This business plan proposes setting up a food cart within a school campus. It includes an analysis of the food cart industry, competitors, target market, and environmental factors. The plan outlines products/services like burgers and salads to be offered at competitive prices. A social media and website based marketing strategy is proposed. The plan involves 3 personnel and obtaining licenses to set up the cart and operate legally within the school. Financial projections and milestones are included to track progress.

1. 2012
Business Plan
user
Microsoft
1/1/2012

2. Table of Contents
Executive Summary ...................................................................................................................... 3
Introduction ................................................................................................................................. 4
Industry Analysis .......................................................................................................................... 5
Overview of the Industry ........................................................................................................... 5
Mapping ............................................................................................................................... 5
Perceptions........................................................................................................................... 6
Industry Growth ....................................................................................................................... 6
Industry Trends......................................................................................................................... 6
Major Consumers ..................................................................................................................... 7
Target Market........................................................................................................................... 8
Competitor Analysis...................................................................................................................... 8
Competitive Threats ..................................................................................................................... 9
The Venture ............................................................................................................................... 10
Product/ Service ..................................................................................................................... 10
Price ...................................................................................................................................... 10
Place ...................................................................................................................................... 10
Promotion .............................................................................................................................. 10
People.................................................................................................................................... 10
Process................................................................................................................................... 11
Physical Evidence .................................................................................................................... 11
USP ........................................................................................................................................ 11
Environmental Analysis (PESTEL) ................................................................................................. 11
Political .................................................................................................................................. 11
Economic ............................................................................................................................... 11
Social ..................................................................................................................................... 12
Technology ............................................................................................................................. 12
Environmental ........................................................................................................................ 12
Legal ...................................................................................................................................... 12
Marketing Plan ........................................................................................................................... 12
Operational Plan......................................................................................................................... 13
Financial Analysis and Projection ................................................................................................. 13
Milestones ................................................................................................................................. 14
Conclusion ................................................................................................................................. 14

3. References ................................................................................................................................. 15
Appendix 1: Detailed Projections ................................................................................................. 16
Appendix 2: Management Resume .............................................................................................. 25
Executive Summary
Main purpose of this assignment was to work at next stage following idea generation. The
assignment tends to draw on an original idea and create a practical business plan drawing on
various aspects such as business environment, financial sustainability, legal requirements,
marketing and operational plans.

4. In this context, very first step has been taken by conducting a comprehensive industry review.
While doing this, various sub aspects such as target market, industry growth, industry trends,
opportunity in the industry have been described in detail.
Business environment has been scanned with the help of established tools such as PORTER’s
Five Force Model of Competition and PESTEL Analysis.
Financial sustainability of the business has been verified by evaluating available startup
capital against various expenses such as purchasing a food cart, stationary, getting legal
licenses etc. Breakeven point and profit calculations have been made on a per month basis.
Finally, a plan to market the service and its operability has been drawn by deploying the
marketing mix of the service.
Introduction
Food carts more closely resemble mobile kitchens that are capable of being set up on the
street and facilitating street food for pedestrian traffic (Baumol 2012). These food carts are
extremely common among all major cities and towns and make ample profit as they offer a
great variety of food at an affordable price (Baumol 2012). In earlier days, the concept of
food carts brought ugly images of standard grey trucks that sold extremely unhealthy food
full of calories. This concept however has completely taken a back seat with popular

5. restaurants and chefs adding these carts to their service menu for added revenue (Baumol
2012).
Drawing inspiration from this concept, we got motivated to provide this service within our
school premises and facilitate food products such as chicken burgers, beef burgers, fish
burgers, fries, hotdogs and fresh salads. We acknowledged the fact that our biggest
competitor is the school cafeteria which already has these varieties on board. However, the
school cafeteria is operational only during certain hours and makes these food items available
only during its lunch hours. Also, since the cafeteria serves a large population, we have often
heard negative reviews regarding quality if food served.
In this context, mission of our organization would be to comply with highest professionalism
standards by promoting high customer satisfaction. This would be fuelled by our urge for
constant innovation, providing top quality products and excellent service.
This mission would be complimented by our vision to be soon widely recognized as a food
cart that offers quality food and excellent service at an affordable price. We also see
ourselves as upholding a constant profit margin and being known for our performance.
Our organization would seek to foster a performance based culture. Since, the organization
would only have three employees (me along with two other friends) we would
comprehensively read up on norms of professionalism and customer service. We would also
rely on our existing knowledge about dealing with individuals.
Since this is a start-up venture, our first step would be to get licensed. We would need
certificates from the health department in order to prove that the food we provide is hygienic
and compliant with health standards. We would also have to overcome parking restrictions
and avail permissions from our school authorities. Other legal requirements would include
getting the cart registered with the state department and filling out tax regulations.
Industry Analysis
Overview of the Industry
Mapping
A database for the number of mobile food handlers was accessed with the help of school
authorities in order to map the total number of active carts serving customers in the San

6. Fernando Valley. Drive through coffee carts and other inactive carts were not considered for
the purpose of mapping. We were unable to determine the precise location for a number of
carts due to incomplete address information. Mapping with the help of Google Maps revealed
a total number of 195 stationary and mobile food carts in neighboring areas.
Perceptions
Secondary data was collected regarding perceptions of people about these mobile food carts
with the help of school databases. Data analysis revealed that food carts were considered as
an economically and commercially viable alternative by pedestrians. Data also revealed that
these carts promoted livability and economic development in their neighborhoods and thus
were profitable to the community as a whole.
Industry Growth
Last two years collectively have witnessed huge amounts of growth in the Food Cart
Industry. According to the ‘Intuit Research Report’ 2020, the industry is expected to generate
combined revenue of $2.7 billion by the year 2017 (NRA 2004). Reports also suggest that
this is a four times increase from the current estimated figure of $650 million in the year 2012
(NRA 2004). Estimates for the current year have been provided by National Restaurant
Association. Emergent Research in collaboration with National Restaurant Association
interviewed 272 regular food cart customers in order to reach the estimated figure (NRA
2004). Food cart owners were interviewed with the help of phone or email. These interviews
were conducted in the San Francisco area and nearing suburbs.
Industry Trends
Many powerful trends are reflected in ongoing growth and success of the industry. Following
is a representation of these trends (NRA 2004):
 Value, Speed and Quality- According to research data, these three are the most sought
after attributes by any customer seeking service at a fast food or quick serve restaurant.
Survey results of the year 2012 as published by the National Restaurant Association
suggests that food carts often succeed in outperforming traditional food restaurants when
it comes to delivering these attributes. Food offered by these carts is fresh as most carts
cannot afford to store food products over a period. Also, since their operational procedure
is standard (with a fixed menu), their speed of delivery is great.

7.  Local and Fresh Food- A research conducted by the Hartman Group suggested that
these food carts have caused a national shift towards the usage of fresh food materials.
Unlike traditional fast food restaurants which have an inventory of their own, these food
carts bank on fresh everyday purchases of raw materials. Also, menu provided by these
food carts is highly localized and flexible unlike chain fast food restaurants.
 Local Affinity- Research reports also suggest that these food carts foster economic
developments in their neighborhood thereby increasing livability of the area as a whole.
Part of this is facilitated by customers who extend their full support to local businesses in
their area. This according to customers increases their sense of belonging to a local
neighborhood. Customers also believe that their interactions with local food cart owners
on everyday basis foster fruitful and long term relationships thus making the entire
community a more livable place.
 Sustainable and small- Food carts present a considerable challenge to a popular belief
that quality depends on size of restaurant. Modern food carts have outperformed chain
fast food restaurants in providing quality despite their compact size. These food carts also
stress their sustainability as their USP. Taking inspiration from the food cart business
model, chain restaurants have acknowledged the fact that being small in size provides
flexibility without having to compromise with quality.
 Speed- Quick service segments (for example Chipotle) have registered the maximum
amount of growth in past few years. The quick service segment in the restaurant industry
has also established its reputation for providing a better atmosphere and food quality than
traditional restaurants. Food carts which form an important part of this segment provide
an extremely viable alternative for customers who are time challenged and need easy
accessibility. Speed of service provided by these food carts also enables them to serve
wider customer segments than traditional restaurants.
Major Consumers
Major consumers of the industry are students and lower and middle level corporate
employees. These consumers are commonly characterized by being short of time to go to an
established restaurant and having leisure time to spend on a meal. Since these consumers are
short of time, they are not willing to travel to great distances in order to grab a meal and
hence are looking for options that are easily accessible. In addition, these consumers are not
willing to spend a great amount on their meal. Average spending of these consumers per meal
is believed to be between $5-10.Lastly, most of these consumers are single or living away

8. from their families. As a result, they do not have the time to cook and bring their meals from
home.
Target Market
Target Markets segments are groups of individuals who can be characterized on the basis of
common factors such as age, demographics, sex etc (Sandberg 2008).
Our target market comprises of on campus students of our school as well as faculty members
and administration staff. Our service would also be available to perspective students who
come for a campus visit and visiting faculty members. At this point in time, our services
would exclude local pedestrians from outside the school and neighboring areas. Following
are the characteristics of our target market:
 Age groups: 17-30, 45-60
 Demographics: On campus students, faculty members and administration staff members
i.e. individuals with access to the San Fernando Campus
 Spending ability: $ 20-$30 per meal
Competitor Analysis
Following are the major direct and indirect competitors of our food cart:
 School Cafeteria
 Hot and Tasty Food (sells food products right outside school)
Despite tough competition from within and outside the school, our service would be able to
sustain itself and generate profits due to the following factors:
 Competitive Pricing- Our food offerings are priced lower than the school cafeteria (For
example a chicken burger at the school cafeteria is available for $25 while we price it at
$20). This is possible because of our streamlines supply chain.
 Ease of Access- We would like to locate our food cart so that it is located closer to
classes and the administrative block. This would encourage students and staff members
to quickly grab food supplies in between classes.
 Timing- Unlike the school cafeteria and our outside school competition, our service
would be operational from 9am until 9pm and all items on the menu would be made
available at all times.

9.  Quality and Service- We would strive to comply with highest quality and professional
standards.
 Local contacts- since we are a part of the school, we have local contacts that we would
deploy in order to gain a competitive advantage.
Competitive Threats
These can be explained with the help of PORTER’s five force model of competition that was
originally drawn by Michael Porter (Baumol 2012). According to this model, competitive
threats to any business can be placed in five major categories (Baumol 2012):
 Threat of Substitutes
 New Entrants
 Rivalry among existing players
 Supplier Power
 Buyer Power
These threats are better explained with the help of the following diagram:
New Entrants
Success of our service might encourage
others to enter the market with a different
range of products or a better business model
thus intensifying competition for us
Industry Rivalry
Our service and our competitors might enter
disagreements or intense rivalry over several
issues such as prices, timing, target market
segments etc.
Substitutes
Fig 1: Porter’s Five Forces Model. Source of Diagram: (Shapero & Sokol 2002)
This treat might arise in the form of school
cafeteria or Hot & Tasty foods adding new
products to their menu that offer better
value for money without compromising
taste.
Buyer Power
Buyers might be able to find food products
priced within the same range and of the
same quality in their vicinity and hence
might bargain for lower prices.
Supplier Power
Suppliers might increase the prices of raw
materials/ fresh foods that we buy from
them thereby decreasing our profit margins.

10. The Venture
Product/ Service
The planned venture includes setting up a food cart inside the premises of School of
Accounting and Management San Fernando. Food products that would be included in the
menu at the moment are: Chicken burgers, beef burgers, fish burgers, fries, hotdogs and fresh
salad. Services would be provided in the form of professional conduct and good speed.
Price
Following table highlights prices of our products:
Food Products Price in Dollars ($)
Chicken Burger 20
Beef Burger 25
Fish Burger 25
Fries (per portion) 10 and 15
Hotdog 15
Fresh Salad 25
Table 1: Price of Food Products in the menu
Place
School of Accounting and Management Premises
Promotion
Following promotional tools would be used:
 Social Media
 Website
 Pamphlets
 Direct Mail
 Posters
People
A total of three personnel (me along with two other friends) would be involved in the
venture. The tree of us would be responsible for management of everything including
planning, arranging for funding and operations.

11. Process
First, we would obtain all required legal permissions for setting up the service. This would be
followed by finalizing a location for the food cart and obtaining permissions from school
authorities. Funding shall be arranged for the project followed by contacting suppliers and
signing bonds of service. A detailed plan would be worked out in order to market products
sold by our food cart.
Physical Evidence
This would be present in the form of a food cart within the school premises.
USP
USP of our service would be an especially available delivery option in school premises and
within 1 mile of school premises. Customers would be able to call us or log in to our website
and either preorder food to be available at a certain time for pickup or they can ask us to
deliver it outside a certain class.
Environmental Analysis (PESTEL)
Several factors in the macro environment of a business are responsible for impacting business
decisions made by management of any organization (Aldrich & Zimmer 2006). The model
consists of six different factors namely Political, Economic, Social, Technological,
Environmental and Legal and seeks to analysis the business environment of an organization
(Aldrich & Zimmer 2006).
Political
Political environment of the organization would be concerned with administrative decisions.
Some members in the school administration might be against the venture and might doubt its
success. These members might create problems in the venture. Other political considerations
include new laws by the government in favor or against food carts.
Economic
Economic Issues in context of the venture would be concerned with making financial
arrangements. Economic issues can also be realized in the form of deciding prices at which
raw materials and food products would be obtained from suppliers. Lastly, consumers might
find food prices to be high considering that it is a food cart. This might negatively affect our

12. business. On a macro level, economic issues would arise in the form of changes in tax rates,
inflation, imports of food products etc.
Social
Social environment of the organization would be constituted by social trends that are
prevalent in the society. Future might witness people losing interest in food carts or they
might find another alternative that is equally viable. These factors would negatively impact
business decisions.
Technology
In today’s technology savvy generation, technological innovations take place on everyday
basis. Technologies related to food preparation, storage and delivery might witness
innovation causing all food cart owners including us to adopt these technologies in order to
sustain the business. This would impact the budget and other decisions.
Environmental
This category includes changes in the weather, global climate, natural calamities etc. We
assume that this category would not significantly affect our business in the near future.
Legal
This category deals with the legal environment in which our firm would be operational.
Legislative changes made by the government might impact the organization’s behavior.
Marketing Plan
Since this is a startup venture and we would need funds for buying the cart, getting licenses,
housing machinery and paying suppliers, we cannot expect the marketing budget to be very
high (Allen 2006). Following methods shall be adopted in order to market the product:
 Social Media- Popular social networking websites such as Facebook and Twitter
would be tapped for marketing and promotional purposes (Martens 2007). A fan page
would be created and friends and associates on campus would be invited to like the
page.
 Website- A website would be created for the food cart and blog posts would be linked
to social media.

13.  Direct Mail- As students of the school, we have access to our localized groups of
students and staff members. (Martens 2007) We would directly email them with the
proposal and invite them to try out our services.
 Special Offers- We would launch special offers (such as heavy discounts on first 100
purchases).
 Pamphlets- We would distribute free pamphlets within the school in order to make as
many people as possible aware about our services, menu and prices (Martens 2007).
 Posters- We would put creative posters regarding our services in various places
within school premises such as common areas, game rooms etc (Martens 2007).
Operational Plan
The organization would operate out of a single food cart that we seek to set up through this
venture. Timings of operation would be from 9am to 9pm. Also our services would be
available 6 days a week (i.e. Monday to Saturday). The food cart would remain closed on
Sunday as there are no classes and most of the times no faculty members on campus.
The website would be operational even on Sundays and can be used by students in order to
preorder their food to be ready and available at a specific time.
Customers would also be able to call us on our numbers and preorder for a specific time.
Delivery calls would have to be made at least an hour in advance.
Financial Analysis and Projection
Following is a summary of Financial Analysis and Projections:
Startup Cost

14. Cost of Trucks $ -100000
Stationery $ 5000
Working Capital $ -5,000
Total Fixed Cost $ -100000
Average Selling Price $ 19
Average Variable
$ 7
Cost
Average Contribution $ 12
Break Even Point
(units)
$ -8,333.33
Hence the company would start making profit at the end of four months.
Table 2: Summary of Financial Projections (* For detailed projections and Sales Schedule
please refer Appendix 1)
Milestones
Following are the expected milestones of the venture:
 Preparing a final plan
 Getting the plan approved by university authorities
 Arrange for funding
 Get the required legal licenses
 Buy food cart and machinery
 Market product and services
 Begin Operation
Conclusion
The launched service longs to the upcoming quick service sector of the restaurant industry.
This particular segment in the industry has demonstrated a tremendous growth in the past few
years and the growth rate is expected to constantly increase in the future. Food carts have

15. succeeded in grabbing a special place amidst this segment due to their flexibility, quality and
speed of service.
In accordance with this increase in demand, we have proposed to set up a food cart within our
school premises. Despite tough competition from the school cafeteria and another service
located right outside the premises, we propose that our business would not only be able to
sustain but generate constant profits owing to its unique aspects.
References
Aldrich, H., & Zimmer, C, 2006, Entrepreneurship through social networks, University of
Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical
Research Reference in Entrepreneurship

16. Allen, K, 2006, Launching new ventures: An entrepreneurial approach, Houghton-Mifflin
Company, Boston
Baumol, W. J, 2012, Entrepreneurship and a century of growth, Journal of Business
Venturing, 1(2), 141-145
Martens, M, L, 2007, Do the stories they tell get them money they need? The role of
entrepreneurial narratives in resource acquisition, Academy of Management Journal, vol5, pp
1107-1132
National Restaurant Association (US), Research Dept, & National Restaurant Association
(US), 2004, Restaurant industry forecast, National Restaurant Association
Sandberg, W, R, 2008, The use of verbal protocols in determining venture capitalist’s
decision process, Entrepreneurship theory and practice, John Wiley, New York
Shapero, A., & Sokol, L, 2002, The social dimensions of entrepreneurship. Encyclopedia of
entrepreneurship, 72-90
Appendix 1: Detailed Projections

17. CASH FLOW PROJECTION
Month
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Opening
Balance
$
2,00,00
0
$
95,0
00
$
96,9
00
$
98,8
00
$
1,00
,700
$
1,02
,600
$
1,04
,500
$
1,06
,400
$
1,08
,300
$
1,10
,200
$
1,12
,100
$
1,14
,000
$
1,1
5,9
00
Cash Inflow
Sales $
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,
500
Total
cash
inflow
$
-
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,
500
Cash Outflow
Startup
Cost
$ -1,00,000
Material
Cost
$
-
14,6
00
$
-
14,6
00
$
-
14,6
00
$
-
14,6
00
$
-
14,6
00
$
-
14,6
00
$
-
14,6
00
$
-
14,6
00
$
-
14,6
00
$
-
14,6
00
$
-
14,6
00
$
-
14,
600
Salary @
$6000
each
$
-
18,0
00
$
-
18,0
00
$
-
18,0
00
$
-
18,0
00
$
-
18,0
00
$
-
18,0
00
$
-
18,0
00
$
-
18,0
00
$
-
18,0
00
$
-
18,0
00
$
-
18,0
00
$
-
18,
000
Working
Capital
$ -5,000
Others $
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,0
00
Total
cash
outflow
$
-
1,05,00
$
-
37,6
$
-
37,6
$
-
37,6
$
-
37,6
$
-
37,6
$
-
37,6
$
-
37,6
$
-
37,6
$
-
37,6
$
-
37,6
$
-
37,6
$
-
37,

18. 0 00 00 00 00 00 00 00 00 00 00 00 600
Net Cash
flow
$
-
1,05,00
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,9
00
Closing
Balance
$
95,000
$
96,9
00
$
98,8
00
$
1,00
,700
$
1,02
,600
$
1,04
,500
$
1,06
,400
$
1,08
,300
$
1,10
,200
$
1,12
,100
$
1,14
,000
$
1,15
,900
$
1,1
7,8
00
INCOME STATEMENT PROJECTION
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

19. Sales $
39,50
0
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
Cost
of
Sales
$
-
14,60
0
$
-
14,6
00
$ -
14,6
00
$ -
14,6
00
$ -
14,6
00
$ -
14,6
00
$ -
14,6
00
$ -
14,6
00
$ -
14,6
00
$ -
14,6
00
$ -
14,6
00
$ -
14,6
00
Gros
s
Profi
t
$
24,90
0
$
24,9
00
$
24,9
00
$
24,9
00
$
24,9
00
$
24,9
00
$
24,9
00
$
24,9
00
$
24,9
00
$
24,9
00
$
24,9
00
$
24,9
00
Salar
y
$
-
18,00
0
$
-
18,0
00
$ -
18,0
00
$ -
18,0
00
$ -
18,0
00
$ -
18,0
00
$ -
18,0
00
$ -
18,0
00
$ -
18,0
00
$ -
18,0
00
$ -
18,0
00
$ -
18,0
00
Othe
rs
$
-
5,000
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
$
-
5,00
0
Net
Profi
t
$
1,900
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
BALANCESHEET PROJECTION

20. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Sources of Capital
Openi
ng
Capita
l
$
2,00,
000
$
2,01,
900
$
2,03,
800
$
2,05,
700
$
2,07,
600
$
2,09,
500
$
2,11,
400
$
2,13,
300
$
2,15,
200
$
2,17,
100
$
2,19,
000
$
2,20
,900
Add:
Profit/
Loss
$
1,900
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
$
1,90
0
Closin
g
Capita
l
$
2,01,
900
$
2,03,
800
$
2,05,
700
$
2,07,
600
$
2,09,
500
$
2,11,
400
$
2,13,
300
$
2,15,
200
$
2,17,
100
$
2,19,
000
$
2,20,
900
$
2,22
,800
Total $
2,01,
900
$
2,03,
800
$
2,05,
700
$
2,07,
600
$
2,09,
500
$
2,11,
400
$
2,13,
300
$
2,15,
200
$
2,17,
100
$
2,19,
000
$
2,20,
900
$
2,22
,800
Use of Capital
Fixed
Assets
$
1,00,
000
$
1,00,
000
$
1,00,
000
$
1,00,
000
$
1,00,
000
$
1,00,
000
$
1,00,
000
$
1,00,
000
$
1,00,
000
$
1,00,
000
$
1,00,
000
$
1,00
,000
Cash $
96,90
0
$
98,8
00
$
1,00,
700
$
1,02,
600
$
1,04,
500
$
1,06,
400
$
1,08,
300
$
1,10,
200
$
1,12,
100
$
1,14,
000
$
1,15,
900
$
1,17
,800
Worki
ng
Capita
l
$
5,000
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
Total $
2,01,
900
$
2,03,
800
$
2,05,
700
$
2,07,
600
$
2,09,
500
$
2,11,
400
$
2,13,
300
$
2,15,
200
$
2,17,
100
$
2,19,
000
$
2,20,
900
$
2,22
,800

21. SALES SCHEDULE
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Price per unit
Chiken
Burger
$
20
$
20
$
20
$
20
$
20
$
20
$
20
$
20
$
20
$
20
$
20
$
20
Beef
Burger
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
Fish $
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
Fries I $
10
$
10
$
10
$
10
$
10
$
10
$
10
$
10
$
10
$
10
$
10
$
10
Fries II $
15
$
15
$
15
$
15
$
15
$
15
$
15
$
15
$
15
$
15
$
15
$
15
Hotdog $
15
$
15
$
15
$
15
$
15
$
15
$
15
$
15
$
15
$
15
$
15
$
15
Fresh
Salad
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
$
25
No. of units
Chiken
Burger
$
20
0
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
Beef
Burger
$
25
0
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
Fish $
25
0
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
Fries I $
60
0
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
Fries II $
60
0
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600

22. Hotdog $
20
0
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
Fresh
Salad
$
20
0
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
Sales
Chiken
Burger
$
4,0
00
$
4,00
0
$
4,00
0
$
4,00
0
$
4,00
0
$
4,00
0
$
4,00
0
$
4,00
0
$
4,00
0
$
4,00
0
$
4,00
0
$
4,00
0
Beef
Burger
$
6,2
50
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
Fish $
6,2
50
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
$
6,25
0
Fries I $
6,0
00
$
6,00
0
$
6,00
0
$
6,00
0
$
6,00
0
$
6,00
0
$
6,00
0
$
6,00
0
$
6,00
0
$
6,00
0
$
6,00
0
$
6,00
0
Fries II $
9,0
00
$
9,00
0
$
9,00
0
$
9,00
0
$
9,00
0
$
9,00
0
$
9,00
0
$
9,00
0
$
9,00
0
$
9,00
0
$
9,00
0
$
9,00
0
Hotdog $
3,0
00
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
Fresh
Salad
$
5,0
00
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
$
5,00
0
Total
Sales
$
39,
50
0
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00
$
39,5
00

23. MATERIAL COST
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Cost per unit
Chicken
Burger
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
Beef
Burger
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
Fish $
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
$
8
Fries I $
4
$
4
$
4
$
4
$
4
$
4
$
4
$
4
$
4
$
4
$
4
$
4
Fries II $
5
$
5
$
5
$
5
$
5
$
5
$
5
$
5
$
5
$
5
$
5
$
5
Hotdog $
6
$
6
$
6
$
6
$
6
$
6
$
6
$
6
$
6
$
6
$
6
$
6
Fresh
Salad
$
12
$
12
$
12
$
12
$
12
$
12
$
12
$
12
$
12
$
12
$
12
$
12
No. of units
Chiken
Burger
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
Beef
Burger
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
Fish $
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
$
250
Fries I $
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
Fries II $
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
$
600
Hotdog $
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
Fresh
Salad
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
$
200
Material Cost

24. Chiken
Burger
$
1,60
0
$
1,60
0
$
1,60
0
$
1,60
0
$
1,60
0
$
1,60
0
$
1,60
0
$
1,60
0
$
1,60
0
$
1,60
0
$
1,60
0
$
1,60
0
Beef
Burger
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
Fish $
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
$
2,00
0
Fries I $
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
Fries II $
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
$
3,00
0
Hotdog $
1,20
0
$
1,20
0
$
1,20
0
$
1,20
0
$
1,20
0
$
1,20
0
$
1,20
0
$
1,20
0
$
1,20
0
$
1,20
0
$
1,20
0
$
1,20
0
Fresh
Salad
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
$
2,40
0
Total
Material
Cost
$
14,6
00
$
14,6
00
$
14,6
00
$
14,6
00
$
14,6
00
$
14,6
00
$
14,6
00
$
14,6
00
$
14,6
00
$
14,6
00
$
14,6
00
$
14,6
00

25. Appendix 2: Management Resume
CHRISTOPHER BACON
4 Buttermilk Court
Poughkeepsie, NY 12601
914.555.2665
Objective
A position in catering, event planning, or convention services.
HIGHLIGHTS
• Three years experience operating own catering business.
• Educated in culinary arts and communications.
• Experience planning dinners and other events.
• Good communications skills, particularly in promoting or selling an idea.
RELEVANT SKILLS AND EXPERIENCE
Sales and Promotion
• Helped prepare promotional materials for clients of public relations firm.
• C onceived and implemented promotional campaign for Culinary Institute of America (CIA) externship program
with culinary magazines and journals.
• "Pitched" vacation packages for country inn and resort in New York State.
Catering and Event Planning
• Operated successful catering business for groups of up to 75 people.
• C reated custom-designed menus for all clients.
• Arranged dinners, luncheons, and receptions at public relations firm.
Organization and Leadership
• Secured financial support of Cook & Baker Corp. and services of Art C enter at SUNY -Cortland for development
of promotional materials for fundraiser.
• Assisted chef-instructors with course presentations for CIA's Continuing Education Division.
• Served as group leader and student council member at C IA.
Catering and Event Planning
• Helped prepare promotional materials for clients of public relations firm.
• Conceived and implemented promotional campaign for Culinary Institute of America (CIA) externship program
with culinary magazines and journals.
• "Pitched" vacation packages for country inn and resort in New York State .
WORK HISTORY
• Test kitchen extern, Good Taste magazine, New York, NY Spring 2000
• C ooking extern, Mama Rosa's Gourmet Market, Fishkill, NY Fall 2000
• C aterer, self-employed, Albany , NY, and Poughkeepsie, NY 1995-1999
• Administrative assistant, C olby & Gruyere Public Relations, Albany, NY 1993-1995

26. • Promotions intern, Strawberry Fields Farms, New Paltz, NY Summer 1992
• Line cook, The C ider Press Tavern, C ortland, NY 1991-1992
• Server, Applejack's C afe, C ortland, NY 1989-1991
EDUCATION
• Associate in Occupational Studies, Culinary Arts, The Culinary Institute of America , Hyde
Park,
Spring 2001
• B.A., English, State University of New York at C ortland, C ortland, NY