can impact and
influence others easily due to the small amount of staff and
space that the personnel work in. With the smaller scale of
employees, direct attention and focus can be put onto each
relationship encouraging an authentic and respectful workplace
and team. If there are effective leadership styles in the plan,
the results that are expected will be achieved simultaneously
because the staff will be empowered to deliver the utmost
customer service and product with pride and motivation. The

leaders in place need to possess a quality of balance when it
comes to the work culture and unity among employees to create
and sustain a friendly work environment (Craig, 2018). They
need to be supportive with everyone’s roles when it comes to
training and responsibilities with tasks that are delegated, the
leader needs to reinforce accountability which in return will
have the employee feel a sense of ownership while working, and
most importantly, communication skills need to be present and
clear so that all staff including management are on the same
page so that goals and objectives can be achieved and
surpassed.
Conclusion
Leadership serves an important role within a company and the
overall success and influence within the market. The direction
the company goes is determined by the level of engagement of
leadership and their commitment to company’s mission and
vision (Scopus, 2019). Additionally, leadership’s direct
influence and relationship with staff both establishes and
maintains the businesses culture, or the shared values and
beliefs held collectively by a group of individuals with a shared
goal. Leadership’s impact on culture is vital to the delivery of
high-quality services based upon staff satisfaction and desire to
achieve higher performance and productivity standards.
Leadership style and behavior is key to the success of a leader
and their ability to establish their followership and is largely
dependent upon the individual in a leadership roles strengths
and weakness (Scopus, 2019). Leadership must continuously
develop their skills and assure that they do not succumb to
personal bias which can have negative consequences on the
company’s development and growth, specifically related to
business planning and employee support.

References
Comaford, C. (2016). How to work with unconscious bias in
your organization. Retrieved from
https://www.google.com/amp/s/www.forbes.com/sites/christinac
comaford/2016/06/25/how-leaders-bust-unconscious-bias-in-
business/amp/
Craig, W. (2018). 10 Ways Leaders Influence Organizational
Culture. Retrieved from
https://www.forbes.com/sites/williamcraig/2018/10/09/10-ways-
leaders-influence-organizational-culture/#35d7e76456b4
DuBois, M., Koch, J., Hanlon, J., Nyatuga, B., & Kerr, N.
(2015). Leadership Styles of Effective
Project Managers: Techniques and Traits to Lead High
Performance Teams. Journal of Economic Development,
Management, IT, Finance & Marketing, 7(1).
Enlarging your sphere of influence. (2014). Mind Tools.
Retrieved from https://www.mindtools.com/blog/corporate/wp-
content/uploads/sites/2/2014/11/Sphere-Influence.pdf
Ghasabeh, M. S., Soosay, C., & Reaiche, C. (2015). The
emerging role of transformational leadership. The Journal of
Developing Areas, 49(6), 459-467.
Graybill, M. (2017) 4 Steps to Removing Leadership Bias.

Retrieved From: https://aboutleaders.com/4-steps-to-removing-
leadership-bias/#gs.6xw5vk Comment by User: You could
improve by listing your references using APA style.
James, K. H. (2018). Small Business Owner Hurdles.Retrieved
from
https://www.freshbooks.com/blog/small-business-owner-hurdles
Landis, E. A., Hill, D., & Harvey, M. R. (2014). A synthesis of
leadership theories and styles.
Journal of Management Policy and Practice, 15(2), 97.
Root, G. N. (2019). Small Business Leadership. Retrieved from
https://smallbusiness.chron.com/advantages-participative-
leadership-17629.html
Scopus, C. (2019). Leadership in Today’s Organizations.
Retrieved from
https://www.scopus.com/record/display.uri?eid=2-s2.0-
84892507982&origin=inward&txGid=5fd697b18052358a5d9295
538148bd7e
Servant Leadership Putting Your Team First, and Yourself
Second. (n.d.). Retrieved from
https://www.mindtools.com/pages/article/servant-leadership.htm
Ten Common Leadership Styles. (n.d.). Retrieved from
https://www.indeed.com/career-advice/career-development/10-
common-leadership-styles
The 6 Skills for Managers and Leaders. (2019). Retrieved from
https://www.amanet.org/training/promotions/six-skills-for-
managers-and-
leaders.aspx
Welch, D., Grossaint, K., Reid, K., & Walker, C. (2014).
Strengths-based leadership
development: Insights from expert coaches. Consulting
Psychology Journal: Practice
and Research, 66(1), 20.
low. You discussed the leader’s sphere of influence and impact
on the implementation of your business plan, leadership bias

and how could it impact the development or progress of your
organization’s development, the hurdles you anticipate, the
leadership style(s) the leader in your organization have to
demonstrate, how could you incorporate Servant Leadership, the
strengths and weaknesses as they relate to your business and
how can leadership in your organization impact and influence
others to deliver the results you expect. However, you could
improve by expanding on the hurdles you anticipate by
supporting your points with in-text citations. Your argument
would be stronger if it was backed by information from your
research. I suggest that you support your points from
information from you research. There are paragraph transitions
present, logical and maintain the flow throughout the paper.
Overall, your paper is clear and easy to follow and the tone is
appropriate for formal academic writing. The sentences are
clear and concise. In general, your sentences are well-
constructed. The assignment included a title page and reference
page. There are a few APA errors. I suggest that you follow the
APA Style Guide. Make sure to spend more time with the APA
guidelines found in the APA Style Guide, located in the Student
Success Center, to polish APA skills with font color, in-text
citations and listing references. APA Style uses headings to
separate and classify paper sections. The assignment is laid out
with effective use of headings. You have a few grammar and
word choice errors throughout the paper. Thanks again for your
paper. Best Regards, Ed Miller

Slawson,
Peterson
April 7, 2019
9
Capstone: Week 5
Multi-Fry-er has adopted a quality management framework
that has helped in running activities effectively. The company is
also considered as one of the best performing companies in the
food industry. The reason for its success is based on the
adoption of the best financial system. Multi-Fry-er uses its
financial system to assess the number of sales, cost of budget,
labor requirement and purchasing. The company’s financial
system has enabled it to remain organized and tracking all the
finances; this has played an imperative role in creating a
competitive advantage and outcompeting other food companies
in the industry. The company uses QuickBooks for reporting all
the transaction activities as well as analyzing the profit and loss
statement. Presented is the Multi-Fry-er pro forma statement,
which is used in forecasting and planning for business
operations. Additionally presented is the company Break-even
point analysis, business strategy, and financial business
management.
Three-year pro forma income statement
Pro forma income statements are an important part of business

planning, providing a means to estimate necessary data to create
budgets and cash flow forecasts and secure financing. Critical
to the success of a pro forma statement is the assumptions that
underlie the projections (Pro forma statements, n.d.). The Multi-
Fry-er’s revenue projections for the first year are based on
lunchtime sales. If average food sales are assumed to be $5.50
and with an average of 100 customers served per day and the
truck is open 5 days a week for 50 weeks out of the year, first
year food revenue is projected to be $137,500. Beverage sales
are expected to be half of food sales, bringing gross revenue to
$206,250. In the second year, Multi-Fry-er anticipates serving
150 lunches per day and in the third year, Multi-Fry-er will add
a second truck, doubling their sales projections. Expenses are
based on industry standards including food and beverage costs
at 30% of sales and labor at 30% of sales (Myrick, n.d.). The
remaining expenses also following industry averages, providing
a realistic expectation of projected expenses. The resulting
projections show a net income before taxes of $13,308 in the
first year. Net income projection for the second year of
$109,115 reflects an increase in sales and the addition of
franchise income. Finally, net income projections for the third
year approach $273,071 with the addition of a second truck and
growth in the franchises.
Break-even point
The break-even point is a critical analysis for any business. It is
crucial for a business to understand how many products must be
sold in order to cover their expenses (Importance of break-even
analysis, 2017). The Multi-Fry-er must sell 20,967 lunches (at a
price of $8.25 per lunch) to break-even over the course of the
year in both 2019 and 2020. From the first to second year fixed
and variable costs remain consistent, affording the company a
higher profit margin with a similar break-even point. With the
addition of another truck in 2021 and the increased expenses
that go along with operating a second truck, the Multi-Fry-er
must sell 39,979 lunches which is nearly double the break-even
point of the first two years. The pro forma income statements

indicate the Multi-Fry-er is comfortably above this range, and
as shown in its three-year projection, able to surpass the break-
even point a little more each year.
Investment capital
For many businesses, investment capital is needed to help get a
business off the ground. Whether it is from banks, business
partners, angel investors, or parent companies, investment
capital can be used to acquire the necessary fixed assets to get
take a business from a dream to reality (Ward, 2018). In the
case of Multi-Fry-er, their main acquisition will be their food
truck. This will essentially be a rolling kitchen and will be an
expensive necessity that will need to pass the same type of
inspections as any other restaurant. In the Phoenix area, food
trucks can cost an anywhere from $21,000 to $118,000 for a
used food truck (Food trucks for sale, 2019). This price could
be doubled if Multi-Fry-er were to create and build their own
equipment from scratch.
A bank loan should be the first avenue taken to secure
financing. Restaurant start-ups however tend to be risky for an
investor because of the volatility of the market (Ward, 2018).
Other sources of financing such as Kabbage, OnDeck, BlueVine,
and Funding Circle are all different avenues should the bank
angle fall short. The main drawback is most of these institutions
require the recipient of the loan to be in business for a least 1
year, some even longer (Small business loans, 2019). This could
easily prevent new small businesses from using these services.
If a small business loan is granted, these funds would need to be
added into the monthly costs of the business. Timely repayment
of this loan would ultimately help Multi-Fry-er if they decide to
upgrade their equipment or expand their business in the future
by creating a good track record with the lending institution.
This would make additional funding, if needed, easier to come
by.
Financial Business Strategy
First and foremost, in order for Multi-Fry-er to obtain strategic
financial business management it needs to define its objectives

in order to quantify and qualify it’s resources to plan to achieve
its goals and maximize on capital resources. Multi-Fry-er aims
to manage the financial business strategy in a way that will set
itself up for success and profit in a timely and realistic fashion.
It is known that financial plans focus on the long-term gains for
a company, therefore long-term and short-term goals are
essential to the process (Merritt, n.d.). A financial plan will be
designed to offer the organization with a vivid picture of
inflows and outflows of its financial resources, including
sources of funds, and uses of these funds. Financial planning
should incorporate the process of determination of the
company’s goals, policies, and procedures within the financial
sphere (Bhat, 2008). The organization’s financial planning
should include activities that are related to the functions of
finance and the determination of the company’s overall
financial goals and objectives. Therefore, there are various
steps that the company can take to ensure that it develops a
sound financial plan and policy. For instance, the organization
should develop a simple financial structure that is practically
applicable. In addition, the company should work to ensure that
the scope of its operations are clear. This step can go a long
way to ensure that the needs for the capital are estimated as
accurately as possible. Further, the organization should ensure
that its financial strategies and policies meet the contingencies
or emergency needs.
Budgeting will help Multi-Fry-er in the financial planning
because efficiency will be gained by focusing on a reduction of
waste. Operating costs are a huge objective that needs to be
budgeted and monitored in order to make sure sufficient funds
stay steady throughout the operation. Operating costs can be
understood and reduced through the development of a
comprehensive operating budget. Operating budgets relate to
several activities and operations of the organization. These
areas may include sales, purchases, production, as well as
account receivables (Gulati & Singh, 2013). They focus on
revenues and expenses that are associated with those activities.

For instance, one of the most important operating budgets is the
sales budget. In regards to management of the financial
information, the Multi-Fry-er the management team will collect
data weekly, analyze it, consistently make financial decisions
that are favorable for the company. Analysis of variances and
trends will be used to forecast for the remainder of the year and
identify any issues that might arise.
Key Financial Ratios
The Multi-Fry-er will utilize four key financial ratios to
measure organizational performance and ultimately determine
success of the organization. Management will use the prime
costs to total costs financial ratio to determine expenses for
food, beverages and staff. Prime costs to total costs should
equal approximately 65% of a prepared food business’ total
sales (Hanson, 2019). Secondly, the Multi-Fry-er’s management
will calculate specific food costs to total cost. This ratio will
determine the breakdown of specific products offered. Using the
food cost to total cost metric will prove useful when adjusting
the Multi-Fry-er’s menu to include certain seasonal food items.
Next, the Multi-Fry-er will utilize the inventory turnover ratio
to determine the adequate amount of food purchases. An
inventory turnover ratio metric that is higher than the standard
industry level represents the purchase of insufficient inventory,
a lack of utilization of quantity discounts and a risk of
shortages (Hanson, 2019). On the other hand, a calculation that
is under the industry standard means that too much food is
being purchased, business has slowed, or food quality is
potentially declining due to the lack of fresh products, which
may potentially have a direct impact on long-term sales. Lastly,
the Multi-Fry-er will use the current ratio which measures the
liquidity of an organization. The current ratio will measure
organizational performance by showing the Multi-Fry-er’s
ability to pay for items in the short term, including food,
beverages and staff wages (Hanson, 2019). These four key
financial ratios will measure organizational performance of the
Multi-Fry-er and provide a roadmap to financial success and

long-term profitability.
Conclusion
Multi-Fry-er’s pro forma income statement demonstrates a
modest gain in the first year of operation, with steady growth
during the next two years. Adding a new truck in the third year
will increase net income and will help Multi-Fry-er continue to
grow their business and establish their name in the food truck
industry. By expanding their business through a franchise
business model, the Multi-Fry-er will bring in additional income
and expand its brand nationally (Murray, 2017). Using the local
resources and establishing positive business relationships with
suppliers, allow the Multi-Fry-er to keep food costs down and
remain competitively priced. By utilizing start-up funds,
managing the operating costs closely, and minding inventory
turnover, Multi-Fry-er can continue to make this a successful
business endeavor.
References
Bhat, S. (2008). Financial management: Principles and practice.
New York: Excel Books India.

Gulati, S., & Singh, Y.P. (2013). Financial Management. New
York: McGraw Hill.
Food trucks and carts for sale. (2019). Retrieved from
https://roaminghunger.com/market_trucks/buy/ Comment by
User: You could improve by listing your references using APA
style.
Hansen, K. (2019). Financial ratios: Complete list and guide to
all financial ratios. Corporate Finance Institute. Retrieved from
https://corporatefinanceinstitute.com/resources/knowledge/finan
ce/financial-ratios/
Importance of break-even analysis. 2017. Retrieved from
http://rothschroderpc.ca/2017/07/importance-breakeven-
analysis/
Merritt, K. (n.d.). 9 Financial data points that inform business
strategy. Retrieved from
https://www.accountingdepartment.com/blog/9-financial-data-
points-that-inform-business-strategy
Murray, F. (2017). How does the franchisor make money.
Retrieved from
https://www.franchisedirect.co.uk/information/howdoesthefranc
hisormakemoney/
Myrick, R. (n.d.). Food truck food & labor cost percentages.
Retrieved from https://mobile-cuisine.com/accounting/food-
truck-food-labor-cost-percentages/
Pro forma statements. (n.d.). Inc. Retrieved from
https://www.inc.com/encyclopedia/pro-forma-statements.html
Small business loans. (2019) U.S. News. Retrieved from:
https//loans.usnews.com/small-business
Ward, S. (2018) Capital investment in business: Two uses in
business. Retrieved from
https://www.thebalancesmb.com/capitalinvestment-2948114
low. Your assignment met the minimum word count

requirement. You wrote a financial plan that included a three-
year Pro Forma income statement, the break-even point, and
possible sources for investment capital if required, explained
how you will use financial information to help you craft your
business strategy, and identified the key financial ratios you
will use to measure the performance of your organization to
determine success. However, you could improve by
incorporating the pro forma income statement within the body
of the text. Furthermore, the points are supported with in-text
citations. There are paragraph transitions present, logical and
maintain the flow throughout the paper. Overall, your paper is
clear and easy to follow and the tone is appropriate for formal
academic writing. The sentences are complete, clear, and
concise. In general, your sentences are well-constructed. The
assignment included a title page and reference page. There are a
few APA errors. I suggest that you follow the APA Style Guide.
Make sure to spend more time with the APA guidelines found in
the APA Style Guide, located in the Student Success Center, to
polish APA skills with listing references. APA Style uses
headings to separate and classify paper sections. The
assignment is laid out with effective use of headings. You have
a few grammar and word choice errors throughout the paper.
Thanks again for your paper. Best Regards, Ed Miller
201920202021
Revenue
Food Sales (1)137,500$ 206,250$ 412,500$
Beverage Sales68,750 103,125 206,250
Franchise Fee Revenue (2)- 75,000 157,500
Total Sales206,250 384,375 776,250
Cost of Sales (3)
Food and Beverage Cost 61,875 92,813 185,625
Salaries and Wages 61,875 92,813 185,625
Total Cost of Goods Sold123,750 185,625 371,250
Gross Profit82,500 198,750 405,000
Operating Expenses

Advertising (4)2,400 2,400 2,400
Commissary (5, 6)4,800 4,800 9,600
Fuel (4, 5)500 500 1,000
Insurance (5, 7)2,500 2,500 5,000
Legal and Professional Fees1,200 1,500 2,000
License and Permit Fees (8)1,015 640 640
Miscellaneous Expenses3,877 3,595 3,289
Office Supplies1,200 1,200 1,200
Office Space6,000 6,000 6,000
Phone and Internet1,200 1,200 1,200
Repairs and Maintenance (5)5,000 5,000 10,000
Space Rental Fees for Events (5, 9)7,800 7,800 15,600
Salaries and Wages, Administrative30,000 50,000 70,000
Supplies (4)1,200 1,750 3,000
Uniforms500 750 1,000
Total Operating Expense69,192 89,635 131,929
Net Income13,308$ 109,115$ 273,071$
Notes:
1. Average lunch sales of $8.25 per customer. Multi-Fry-er is
open for lunch 5 days a week, 50 weeks of the year (Survey
results, 2017).
2. Projection of 5 new franchised trucks in 2020 and 8 new
franchised trucks in 2021, plus 5 trucks from 2020 paying 5% in
estimated revenue in 2021 (20 Best, n.d.).
3. Average food truck food costs are 28-35% of sales and
average labor costs are 20-30% of sales (Myrick, n.d.).
4. (Food truck projected income statement, 2015)
5. Reflecting additional truck placed into service in 2021.
6. (The complete breakdown of food truck operation costs, n.d.)
7. (Thune & Spates, 2019)
8. The figures reflect both local (Mobile vending and mobile
food vending, 2012) and county (Mobile food truck III
guidelines, n.d.) permit and licensing costs .
9. Anticipated event costs of $150 per weekend (Mobile food
truck III guidelines, n.d.).
References

Food truck projected income statement. (2015). Retrieved from
https://blog.projectionhub.com/wp-
content/uploads/2015/11/Food-Truck-Projected-Income-
Statement.pdf
Mobile Food Truck III Guidelines. (n.d.). Retrieved from
https://www.maricopa.gov/DocumentCenter/View/29645/Mobile
-Food-Type-III-Guidelines-PDF
Mobile Vending and Mobile Food Vending. (2012). Retrieved
from
https://www.phoenix.gov/cityclerksite/Documents/mvbro.pdf
Myrick, R. (n.d.). Food truck food & labor cost percentages.
truck-food-labor-cost-percentages/
Survey Results: What is the Average Income for a Food Truck
Vendor? (2017). Retrieved from
https://foodtruckempire.com/news/survey-income/
The complete breakdown of food truck operation costs. (2014).
Retrieved from https://foodtruckempire.com/how-to/costs/
Thune, K., & Spates, D. (2019). Food Truck Insurance Cost,
Coverage & More. Retrieved from
https://fitsmallbusiness.com/food-truck-insurance-cost-
coverage/
20 Best Food Truck Franchise Business Opportunities for 2019.
(n.d.). Retrieved Afrom
https://www.profitableventure.com/best-food-truck-franchises/
MULTI-FRY-ER
Pro Forma Income Statement
For years ending 2019 through 2021
Sheet1MULTI-FRY-ERPro Forma Income StatementFor years
ending 2019 through 2021201920202021RevenueFood Sales
(1)$ 137,500$ 206,250$ 412,500Beverage
Sales68,750103,125206,250Franchise Fee Revenue (2)-
75,000157,500Total Sales206,250384,375776,250Cost of Sales
(3)Food and Beverage Cost 61,87592,813185,625Salaries and
Wages 61,87592,813185,625Total Cost of Goods

Sold123,750185,625371,250Gross
Profit82,500198,750405,000Operating ExpensesAdvertising
(4)2,4002,4002,400Commissary (5, 6)4,8004,8009,600Fuel (4,
5)5005001,000Insurance (5, 7)2,5002,5005,000Legal and
Professional Fees1,2001,5002,000License and Permit Fees
(8)1,015640640Miscellaneous Expenses3,8773,5953,289Office
Supplies1,2001,2001,200Office Space6,0006,0006,000Phone
and Internet1,2001,2001,200Repairs and Maintenance
(5)5,0005,00010,000Space Rental Fees for Events (5,
9)7,8007,80015,600Salaries and Wages,
Administrative30,00050,00070,000Supplies
(4)1,2001,7503,000Uniforms5007501,000Total Operating
Expense69,19289,635131,929Net Income$ 13,308$ 109,115$
273,071Notes:1. Average lunch sales of $8.25 per customer.
Multi-Fry-er is open for lunch 5 days a week, 50 weeks of the
year (Survey results, 2017). 2. Projection of 5 new franchised
trucks in 2020 and 8 new franchised trucks in 2021, plus 5
trucks from 2020 paying 5% in estimated revenue in 2021 (20
Best, n.d.). 3. Average food truck food costs are 28-35% of
sales and average labor costs are 20-30% of sales (Myrick,
n.d.).4. (Food truck projected income statement, 2015)5.
Reflecting additional truck placed into service in 2021.6. (The
complete breakdown of food truck operation costs, n.d.)7.
(Thune & Spates, 2019)8. The figures reflect both local (Mobile
vending and mobile food vending, 2012) and county (Mobile
food truck III guidelines, n.d.) permit and licensing costs .9.
Anticipated event costs of $150 per weekend (Mobile food truck
III guidelines, n.d.). ReferencesFood truck projected income
statement. (2015). Retrieved from
https://blog.projectionhub.com/wp-
content/uploads/2015/11/Food-Truck-Projected-Income-
Statement.pdfMobile Food Truck III Guidelines. (n.d.).
Retrieved from
https://www.maricopa.gov/DocumentCenter/View/29645/Mobile
-Food-Type-III-Guidelines-PDFMobile Vending and Mobile
Food Vending. (2012). Retrieved from

https://www.phoenix.gov/cityclerksite/Documents/mvbro.pdfMy
rick, R. (n.d.). Food truck food & labor cost percentages.
truck-food-labor-cost-percentages/Survey Results: What is the
Average Income for a Food Truck Vendor? (2017). Retrieved
from https://foodtruckempire.com/news/survey-income/The
complete breakdown of food truck operation costs. (2014).
Retrieved from https://foodtruckempire.com/how-
to/costs/Thune, K., & Spates, D. (2019). Food Truck Insurance
Cost, Coverage & More. Retrieved from
https://fitsmallbusiness.com/food-truck-insurance-cost-
coverage/20 Best Food Truck Franchise Business Opportunities
for 2019. (n.d.). Retrieved Afrom
https://www.profitableventure.com/best-food-truck-franchises/
Slawson,
Peterson
March 24, 2019

8
Capstone: Week 3
No matter what business you are in, whether it is small and
family owned, a larger corporation with many outlets, or
something as simple as a food truck, a marketing plan is a
necessity. Knowing where the business fits within the system or
market is key to any sort of success. The Multi-Fry-er will show
through research of a SWOT analysis that keys in on the
strengths, weaknesses, opportunities and threats they may face,
where their business lies. They will also analyze the 4 P’s;
product/positioning, pricing, promotion, and placement, as well
as the 4 I’s; intangibility, inconsistency, inseparability, and
inventory. A close examination of this data will help The Multi-
Fry-er pinpoint where their plan will work best. It will all start
with one of the important questions for any firm which is, what
is The Multi-Fry-er’s target market? Comment by User:
You could improve by using APA style indenting.
Target Market Comment by User: You could improve by
writing 2 sections the target market and the size of the target
market.
The Multi-Fry-er appeals to foodies of all sorts, including
vegetarians. The target market includes event goers ages 21-40.
These individuals are technologically adept (ie: often on their
phones and social media). They follow the latest trends and
enjoy updated takes on the classic fare (such as the many
sophisticated varieties of grilled cheese or mac-n-cheese or hot
chocolate). Thus, the Multi-Fry-er with its updated take on
French fries is poised to appeal to them. They are eco-conscious
and want sustainable, environmentally friendly products and
will appreciate Multi-Fry-er’s partnership with local farmers
and sustainable frying practices, including the use of air fryers
and oil recycle programs. Many of the members in this target
market are craft beer aficionados, making the Multi-Fry-er’s
collaborations with local breweries a big hit. And of course,

French fries and beer go great together! Comment by User:
You could improve by supporting your points with an in-text
citation.
In the Phoenix area alone, there are more than 200,000 21-40
years old’s (Current population, n.d.). Phoenix hosts more than
150 festivals every year (Frigerio, 2018 and 2019). There is
even an event dedicated to fries, the Fried: French Fry and
Music Festival. And festivals are only one market that the
Multi-Fry-er operates in. In addition to festivals, Multi-Fry-er’s
target market can be found in and around Phoenix’s 35 college
campuses (My college options, n.d.). Finally, brewery
partnerships expose the Multi-Fry-er to even more French fry
fans. Comment by User: You could improve by expanding
on the size of the target market.
SWOT Analysis Comment by User: You could improve by
discussing your SWOT analysis within the body of the text.
Strengths:
-Niche market with French fries
-Menu variety with healthy options
-Exclusive contracts with events and venues with high
attendance
-Mobile business can go where there are business opportunities
-Easy to eat and vegan options
-Small staff with minimal training
-Community building business
Weaknesses:
- Non-proprietary recipes that could lead to increase in
competition
-Shortages in menu items due to local supply (Myrick, n.d.)
-Minimal space due to limited size of cooking area/food storage
-No sit-down space, always grab and go
-No consistent location, difficult for advertising
Opportunities:
-Growing industry as local events become more and more
popular
-Cultural following possible with loyal customer base

-Plans to build a strong social media presence (Myrick, n.d.)
-Franchise opportunity in multiple areas with strong following
and customer base
-Adding locations is easy
Threats:
-High competition at event venues without exclusivity
-Potential licensing issues may prevent business at certain
venues (Myrick, n.d.)
-Choosing low-attendance events / venues
-Increased fuel and ingredient costs
-Change in permit requirements
-Economic recession could lead people wanting to eat in
The 4 P’s
Product/Positioning
Multi-Fry-er will use the highest quality, local ingredients so
that they can remain tied to the community as well as giving
customers a firm understanding of what they are eating and
where it came from. Multi-Fry-er will position this as a positive
attribute to their food trucks over the others that may throw
together higher priced, processed or prepackaged foods. Multi-
Fry-er products will stand out amongst the others as versatile,
with vegan/vegetarian options, as well as plenty for the
carnivore in each family!
Pricing
Thanks to very lean operating processes and a focus on local
suppliers, Multi-Fry-er is able to sustain competitive pricing.
Utilizing local suppliers for produce and other supplies is really
what sets Multi-Fry-er apart from its competitors. Multi-Fry-er
is not only able to set the bar high for quality, but offer it at a
premium price. While pricing may vary a little form one end of
the menu to the other, as Multi-Fry-er has a wide range of
treats, Multi-Fry-er guarantees to have something to meet
everyone’s budget.
Promotion
Multi-Fry-er will promote through a user-friendly website and

social media including Facebook, Instagram, Twitter and
Snapchat. Establishing a strong relationship with the customer
base will help ensure that customers visit the truck, even with
the changing locations. Multi-Fry-er will also work closely with
the popular events to ensure that promotion of Multi-Fry-er is
prominent on all the marketing materials for the event (Myrick,
n.d.).
Placement
Since Multi-Fry-er is mobile, strategy is an important part of
the business plan. Multi-Fry-er will establish contracts with
popular venues for exclusive vending at events. The Food truck
will also be scheduled throughout the week to make routine
stops at businesses with 50+ employees. Lastly, Multi-Fry-er
will conduct business at popular weekend events with projected
high attendance (Myrick, n.d.).
The 4 I’s Comment by User: You could improve by supporting
your points with an in-text citation.
Intangibility
Intangibility really comes into play with Multi-Fry-er’s business
model because this is where the item can’t be touched or seen
before the customer makes a purchase. Multi-Fry-er will focus
on providing a fully detailed menu with proper pictures and
adequate descriptions of toppings and options in order for the
customer to connect their taste buds with the available product.
Inconsistency
Inconsistency will be a struggle internally, but Multi-Fry-er will
set itself up so that the customers will always have a consistent
experience when it comes to the food, pricing, and customer
service. Multi-Fry-er will be able to purchase products via
wholesale pricing in order to budget for consistent prices on the
menu. As far as customer service goes, with training and quality
control the customer will be receiving the same customer
service experience from all staff members.
Inseparability Comment by User: You could improve by
expanding on this section.
The inseparability between services and providers that Multi-

Fry-er will deal with is the food truck itself with vendors for
food and supplies, social media platforms, and technology to
run transactions.
Inventory Comment by User: You could improve by
expanding on this section.
Inventory will be something that requires a lot of focus and
attention because Multi-Fry-er’s products are perishable. Since
the products are perishable the demand for service becomes
very important.
Conclusion
There are many products aimed at 21-40-year old’s in the
greater Phoenix area, but Multi-Fry-er stands uniquely poised to
capture a substantial portion of the food truck industry share.
With a focus on event attendance and local business
partnerships, both at the food supply level and with craft
breweries, Multi-Fry-er is ready to meet its market on their
terms. Coupled with excellent customer service and up-to-the
minute social media promotion, Multi-Fry-er will create a
unique relationship with their customers that will keep them
coming back for more. And by keeping an eye on the areas of
weakness or concern, Multi-Fry-er will tackle concerns before
they become problems. Through a solid understanding of who
their customers are and what the customers want, Multi-Fry-er
will continue to raise the bar and stay ahead of the competition.
References
College search. (n.d.). Retrieved from
https://www.mycollegeoptions.org/college-
search/AZ/Arizona/0/Phoenix.aspx Comment by User: You
could improve by listing your references using APA style.
Current Phoenix, Arizona population, demographics and stats in
2019, 2018. (n.d.) Retrieved from
https://suburbanstats.org/population/arizona/how-many-people-
live-in-phoenix
Fried: French fry music festival. (n.d.). Retrieved from
https://www.universe.com/events/fried-french-fry-music-

festival-tickets-phoenix-J1S2CB
Frigerio, J. (2018). Phoenix festivals 2018: 90+ food, drink,
music and art festivals you cannot miss this fall and winter
Frigerio, J. (2019). Phoenix festivals 2019: 70+ food, music,
and art festivals you do not want to miss this spring. Retrieved
from https://www.abc15.com/entertainment/events/phoenix-
festivals-2018-90-food-drink-music-and-art-festivals-you-
cannot-miss-this-fall-
winterhttps://www.abc15.com/entertainment/events/phoenix-
festivals-2019-70-food-music-and-art-festivals-you-do-not-
want-to-miss-this-spring
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2015). Strategic
management: Competitiveness & globalization (11th ed.).
Stamford: Ct. Cengage Learning. Comment by User: Each
source you cite in the paper must appear in your reference list;
likewise, each entry in the reference list must be cited in your
text.
Jones, A.J. (2017). Four P’s of Marketing. Retrieved from
https://www.investopedia.com/terms/f/four-ps.asp Comment by
User: Each source you cite in the paper must appear in your
reference list; likewise, each entry in the reference list must be
cited in your text.
Myrick, R. (n.d.). Food truck industry growth trends. Retrieved
from https://mobile-cuisine.com/off-the-wire/food-truck-
industry-growth-trends/
Myrick, R. (n.d.). Developing a SWOT Analysis for Your
Mobile Food Business. Retrieved from https://mobile-
cuisine.com/business/swot-analysis-mobile-food-business/
Myrick, R. (n.d.). The 4Ps Of Food Truck Marketing | Mobile
Cuisine. Retrieved from https://mobile-
cuisine.com/marketing/the-4ps-of-food-truck-marketing/
low. Your assignment met the word count requirement. You
wrote a marketing plan which described the target market,
identified the size of your potential target market, included a

SWOT analysis, and described the 4Ps of marketing in your
organization. However, you could improve by expanding on
your description of the target market, the size of your potential
target market, SWOT analysis, and the 4Is of marketing in your
organization. Furthermore, not all of your points are supported
with in-text citations. Your argument would be stronger if it
was backed by information from your research. I suggest that
you support your points from information from you research.
There are paragraph transitions present, logical and maintain the
flow throughout the paper. Overall, your paper is clear and easy
to follow and the tone is appropriate for formal academic
writing. The sentences are complete, clear, and concise. In
general, your sentences are well-constructed. The assignment
included a title page and reference page. There are a few APA
errors. I suggest that you follow the APA Style Guide. Make
sure to spend more time with the APA guidelines found in the
APA Style Guide, located in the Student Success Center, to
polish APA skills with indenting, in-text citations and listing
references. Moreover, each source you cite in the paper must
appear in your reference list; likewise, each entry in the
reference list must be cited in your text. APA Style uses
headings to separate and classify paper sections. The
assignment is laid out with headings. You could improve by
including a size of the target market headings to separate and
classify that section of your paper. You have a few grammar and
word choice errors throughout the paper. Thanks again for your
paper. Best Regards, Ed Miller

Slawson,
Peterson
March 31, 2019
16
Capstone: Week 4
A thorough organization and operational plan is essential
to run a successful business. Without a written plan in place, an
organization may struggle to implement vague ideas. Worse yet,
lack of a written plan may mean employees are working toward
differing goals leading to confusion or disaster (Fontinelle,
n.d.). The Multi-Fry-er avoids any confusion with clear,
integrative, and effective written plans including an
organizational plan featuring a strong management team layout,
the seven elements of a McKinsey 7-S Analysis, and a sound
business-level strategy and an operational plan featuring a
comprehensive supply chain, sound business partners and
suppliers, operational effectiveness, and value chain
components.
Organization Plan
Management Team
Multi-Fry-er management is comprised of seven full-time
employees. Any additional assistance will be acquired on a part-

time basis if needed; such as lawyers and consultants. This
section describes the functional areas and the management skills
and talents required of each area head. The multi-fry-er
management team is comprised of four divisions; financial,
production, marketing, and finance and administration.
Marco Silver will be the CEO/President in charge of financing
and administration division. The 47-year-old has strong
corporate governance and management skills in the fast food
and restaurant businesses for ten years. Before starting Multi-
Fry-er, he was the CFO and GM of Café Fino coffee company.
He graduated from the University of Southern California with
Second Class Honors in Accounting and finance. Ever since he
has held multiple positions and further academic growth
opportunities. He has acute awareness in financial matters, acts
decisively, integral, consistent, a listener and a communicator
as well as a visionary leader (AMA, 2019).
John Paul, vice president of the production division, will head
the department that is of a significant team member in Multi-
Fry-er. The 29-year-old will concern himself with the
operations of the chefs, suppliers, and purchasing as well as
other miscellaneous operations surrounding the production
department. Antonio Pierre has worked as a production manager
at a milk company for eight years ever since graduating from
the University of Brazil. He will oversee and supervise the
business in the production department. This leader will exhibit
high talents and skills of problem solving, communication
skills, ability to set priorities and delegate work to the public
relation and sales manager who will directly report to him.
The public relation manager, Georges Brian, a 31-year-old will
serve the role of creating and maintaining a public image for
Multi-Fry-er by communicating to the public of the delicacies
provided and the health quality of the product. After his
graduation from Texas State University, Brian has had a series
of career opportunities and growth in the international
marketing business and state office administration. Also, with
his excellent communication and networking skills, he will be

central in maintaining the organization's networking and social
media affairs. Selina Casey will be the key to producing as the
sales manager. The products created will be heading her way to
sales management. She is highly qualified for this role with a
Master degree from Boston University. The 27-year-old is
excellent at team working, networking abilities, analytical
abilities, and communication skills (AMA, 2019) and will use
all these and collaborate with the public relation manager to
supervise the sale staff.
The vice president in charge of marketing will oversee the
matters concerning Multi-Fry-er marketing operations and
promotional activities. Janet Ari, a 32-year-old completed her
MBA in the FIU and worked with the PepsiCo in the US as a
marketer. She has also worked as an International Sales and
Marketing Representative for a major insurance firm in San
Francisco. Her role will be to develop and implement marketing
plans for Multi-Fry-er business to improve brand awareness
while reviewing the marketing budgets. She is a good
communicator with excellent networking abilities, commercially
aware of the local business needs, excellent numerical skills,
communication skills and very adaptive to market affairs.
These management skills will work best to ensure the business
penetrates the market strategically. The diagram below presents
a flow chart for the organization.
President
CEO
!
---------------------------------------------------------------------------
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! ! !
! ! !
VP of Finance VP of Production VP of Marketing
!
!
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! !

! !
Public Relations Manager Sales Manager
!
!
-----------------
Sales Staff
McKinsey 7-S Assessment/Model
An examination of the seven interdependent elements of the
McKinsey 7-S Assessment demonstrates Multi-Fry-er’s
organizational alignment. Strategy: Multi-Fry-er’s strategy is to
create an entirely different experience in the world of quick
food by providing outstanding customer service and unexpected
french fry options within an environmentally friendly operation.
By offering seasonal french fry varieties and toppings (think
pumpkin spice in the fall and red, white, and blue fries for
Independence day) and consistent customer interaction (Multi-
Fry-er’s staff cares about building relationships with their
customers), Multi-Fry-er is able to respond to competitive
pressures by other food trucks and restaurants while building
their brand awareness (Price, n.d.). Multi-Fry-er is also
sensitive to their customers desires. The company follows the
latest food trends and menu items are changed accordingly. In
the same way, the Multi-Fry-er is sensitive to changing needs in
the environment. Multi-Fry-er leads the way with clean frying
options and oil recycling programs. By partnering with organic
suppliers and keeping up on the latest science in the industry,
the Multi-Fry-er’s strategy is utilize its passion for
environmentalism to differentiate itself from the
competition.Structure:
The management team is divided into four divisions; financial,
purchasing, human resources, and public resources. These four
divisions combine to create the board that heads The Multi-Fry-
er. While each division has its own scope of responsibility, they
form the managerial hierarchy that finalizes all major decisions
and send all direction downward. The beauty in the Multi-Fry-

er’s four top tier departments collaborating to form this board is
the separation of power and the checks and balances afforded by
the equality of all four divisions. This board organizes and
aligns its priorities by addressing issues within all departments
and acting collectively in the best interest of the organization
and all interested parties. In spite having a board oversee the
decisions within the organization, the Multi-Fry-er encourages
input and contribution from all levels, in alignment with a
servant leadership management style. Systems:
Multi-Fry-er has total quality management systems that run the
organization effectively and efficiently. Total quality
management is a process that focuses on committing to the
customer to make continuous improvements while empowering
the employees in the organization (Hitt, Ireland & Hoskisson,
2015). Total quality management systems focus on customer
satisfaction, both increasing and improving it, cutting costs, and
reducing time to introduce new products (Hitt, Ireland &
Hoskisson, 2015). As far as financial systems, Multi-Fry-er
utilizes systems to analyze sales forecasting, budget cost,
purchasing, and labor usage (2018). By utilizing these systems
to stay organized and on track financially, Multi-Fry-er will
create a competitive advantage over other food trucks in the
industry.
QuickBooks Online will be used for HR, reporting, transaction,
and storing purposes as Multi-Fry-er can make use of the
reports section in the system to analyze the profit and loss
statement and many other segments. The other positive to using
QuickBooks online is the fact that it is accessible remotely. For
document storage, Multi-Fry-er has an in-home office space
where confidential documents are locked up and stored in filing
cabinets for legally determined time frames.
The controls are being monitored and evaluated by the
operational manager and all information is shared to each
employee so that everyone is on the same page when it comes to
goals and how to strategically achieve them. Daily and weekly
reports are used in order to implement monitoring daily and

analyze the trends to see where Multi-Fry-er might need to
make up in order to increase revenue. The reports include
progress and sales, recommendations from the staff about status
and then actions that need to be done in order to continue
operations successfully. Once the reports are reviewed and all
staff members are on the same page, changes can then be
executed. Shared Values:
Multi-Fry-er’s shared values are community connection,
customer service, sustainability, integrity, and continuous
quality and improvement. Community connection comes into
play through partnerships with local farmers and vendors.
Customer service is always present ensuring the staff builds
close, authentic relationships within the communities and at
events that are booked with Multi-Fry-er. Integrity is very
important because Multi-Fry-er promises to deliver a safe,
clean, honest, and accountable environment in all aspect from
the truck kitchen to the transaction of money between the
customer and staff member. The corporate/team culture is
happy, positive, welcoming, inviting, and personable. Team
values are strong because all the employees and management
hold the same beliefs. This creates a strong framework with
everyone being on the same page when it comes to priorities,
making decisions and how Multi-Fry-er deliveries the customer
service experience overall. Style:
The Multi-Fry-er has a very participative management style.
Employees at every level are kept informed of company issues
and are encouraged to provide input regarding company
decisions (Root, 2019). The Multi-Fry-er encourages a sense of
ownership in every tier of its infrastructure and promotes the
significance of each and every voice within the organization.
This leadership style is found extremely successful as each
employee within the company has a true sense of value and
importance to the company. The success of the Multi-Fry-er
relies heavily on the ability to stay one step ahead of the
industry through innovation. The Multi-Fry-er understands that
innovation can come from anywhere within the organization,

and in many instances comes from the bottom. The only true
way to encourage that is through a participative management
style. The Multi-Fry-er maintains a healthy balance of
competitiveness and cooperation. This is achieved by offering
company incentives for good performance, and through the
constant collaboration of team members to achieve overall goals
and objectives. The Multi-Fry-er is operated by real teams
functioning together who ultimately combine with other real
teams within the organization to create one big successful
family.Staff:
The staff of our truck is the heart of our operation. There
are a few positions that are specialized, such as the chef and
bookkeeping positions. Our chefs will need to understand the
art of “mise en place”, or in English “everything in place”. This
is the act of prepping for the next day. This will be vital to our
success, since the toppings are the most varied. Our bookkeeper
needs to handle all financials including payroll and tax
preparation. Other positions that need filling would be the
customer facing jobs; taking orders, handling money and giving
people their food. Skills: The employees of Multi-Fry-er have a
vast amount of skills and knowledge they bring to the table that
help with the formation and running of a small business. Multi-
Fry-er’s task manager/leader Jill keeps the team in check and
makes sure everything gets done on time and is on specification.
Catherine is the head Chef. With a background from culinary
school, she starts off the menu ideas and brainstorms with the
other members to tweak them to simplify if needed. She also
was the creator of the Multi-Fry-er brand name. Chelsea is the
operations manager. She makes sure all the little things behind
the scenes are getting done efficiently. She studies trends to see
if Multi-Fry-er can streamline their processes even more to
make things at the product end run more smoothly. (Admin.,
2018). Brianna and Gabriel constantly scout locations and
events across the valley for Multi-Fry-er to attend. This can be
a daunting process when you consider the weekend events plus
the weekday grind of lunch hours. Deciding where to place the

food truck to allow maximum exposure is almost as important as
the menu offerings. They also maintain the Multi-Fry-er App.
This allows the consumer to stay in touch with Multi-Fry-er to
know where they will be throughout the week. Brit is the
procurement officer. She contacts and deals with the local
farms, and foodservice companies to make sure the food truck is
fully stocked for every event, weekday lunch rush, or after-
hours event they can attend. Chris and David both have
backgrounds in the grocery industry and travel to the local
farms that supply Multi-Fry-er with their fresh options to
inspect the quality as well as the amount received to see if more
product needs to be procured. Comment by User: You could
improve by using APA style in-text citations.There are no
glaring skill gaps. Even though everyone has multiple tasks they
are responsible for, everyone is trained for foodservice work.
This way everyone involved with the business can work in the
truck if necessary, which is helpful if there are multiple
bookings in a day. The team can have everything set up on time
or before for major events and maintains a clean and segmented
kitchen since they not only offer fresh meats and produce, but
vegan fare as well. Everyone excels at their position and is
eager to help in any facet to ensure the success of the business.
Skills are assessed monthly. Information is being recorded
constantly, average wait time for a customer from when an
order is placed, popularity of menu items, and customer
feedback are but a few. Every bit of information is studied and
evaluated by Jill and Chelsea to determine if any changes need
to be made to the structure of the business and employees. This
way they can maximize sales as well as market presence and
create a following for their brand.
Business-level strategy Comment by User: You could improve
by expanding on this section.
The Multi-Fry-er utilizes a differentiated business strategy.
French fries are standard fare at nearly every restaurant, in
order to differentiate the Multi-Fry-er can offer their customers
superior quality, organic components, or unique takes to stand

out (Kokemuller, 2019). By offering a variety of unusual french
fries and toppings, it stands apart from the average fast food
and food truck options, turning a side dish into a main course.
The Multi-Fry-er’s organic and vegetarian fries, combined with
their creative toppings and outstanding customer service set
their product apart from the rest.
At the corporate-level, the Multi-Fry-er has a low level of
diversification, as it only sells fries, toppings, and beverages,
which is a single-business diversification strategy. This strategy
allows corporate to share operational related activities across
many food trucks. As the Multi-Fry-er expands into franchising,
particularly internationally, its corporate-level strategy will be
aimed at value creating differentiation by sharing core
competencies with franchisees.
Operational Plan
Supply Chain
The supply chain is relatively simple for Multi-Fry-er since it is
a smaller locally run enterprise. This does not mean it will not
have some small hiccups or hurdles. Multi-Fry-er will acquire
much of its product from local farms if possible that specialize
in organic produce. The exact farms depend on the area their
mobile operation will be in (more info in next section:
suppliers). Since they will be local, there is the opportunity to
pick it up directly from the farm or by using one of the farm’s
contracted services for delivery (ex. Sterns Produce). This will
enable Multi-Fry-er to use the freshest quality products to serve
to their customers.
With the majority of their products being local there will be less
of a chance for delivery issues, as well as time constraints of
when the product will be delivered. (Kenton, 2019) Multi-Fry-er
will have to have a solid plan and outlook for the coming weeks
however, in order to be aware of the availability of certain
produce due to seasonal changes. This will be an issue with
using smaller suppliers. Though an order has been made, there
is not 100% certainty that every single one will be filled. Bad
crops, less crops, and weather issues can all affect the orders

from a supplier. Should there be any issues, exceptions might
have to be made. Other suppliers may have to be contacted in an
emergency capacity in order for Multi-Fry-er to have the
product they need to stay in business.
By staying local and keeping the delivery services to a
minimum will help with higher nationwide costs. This will
allow Multi-Fry-er to keep any shipments that are outside the
local area to a minimum (with the exception of specialty items
only available in another part of the country). Multi-Fry-er will
be an important part of the supply chain by showing the
consumers the quality and value of using local produce. Since
they will be the end result of the supply chain, the consumers
will have the ultimate opinion of the end product.
Partners and Suppliers
Multi-Fry-er will partner with reputable local farms that
specialize in organic and non-gmo produce. To ensure Multi-
Fry-er has access to ample supply for its business needs, the
company will contract with three separate farms. Blue Sky
Organics in Litchfield, Arizona will be a main source for the
west side events happening in Arizona. Crooked Sky Farms will
be our source for Phoenix events. Lastly, Sunizona Farms in
Wilcox will be a source that delivers to Multi-Fry-er’s base
location for all events. Sunizona Farms is known for its
“veganically” grown produce that reduces the use of products
that have animal-related elements such as animal fertilizer
(Introduction to veganics, 2014). By contracting with three
different farms in varying locations Multi-Fry-er will have an
effective contingency plan to handle low or no supply, delivery
delays, and weather problems farms may be facing. Multi-Fry-er
will use Restaurant Depot in Phoenix and Webstaurantstore.com
online for additional needs such as napkins, plasticware and
serving paper products.
Operational Effectiveness
The Multi-Fry-er’s operations manager will utilize sales
forecasting and write down sales forecasts for each day of the
week, this will limit the risk of purchasing too much or too

little food products. Sales forecasting is the first of a critical
operational system every food truck should perform (Gupta,
2019). The Multi-Fry-er will also plan to have the right amount
of staff members on hand for each daily event, this will ensure
customers are satisfied and staff members are not being paid to
not work. The operations manager will build a budget to
determine cost of goods sold and determine staff level targets.
Determining the Multi-Fry-er’s cost of goods allows the
operations manager to categorize food expenses, comparison
shop to find better pricing, measure ingredients in food-
preparation procedures, adjust the menu or prices accordingly
when using seasonal ingredients and design specials that reduce
waste using slow moving stock (Myrick, 2019). By utilizing
these procedures, Multi-Fry-er will minimize expenses.
The Multi-Fry-er will use a purchasing operations system to
implement sales forecasts every month. The purchase operations
system will allow the operations manager to see all purchases
made by customers and create a better understanding on how
much ingredients, staff and money to have on hand. The
purchasing operations system will also help create an accurate
forecast and determine the right amount of supplies to
efficiently purchase on a weekly basis (Myrick, 2019). Through
the use of a system, errors will be kept to a minimum and
management will have the information they need.
The last step in operational effectiveness for the Multi-Fry-er is
maintaining inventory par levels. Maintaining inventory par
levels will allow the Multi-Fry-er to effectively keep overhead
costs down and increase profit margins (Gupta, 2019). The
operations manager will ask food and beverage suppliers to
provide a report of previous purchases for the previous month.
These reports will help determine how much of every ingredient
is needed based on forecasting for the upcoming customer
volume.
Value Chain Comment by User: You could improve by
expanding this section by supporting your points with in-text
citations outside of the text.

In addition to having a highly trained staff operating the trucks
at events, Multi-Fry-er will employ a full office staff to assist
with management of employee schedules and paychecks,
bookkeeping, marketing and event scheduling in have a
complete value chain. The Human Resources department
personnel will ensure employees are scheduled and paid in a
timely fashion. The department will also strive to make certain
each employee’s needs are met, concerns are heard and working
toward solutions is a top priority. The marketing department
will focus on building relationships with event coordinators and
venues all over the valley. Additionally, marketing personnel
will establish relationships with other businesses doing similar
work to create a coordinated effort to bring more events and
business to the Metro Phoenix area. Lastly, management will
oversee all departments as well as handle orders and supplier
relationships. With this team in place, Multi-Fry-er will create
positive relationships with employees, customers and suppliers
and maximize “social capital” (Hitt, Ireland, Hoskisson, 2015).
Conclusion
The detailed plans laid out by the Multi-Fry-er demonstrate its
commitment to excellence and success. With a strong
organizational structure, the Multi-Fry-er has put together a
talented and dedicated staff that is equipped to make the Multi-
Fry-er a success. Paired with an outstanding operational
structure that produces consistent (and delicious) results, the
Multi-Fry-er is poised to become a consumer favorite. There is
no doubt that the Multi-Fry-er is ready to become a rising star
in Phoenix’s food truck industry.
References
5 Food Truck Operational Systems Your Truck Needs. (2018).
Retrieved fromhttps://mobile-cuisine.com/business/5-food-
truck-operational-systems/ Comment by User: You could
improve by listing your references using APA style.
Admin. (2019). Key Functions of Operations Management.
Retrieved from https://www.mitsde.com/Blog/key-functions-of-

operations-management.
American Management Association (AMA). (2019). The 6 Skills
for Managers and Leaders. Retrieved from
https://www.amanet.org/training/promotions/six-skills-for-
managers-and-leaders.aspx
Fontinelle, A. (n.d.). Business plan: Your organizational and
operational plan. Retrieved from
https://www.investopedia.com/university/business-
plan/business-plan6.asp
Gupta, R. (2019). Two Sides of a Coin: Strategy and
Operational Effectiveness. Retrieved from
https://www.entrepreneur.com/article/302782
Stamford: Ct. Cengage Learning.
Introduction to veganics. (2014). Retrieved from
http://goveganic.net/article19.html
Kenton, W. (2019). Supply Chain Management. Retrieved from
https://www.investopedia.com/terms/s/scm.asp
Kokemuller, N. (2019). Differentiated business strategy.
Retrieved from https://smallbusiness.chron.com/differentiated-
business-strategies-20638.html
Myrick, R. (2019). Controlling Your Food Truck COGS |
Mobile Cuisine. Retrieved from https://mobile-
cuisine.com/business/controlling-food-truck-cogs/
Price, S. (n.d.). How to create a consistent customer experience
across channels. Retrieved from
https://blogs.constantcontact.com/consistent-customer-
experience/#
Root, G. N. (2019). Small Business Leadership. Retrieved from
https://smallbusiness.chron.com/advantages-participative-
leadership-17629.html
Sunizona Family Farms. (2010). Retrieved from
http://www.goveganic.net/article156.html

low. Your assignment met the word count requirement. You
wrote an organizational plan that described your management
team, included a simple organizational chart, outlined a
McKinsey 7-S Assessment/Model (strategy, structure, systems,
shared values, style, staff, skills) as it applies to your business,
described your business-level strategy and explained how it fits
with the corporate-level strategy for your organization.
However, you could improve by expanding on your business-
level strategy and how it fits with the corporate-level strategy.
You supported your points with in-text citations. In addition,
you wrote an operational plan that described the supply chain,
identified your main suppliers, explained operational
effectiveness, and discussed the primary and support activities.
However, you could improve by expanding on your primary and
support activities by supporting your points with in-text
citations outside of the text. Your argument would be stronger if
it was backed by information from your research. I suggest that
you support your points from information from you research.
There are paragraph transitions present, logical and maintain the
flow throughout the paper. Overall, your paper is clear and easy
to follow and the tone is appropriate for formal academic
writing. The sentences are complete, clear, and concise. In
general, your sentences are well-constructed. The assignment
included a title page and reference page. There are a few APA
errors. I suggest that you follow the APA Style Guide. Make
sure to spend more time with the APA guidelines found in the
APA Style Guide, located in the Student Success Center, to
polish APA skills with line spacing, in-text citations, and listing
references. APA Style uses headings to separate and classify
paper sections. The assignment is laid out with effective use of
headings. You have a few grammar and word choice errors
throughout the paper. Thanks again for your paper. Best
Regards, Ed Miller

Slawson,
Peterson
March 17, 2019
8
Capstone: Week 2
Food trucks are a fast-growing segment in the food-service
industry providing a myriad of opportunities for growth
(Myrick, n.d.). In order to capitalize on the opportunities
available in the food truck market, it is necessary to evaluate
the environment in which they operate. An environmental
analysis can reveal not only areas of potential growth, but also
areas of potential trouble. With this information, a company can
make a more informed strategic plan (Arthur, n.d.). A thorough
study of the five forces of competition, Multi-Fry-er’s
competitive advantage, the hurdles to international entry, and
the outlook, forecast, and trends for the industry demonstrates
that Multi-Fry-er is poised to be successful in the industry.

Industry Analysis: Five forces of competition
Threat of New Entrants
Understanding the new entrants into the market is key to staying
competitive. New entrants increase the production. This can
pose a problem if consumer demand is not growing at the same
rate (Heizer, Render, Munson, 2017). Multi-Fry-er is unique in
two ways. First, it is a food truck which differentiates itself
from your more common food services. Second, it has a very
unique menu. Multi-Fry-er looks to stay ahead of trends and to
forecast ways to stay sustainable regardless of new entrants and
whatever it is they may bring to the marketplace. Multi-Fry-er
will continue to seek out untapped markets and niches as to
always keep its product unique to the specific demographic they
are targeting. In order to stay competitive, Multi-Fry-er will
remain adaptable; looking to evolve its product line toward
consumer desires and areas where there are currently limited
offerings in the industry.
Threat of Substitute Products
It is important to identify products that could compete for
consumer interest. Substitution poses a threat when there is
minimal cost or difficulty to switch. This can weaken a
company’s position in the market (Johnson, 2017). Multi-Fry-er
combats this by, in a sense, providing the substitute. Everyone
has to eat, what drives the masses in determining what to eat
becomes the focus. Multi-Fry-er looks at the leading forces that
drive the public in making this decision, including cost, health,
and quality. Multi-Fry-er is able to keep prices down by
utilizing local suppliers, cater to the health nut by offering
vegan and organic products, and offer a quality product by
ensuring freshness and uniqueness. Ultimately the Multi-Fry-
er’s ability to adapt and evolve is their biggest virtue when it
comes to competitor substitutes.
Bargaining Power of Buyers/Bargaining Power of Suppliers
Comment by User: You could improve by writing two
separate sections. Comment by User: You could improve by
supporting your points in this section with in-text citations in

addition to the text.
Bargaining power of buyers and suppliers is relevant in many
businesses, food trucks included. (Hitt, Ireland, & Hoskisson,
2015). Just like stationary restaurants, food trucks must go
through suppliers that handle a multitude of products. There is
the initial setup of the truck with the appliances and cooking
equipment. If the appliances are new it places the bargaining
chip in the hands of the supplier. If the choice is made to
purchase older equipment, such as last year's model, Multi-Fry-
er would have a better position to request a lower price. Having
multiple suppliers in the area would also help to lower prices by
encouraging healthy competition between the companies.
Comment by User: You could improve by using APA style
indenting. Comment by User: You could improve by using APA
style in-text citations.
The biggest opportunity for bargaining, however, is in the
acquisition of all of the fresh food items that Multi-Fry-er will
need to fill the customers’ orders. One of the benefits that they
have is that the staple item that their product is based on is
potatoes. Potatoes are a relatively inexpensive and abundant
product so they should stay available throughout all seasons and
stable price wise. For the other items chosen, the bargaining
position will vary. Some of these items will fluctuate in price
due to seasonal changes, shortages, and surpluses of those
products. An example of this is fresh corn. Corn is widely
available during the summer months at lower prices. Winter,
however, shows an increase in the price of fresh corn due to the
lack of available crops. Multi-Fry-er would then have to decide
to continue to use this product at the higher price or go to
another option such as canned. In this option, the supplier has
the advantage. The only option Multi-Fry-er could have would
be to advocate the purchase of the entire lot of corn at a
discounted price. This way the supplier would sell out of their
item with little loss and Multi-Fry-er would have an item they
wanted. To combat this Multi-Fry-er might have to keep their
menu fluid and available to be changed to coincide with what

products are the freshest for the season.
Rivalry among Competing Firms Comment by User: You
could improve by supporting your points in this section with in-
text citations in addition to the text.
The external environment plays a critical role in shaping the
future of entire industries and those of individual businesses
(Hitt, Ireland, & Hoskisson, 2015). The Multi-Fry-er will know
who its direct and indirect competitors are. Knowing the
competing firms will help the Multi-Fry-er adjust their menu,
allowing their unique food options and customer service stand
out. By setting competitive prices and utilizing innovative
marketing campaigns, Multi-Fry-er will stay ahead of the
competition. The Multi-Fry-er has a new, authentic brand that’s
relevant to their market and will offer options competitors
won’t. The brand will also connect directly with patrons on
social media and engage their followers in a fun way. The
Multi-Fry-er will compete consistently with rivalry competition
by offering a higher quality menu with easy to eat, vegan, and
organic options that meets the needs of the customers. By
offering superior service and convenience, the Multi-Fry-er
Food Truck will separate itself from rivalry firms and create a
following of customers looking for a food truck going above
and beyond what customers have come to expect. These values
will build customer loyalty and put the Multi-Fry-er food truck
a step above its rivalry competing firms.
Competitive Advantage
The sources of competitive advantage start first and
foremost with the people, the team internally. The staff behind
Multi-Fry-er drives the competitive advantage the most. The
staff is motivated to succeed by an innovative employee
compensation program. Happy employees bring enthusiasm to
their jobs (Hyken, 2017). Employees then create, craft,
innovate, and establish relationships in the community in order
to generate business. Multi-Fry-er might have a big
competition line up when it comes to other food trucks in the
industry, but no other food truck can copy the staff that is on

deck. Some of the other sources of competitive advantage that
Multi-Fry-er has is the culture of the organization, the processes
and practices that are in place, the products that are used, and
local resources that are incorporated into the menu. The culture
in the organization is one that will be directly reflected to the
customer. Multi-Fry-er wants to deliver a happy, bright, and
unique experience to keep the customer frequenting the food
truck. The Multi-Fry-er uses a unique cooking process and the
freshest ingredients to create fries the competitors will have a
difficult time duplicating.
International Entry Modes
Multi-Fry-er’s global expansion will be executed through
an affordable and low risk licensing program (Miley, 2018).
Through an easily duplicated business model, interested buyers
can successfully start a Multi-Fry-er business. Licensing
opportunities would consist of a detailed contract that would
allow the new business owner to purchase equipment, complete
training, and utilize the established Multi-Fry-er name, designs,
menus, and ongoing support. Certain expectations will be
outlined in the contracts to ensure new owners uphold Multi-
Fry-ers exceptional standards.
Global Expansion: Canada
Multi-Fry-er will start it’s expansion in Canada because of
the similar economy and culture to America. Multi-Fry-er would
begin it’s efforts in highly populated provinces. The food truck
industry is booming in Canada where street vending has been
one of the best-performing industries five consecutive years.
According to a recent research report in May of 2018, Canadian
street vendors have made 314 million annually with annual
growth of 2.3% (Street vendors, 2018). Since Canada is a
neighboring country, Multi-Fry-er will be able to easily
transport it’s trucks to new buyers. French is the other language
widely spoken in Canada provinces, so Multi-Fry-er will ensure
it has a team of French speaking employees to accommodate the
needs of prospective buyers. Additionally, Multi-Fry-er would
ensure that all business material is in English and French to

ensure new franchisees can communicate effectively with the
customer base.
Outlook, Forecast, or Trends
Food trucks are organizations that are equipped to prepare
and sell food. Food trucks are such as sell frozen, prepackaged
food or ice cream trucks, (Mintzer, 2015). In many
circumstances, food trucks have their own kitchens and prepare
food on the spot. External environmental analysis is the process
where food truck organizations identify all the external
elements that can affect the performance of the organization.
The external analysis assesses the presence of the level of
threats and opportunities of the factors. Some of the threats and
opportunities that may affect food truck organizations are as
follows.
The price index of the agricultural products is an indicator of
the price merchants can hope to pay for the ingredients expected
to set up their suppers. At the point when the costs of these
ingredients increment, working costs increment also, ordinarily
bringing about lower overall. The industry is threatened by any
rise of price of the agricultural inputs.
The business gets profits by development in purchaser spending.
The inevitable spike in unemployment has resulted to
consumption decline during time of recession. At the point
when there is high buyer spending, consumers are bound to
spend much money on feasting out in food trucks. The potential
opportunity for the industry is presented by the expected
increase on consumer spending.
Conclusion
The five forces of competition, competitive advantage,
international entry points, and current trends reveal a number of
ways that Multi-Fry-er can improve their product and build on
their strengths. By catering to the current cultural interest in
unusual and authentic food, Multi-Fry-er can leverage its unique
product and by paying branching into other countries through
franchising opportunities, Multi-Fry-er can expand its brand. By
combining cutting edge technology, fresh local produce, and

highly engaged staff, the Multi-Fry-er will stay ahead of the
competition and maintain its competitive advantage.
References
Arthur, L. (n.d.). The implications of environmental analysis on
strategic plan. Retrieved from
https://smallbusiness.chron.com/implications-environmental-
analysis-strategic-plan-35303.html
Heizer, J., & Render, B. (2005). Operations management and
student CD (8th ed.).
Upper Saddle River, NJ: Prentice Hall.
Stamford: Ct. Cengage Learning.
Hyken, S. (2017). How happy employees make happy
customers. Forbes. Retrieved from
https://www.forbes.com/sites/shephyken/2017/05/27/how-
happy-employees-make-happy-customers/#358ff7975c35
Johnson, J. F. (2017). 5 Forces. Retrieved from
https://www.investopedia.com/terms/p/porter.asp
Miley, M. (2018). Five modes of entry into foreign markets.
Retrieved from https://budgeting.thenest.com/five-modes-entry-
foreign-markets-25303.html
Mintzer, R. (2015). Start your own food truck business: Cart
trailer kiosk standard and gourmet trucks mobile catering
bustaurant. Entrepreneur Press.
Myrick, R. (n.d.). Food truck industry growth trends. Retrieved
from https://mobile-cuisine.com/off-the-wire/food-truck-
industry-growth-trends/
Street vendors - Canada market research report. (n.d.).
Retrieved March 13, 2019, from
https://www.ibisworld.ca/industry-trends/market-research-
reports/accommodation-food-services/street-vendors.html
Comment by User: You could improve by listing your
references using APA style.

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