This business plan is based on a business research company that is web-based. It can be reformatted into any market or any other business context. It has the financials, marketing plan, and all other business plan requirements and major headings. These major headings may include those similar to the following:
I. Executive Summary
II. General Company Description
III. Products and Services
IV. Marketing Plan
V. Operational
IV. Management and Organization
VII. Personal Financial Statements
VIII. Startup Expenses and Capitalization
IX. Financial Plan
Research Bibliography
Hotel restaurant and management ( bar service)cindymae123
Bar management involves operating and running an establishment that serves alcoholic beverages. If you're in charge of managing a bar, you'll need to oversee a variety of staff members, such as bouncers, bartenders and servers. Entertainment is an important part of bar management as well.
The document discusses different types of glassware used in the hospitality industry. It provides descriptions of various glasses including Collins glasses, highball glasses, shot glasses, pint glasses, pilsner glasses, beer steins, flute glasses, chalices, snifters, wheat beer glasses, tulip glasses, cocktail glasses, wine glasses, champagne flutes, sherry glasses, margarita glasses, beer pitchers, Old Fashioned glasses, yard glasses, coffee mugs, hot drink glasses, pony tumblers, water goblets, and decanters. It also provides tips for properly handling and storing glassware.
This document outlines the operations, equipment, and responsibilities for staff at a bar outlet. It details the daily and weekly cleaning tasks, required glassware and bartender tools, forms used, drink ingredient groupings for compatibility, beverage and condiment stock, and duties of the outlet manager, captain, receptionist, bar waiter, busboy, bartender, and cashier. The goal is to ensure clean and well-run bar service that meets standards.
Restaurant Design: 18 Considerations to RememberAaron Allen
The document discusses 18 considerations for restaurant design. It emphasizes that restaurant design involves more than just aesthetics and interior design, as it requires integrating concepts like branding, market positioning, operational needs, and customer experience. Successful restaurant design requires coordinating input from various disciplines and treating the design as an extension of the brand. It also notes that restaurants should allocate adequate budgets and development time for concept development to avoid costly mistakes later on.
Types of restaurants can be classified in several ways, including by menu style, preparation methods, pricing, and service type. Historically, restaurants referred only to establishments with table service, but terms like "sit-down restaurant" and "fast food" now distinguish different service models. Common restaurant types include ethnic, fast food, fast casual, casual dining, and fine dining, which vary in factors like food quality, service style, and price point.
The document discusses various types of beverage businesses and staff positions within them. It describes the bartender as the central figure in any beverage operation, playing roles as a salesperson, entertainer, mixologist and psychologist. A successful bartender must have skills like hosting customers, promoting the business, mixing drinks, and handling problems that arise. The document also outlines other staff positions needed for beverage operations like servers, barbacks, managers and more, but the specific roles vary by business.
The document provides definitions and classifications of different types of bars. It begins with a brief history, noting that the first bar appeared in Great Britain about 170 years ago and was invented by I.K. Brunel. It then defines key terms like "the bar", which refers to a specialized counter where drinks are served, and "bartender" or "barman", the person who serves drinks from behind the counter. Various types of bars are then classified and defined, such as wine bars, cocktail bars, beer bars, and mini bars, which provide snacks and drinks in hotel rooms.
Hotel restaurant and management ( bar service)cindymae123
Bar management involves operating and running an establishment that serves alcoholic beverages. If you're in charge of managing a bar, you'll need to oversee a variety of staff members, such as bouncers, bartenders and servers. Entertainment is an important part of bar management as well.
The document discusses different types of glassware used in the hospitality industry. It provides descriptions of various glasses including Collins glasses, highball glasses, shot glasses, pint glasses, pilsner glasses, beer steins, flute glasses, chalices, snifters, wheat beer glasses, tulip glasses, cocktail glasses, wine glasses, champagne flutes, sherry glasses, margarita glasses, beer pitchers, Old Fashioned glasses, yard glasses, coffee mugs, hot drink glasses, pony tumblers, water goblets, and decanters. It also provides tips for properly handling and storing glassware.
This document outlines the operations, equipment, and responsibilities for staff at a bar outlet. It details the daily and weekly cleaning tasks, required glassware and bartender tools, forms used, drink ingredient groupings for compatibility, beverage and condiment stock, and duties of the outlet manager, captain, receptionist, bar waiter, busboy, bartender, and cashier. The goal is to ensure clean and well-run bar service that meets standards.
Restaurant Design: 18 Considerations to RememberAaron Allen
The document discusses 18 considerations for restaurant design. It emphasizes that restaurant design involves more than just aesthetics and interior design, as it requires integrating concepts like branding, market positioning, operational needs, and customer experience. Successful restaurant design requires coordinating input from various disciplines and treating the design as an extension of the brand. It also notes that restaurants should allocate adequate budgets and development time for concept development to avoid costly mistakes later on.
Types of restaurants can be classified in several ways, including by menu style, preparation methods, pricing, and service type. Historically, restaurants referred only to establishments with table service, but terms like "sit-down restaurant" and "fast food" now distinguish different service models. Common restaurant types include ethnic, fast food, fast casual, casual dining, and fine dining, which vary in factors like food quality, service style, and price point.
The document discusses various types of beverage businesses and staff positions within them. It describes the bartender as the central figure in any beverage operation, playing roles as a salesperson, entertainer, mixologist and psychologist. A successful bartender must have skills like hosting customers, promoting the business, mixing drinks, and handling problems that arise. The document also outlines other staff positions needed for beverage operations like servers, barbacks, managers and more, but the specific roles vary by business.
The document provides definitions and classifications of different types of bars. It begins with a brief history, noting that the first bar appeared in Great Britain about 170 years ago and was invented by I.K. Brunel. It then defines key terms like "the bar", which refers to a specialized counter where drinks are served, and "bartender" or "barman", the person who serves drinks from behind the counter. Various types of bars are then classified and defined, such as wine bars, cocktail bars, beer bars, and mini bars, which provide snacks and drinks in hotel rooms.
The document summarizes the luxurious Burj Al Arab hotel in Dubai. It describes the hotel's mission to provide outstanding Arabian hospitality and its striking sail-shaped design. It details the hotel's 202 lavish suites, personalized butler service, and high-end dining options. The hotel also offers a luxury spa, fitness facilities, private beach access, and curated leisure experiences. It can host banquets and business events in its elegant indoor and outdoor venues.
Bartending has a long history dating back thousands of years to ancient Roman, Greek, and Asian societies where public drinking houses allowed people to socialize. In the 15th century, most bartenders were female innkeepers who produced their own liquor. Bartending was then considered an prestigious profession. Today, bartenders provide customer service, prepare drinks, manage aspects of the bar business, and sometimes take on security or counseling roles for patrons. Successful bartenders require strong social and customer service skills to meet the demands of the job.
Hotel F&B Case Studies, Examples & Fresh IdeasAaron Allen
Innovative hotel restaurant designs don’t always have to be sweeping in scope. Sometimes the cleverest ones are also the smallest. Here are five tiny hotel restaurants truly maximizing their available space.
Proposal For Catering Services PowerPoint Presentation SlidesSlideTeam
The proposal provides an overview of catering services for an event. It includes details on the menu, timeline, pricing structure, equipment needed, and company information. The caterer aims to provide high quality cuisine and professional event staff while maintaining a customer-focused approach.
This document provides an introduction to the bar and beverage industry. It discusses the history and evolution of bars from ale houses to modern bars. It also covers the physiology of how alcohol affects the body, including the stages of intoxication. Finally, it discusses laws and ordinances around the distribution of alcoholic beverages, including prohibited areas and times for serving alcohol according to Philippine law.
Five Sisters Bakery is a proposed bakery and coffee shop in Oceanside, California. The business plan outlines opening a retail and wholesale bakery with 6 partners contributing $300,000 in capital. The bakery will offer breads, pastries, cakes and coffee. It will target local residents, especially laborers, with quality products at competitive prices. The plan projects $350,000 in first year sales based on market needs in the area and limited competition locally. The bakery aims to establish itself as the premier bakery in Oceanside through high quality products, promotions and utilizing local events for advertising.
this slide gives the details of hotel lobby, the functions of the lobby and the various designs of the lobby. the various racks, equipments and machines kept in the lobby and used for front office department
This document discusses different types of bars and bar service. It describes the key parts of a bar including the front bar, back bar, and under bar. It outlines different types of bars such as permanent bars, service bars, and mobile bars. It also lists various bar classifications and beverage arrangements for banquets. Finally, it outlines typical bar organization and staff roles.
This document describes different types of bar glassware used for cocktails and drinks, including highball glasses, cocktail glasses, old fashioned glasses, collins glasses, wine glasses, cordial glasses, shot glasses, beer mugs, and margarita glasses. Each glass is defined by its shape, size, and intended use for certain drinks.
Here are the answers to the table set-up style matching questions:
1. The set up allows for a head table to be placed at front of the room
B. Banquet Round Style
2.Set up for critical thinking
B. Conference style set up
3. A table set-up great orientations
A. U shaped Set up
4. Like classroom set-up but the tables are tilted towards the speaker
B. Herringbone
5. Tables are turned at the angle towards the speaker
C. Classroom set up
The bar was invented in Great Britain 170 years ago by engineer I.K. Brunel as a way to more quickly serve drinks. The first bar to serve alcohol was installed at The Great Western Hotel. There are many types of bars including wine bars, cocktail bars, beer bars, pub bars, lounge bars, sports bars, night clubs bars, dive bars, and cabaret bars that serve various alcoholic beverages and foods specific to their concept. Bars originated as a specialised counter for serving drinks to customers.
What is bar? What are the different types of beverage service industry. Packed for you to read, study and learn about bar and bar and beverage industry.
This document provides an overview of different types of restaurants and their characteristics. It discusses chains versus independent restaurants, franchised restaurants, quick-service restaurants, fast casual restaurants, family restaurants, casual restaurants, fine-dining restaurants, steak houses, seafood restaurants, ethnic restaurants like Mexican and Chinese, theme restaurants, chef-owned restaurants, women chefs and owners, and centralized home delivery restaurants. For each type it provides 1-2 defining traits and discusses economic factors and operational aspects.
This document outlines a training module on food and beverage operations. It includes a description of the module's aims to provide an understanding of operational and supervisory aspects of running food and beverage establishments. The learning outcomes cover key areas of food and beverage operations. The syllabus details the topics that will be covered in each of the 8 chapters, including food production, purchasing, menu planning, and banqueting. Learners will be assessed through a 2.5 hour exam covering short and long answer questions.
Designed for working bartenders, Turn up the Volume shares best practices, tips and tricks-of-the-trade for fast & efficient craft cocktail service. From organization of work-stations and batching ingredients to executing rounds and economizing movement, Meaghan Dorman (Raines Law Room), Alba Huerta (Anvil Bar & Refuge) & Eryn Reece (Death & Company, Mayahuel, Miss Speedrack 2013) will provide valuable techniques and practical concepts to put to use at your own bars.
The document provides information and guidance for starting a coffee shop business. It discusses the necessary equipment, supplies, and licenses needed to open and run a successful coffee shop. The equipment section covers coffee makers, grinders, refrigeration, thermal pots, cash registers, and other items needed for brewing and serving coffee. The supplies section discusses furniture, dishes, paper goods, grocery items, and cleaning materials. It also provides tips for finding the right location, competing effectively, creating a comfortable atmosphere, promoting customer loyalty, and obtaining the proper food service license.
Here are the key duties and responsibilities of a bartender:
- Prepare and serve alcoholic beverages to customers in a professional and timely manner. This includes mixing drinks, opening containers, and operating equipment.
- Maintain adequate stock levels of alcoholic and non-alcoholic beverages, garnishes, and bar supplies. Perform regular inventory counts.
- Operate point-of-sale systems to process customer payments accurately and efficiently.
- Provide excellent customer service. Greet customers, take orders, answer questions about menu items.
- Ensure customer safety by following responsible beverage service guidelines like checking IDs and not overserving intoxicated patrons.
- Keep bar areas clean and organized. Wash and sanitize
The document discusses food and beverage management in the hotel and catering industry. It outlines the objectives of food and beverage departments, which include satisfying guest expectations, efficient purchasing and preparation of food, effective control systems, and gathering performance data. It also describes the functions of food and beverage management, which involve planning, organizing, motivating, and controlling operations. Finally, it notes some constraints faced by food and beverage management, such as economic factors, staffing issues, and the perishable nature of food.
This chapter discusses different types of restaurants and their owners. It describes chain and independent restaurants, as well as franchised, quick-service, fast casual, family, casual, and fine-dining restaurants. Specific restaurant types like steak houses, seafood, ethnic, theme, and chef-owned restaurants are also outlined. The chapter provides details on the defining characteristics, operations, advantages, and economics of each type. It concludes with a section on women chefs and restaurant owners, as well as centralized home delivery systems.
This document provides a business plan for a Dosa restaurant. It outlines objectives to keep food costs below 35% of revenue and expand marketing. The plan details the restaurant's mission to provide excellent food and service. It will feature indoor and outdoor seating with a unique Indian design. The menu will focus on dosas and other South Indian cuisine. The plan analyzes the target market and identifies competitors. It proposes strategies for marketing, sales, management, hiring staff, and financial projections.
This document summarizes a business plan for Heaven Land amusement park in Amritsar, Punjab. The plan discusses leasing 2 acres of land to build indoor and outdoor entertainment facilities. The vision is to become a top family entertainment destination in India within a year. Key attractions will include rides, games, food, and future additions like bumper cars and go-karts. Strategies address the competitive landscape, marketing, pricing, and following relevant political and economic regulations for operating an amusement park.
The document summarizes the luxurious Burj Al Arab hotel in Dubai. It describes the hotel's mission to provide outstanding Arabian hospitality and its striking sail-shaped design. It details the hotel's 202 lavish suites, personalized butler service, and high-end dining options. The hotel also offers a luxury spa, fitness facilities, private beach access, and curated leisure experiences. It can host banquets and business events in its elegant indoor and outdoor venues.
Bartending has a long history dating back thousands of years to ancient Roman, Greek, and Asian societies where public drinking houses allowed people to socialize. In the 15th century, most bartenders were female innkeepers who produced their own liquor. Bartending was then considered an prestigious profession. Today, bartenders provide customer service, prepare drinks, manage aspects of the bar business, and sometimes take on security or counseling roles for patrons. Successful bartenders require strong social and customer service skills to meet the demands of the job.
Hotel F&B Case Studies, Examples & Fresh IdeasAaron Allen
Innovative hotel restaurant designs don’t always have to be sweeping in scope. Sometimes the cleverest ones are also the smallest. Here are five tiny hotel restaurants truly maximizing their available space.
Proposal For Catering Services PowerPoint Presentation SlidesSlideTeam
The proposal provides an overview of catering services for an event. It includes details on the menu, timeline, pricing structure, equipment needed, and company information. The caterer aims to provide high quality cuisine and professional event staff while maintaining a customer-focused approach.
This document provides an introduction to the bar and beverage industry. It discusses the history and evolution of bars from ale houses to modern bars. It also covers the physiology of how alcohol affects the body, including the stages of intoxication. Finally, it discusses laws and ordinances around the distribution of alcoholic beverages, including prohibited areas and times for serving alcohol according to Philippine law.
Five Sisters Bakery is a proposed bakery and coffee shop in Oceanside, California. The business plan outlines opening a retail and wholesale bakery with 6 partners contributing $300,000 in capital. The bakery will offer breads, pastries, cakes and coffee. It will target local residents, especially laborers, with quality products at competitive prices. The plan projects $350,000 in first year sales based on market needs in the area and limited competition locally. The bakery aims to establish itself as the premier bakery in Oceanside through high quality products, promotions and utilizing local events for advertising.
this slide gives the details of hotel lobby, the functions of the lobby and the various designs of the lobby. the various racks, equipments and machines kept in the lobby and used for front office department
This document discusses different types of bars and bar service. It describes the key parts of a bar including the front bar, back bar, and under bar. It outlines different types of bars such as permanent bars, service bars, and mobile bars. It also lists various bar classifications and beverage arrangements for banquets. Finally, it outlines typical bar organization and staff roles.
This document describes different types of bar glassware used for cocktails and drinks, including highball glasses, cocktail glasses, old fashioned glasses, collins glasses, wine glasses, cordial glasses, shot glasses, beer mugs, and margarita glasses. Each glass is defined by its shape, size, and intended use for certain drinks.
Here are the answers to the table set-up style matching questions:
1. The set up allows for a head table to be placed at front of the room
B. Banquet Round Style
2.Set up for critical thinking
B. Conference style set up
3. A table set-up great orientations
A. U shaped Set up
4. Like classroom set-up but the tables are tilted towards the speaker
B. Herringbone
5. Tables are turned at the angle towards the speaker
C. Classroom set up
The bar was invented in Great Britain 170 years ago by engineer I.K. Brunel as a way to more quickly serve drinks. The first bar to serve alcohol was installed at The Great Western Hotel. There are many types of bars including wine bars, cocktail bars, beer bars, pub bars, lounge bars, sports bars, night clubs bars, dive bars, and cabaret bars that serve various alcoholic beverages and foods specific to their concept. Bars originated as a specialised counter for serving drinks to customers.
What is bar? What are the different types of beverage service industry. Packed for you to read, study and learn about bar and bar and beverage industry.
This document provides an overview of different types of restaurants and their characteristics. It discusses chains versus independent restaurants, franchised restaurants, quick-service restaurants, fast casual restaurants, family restaurants, casual restaurants, fine-dining restaurants, steak houses, seafood restaurants, ethnic restaurants like Mexican and Chinese, theme restaurants, chef-owned restaurants, women chefs and owners, and centralized home delivery restaurants. For each type it provides 1-2 defining traits and discusses economic factors and operational aspects.
This document outlines a training module on food and beverage operations. It includes a description of the module's aims to provide an understanding of operational and supervisory aspects of running food and beverage establishments. The learning outcomes cover key areas of food and beverage operations. The syllabus details the topics that will be covered in each of the 8 chapters, including food production, purchasing, menu planning, and banqueting. Learners will be assessed through a 2.5 hour exam covering short and long answer questions.
Designed for working bartenders, Turn up the Volume shares best practices, tips and tricks-of-the-trade for fast & efficient craft cocktail service. From organization of work-stations and batching ingredients to executing rounds and economizing movement, Meaghan Dorman (Raines Law Room), Alba Huerta (Anvil Bar & Refuge) & Eryn Reece (Death & Company, Mayahuel, Miss Speedrack 2013) will provide valuable techniques and practical concepts to put to use at your own bars.
The document provides information and guidance for starting a coffee shop business. It discusses the necessary equipment, supplies, and licenses needed to open and run a successful coffee shop. The equipment section covers coffee makers, grinders, refrigeration, thermal pots, cash registers, and other items needed for brewing and serving coffee. The supplies section discusses furniture, dishes, paper goods, grocery items, and cleaning materials. It also provides tips for finding the right location, competing effectively, creating a comfortable atmosphere, promoting customer loyalty, and obtaining the proper food service license.
Here are the key duties and responsibilities of a bartender:
- Prepare and serve alcoholic beverages to customers in a professional and timely manner. This includes mixing drinks, opening containers, and operating equipment.
- Maintain adequate stock levels of alcoholic and non-alcoholic beverages, garnishes, and bar supplies. Perform regular inventory counts.
- Operate point-of-sale systems to process customer payments accurately and efficiently.
- Provide excellent customer service. Greet customers, take orders, answer questions about menu items.
- Ensure customer safety by following responsible beverage service guidelines like checking IDs and not overserving intoxicated patrons.
- Keep bar areas clean and organized. Wash and sanitize
The document discusses food and beverage management in the hotel and catering industry. It outlines the objectives of food and beverage departments, which include satisfying guest expectations, efficient purchasing and preparation of food, effective control systems, and gathering performance data. It also describes the functions of food and beverage management, which involve planning, organizing, motivating, and controlling operations. Finally, it notes some constraints faced by food and beverage management, such as economic factors, staffing issues, and the perishable nature of food.
This chapter discusses different types of restaurants and their owners. It describes chain and independent restaurants, as well as franchised, quick-service, fast casual, family, casual, and fine-dining restaurants. Specific restaurant types like steak houses, seafood, ethnic, theme, and chef-owned restaurants are also outlined. The chapter provides details on the defining characteristics, operations, advantages, and economics of each type. It concludes with a section on women chefs and restaurant owners, as well as centralized home delivery systems.
This document provides a business plan for a Dosa restaurant. It outlines objectives to keep food costs below 35% of revenue and expand marketing. The plan details the restaurant's mission to provide excellent food and service. It will feature indoor and outdoor seating with a unique Indian design. The menu will focus on dosas and other South Indian cuisine. The plan analyzes the target market and identifies competitors. It proposes strategies for marketing, sales, management, hiring staff, and financial projections.
This document summarizes a business plan for Heaven Land amusement park in Amritsar, Punjab. The plan discusses leasing 2 acres of land to build indoor and outdoor entertainment facilities. The vision is to become a top family entertainment destination in India within a year. Key attractions will include rides, games, food, and future additions like bumper cars and go-karts. Strategies address the competitive landscape, marketing, pricing, and following relevant political and economic regulations for operating an amusement park.
- The document analyzes Italy's theme park industry, which consists of approximately 240 parks, most being small. It focuses on the largest parks, particularly the top 10.
- Gardaland is the largest, holding a 35% market share in 2012. Overall the industry is not very profitable, due to high fixed costs and seasonality.
- The analysis examines the characteristics of the parks, the market concentration and financial performance of the major players from 2008-2012. It identifies factors like high barriers to entry that contribute to low competition in the industry.
This document provides information about launching an adventure park called "Electrify" in Karjat, India. It discusses the opportunity analysis, situational analysis of the tourism market in India, and the relevant political and legal regulations for opening an amusement park. The key points are:
- Karjat is a growing tourist destination but current options lack true adventure experiences like bungee jumping, paragliding, skydiving, etc.
- The tourism industry in India is growing rapidly and adventure parks are an emerging industry.
- Various permits and approvals are required from authorities like the forest department, electrical inspector, and more to obtain a license to open and operate the park.
-
RAFF Engineering aims to provide home and office security systems in Lahore, Pakistan. The four partners plan to target building contractors and direct customers. Initially, they will focus on installation services and eventually expand into assembly. They require 95,000 rupees in startup capital. The summary forecasts breakeven by October 2013 as revenue increases each month while controlling costs and losses.
Athentic is a Mediterranean food business based in Athens, GA that combines authentic Mediterranean recipes with southern dishes. It aims to open a Mediterranean lounge serving small plates and drinks. The summary provides an overview of Athentic's products, marketing strategy, and future goals. Athentic currently generates revenue through weekly "Falafel Friday" pop-up sales and aims to expand through opening a brick-and-mortar lounge, catering, a food truck, and retail distribution. Athentic's marketing strategy focuses on building its customer base through social media engagement and word-of-mouth promotion on the University of Georgia campus.
The document provides an overview of the current situation of the Gateway Taphouse. It notes that the Taphouse has a large space and convenient location near hotels and major roads, but lacks a clear identity. Customers and staff are confused about what type of establishment it is. Research found the area has a large daytime population and consumers who prefer supporting local businesses. The document proposes establishing a distinct Oregon-focused brand for the Taphouse to leverage the state's reputation for craft beer.
This document provides information and advice for managing a bar business successfully. It discusses the importance of understanding customers, creating a business plan, analyzing competitors and location, developing marketing strategies, and focusing on atmosphere and food offerings to enhance the customer experience. Reasons for business plan failures are also examined, including lack of follow-through, procrastination, and lack of vision. Tips are provided for determining a bar's worth, attracting customers through various marketing tools, and protecting the business concept.
The marketing plan summary is as follows:
1) The team conducted a survey of potential college-aged customers to understand their preferences for bars and identify opportunities to attract them to Jimmi's Bar & Grill.
2) The survey found that customers prioritize drink specials, location proximity, and types of entertainment available. Many potential customers live within a few miles of the bar.
3) The plan is to use these insights to modify Jimmi's Bar & Grill's marketing strategy to attract more college students by emphasizing drink specials, highlighting the close location, and promoting entertainment options. The goal is to increase sales and profits by $30,000 annually by gaining this new customer segment.
A business plan acts as a roadmap for establishing and developing new businesses by outlining where the business currently stands, where the owners want it to go, and the route to get there. An effective business plan typically includes sections on the company description, products/services, marketing plan, operations, management, finances, and appendices. While some successful companies have minimal or no business plans, it is generally not advisable to forego a thorough plan unless independently wealthy due to the risks. Constant revision of a business plan as it is created can hinder its full development.
This document discusses sales promotion. It begins with an introduction to sales promotion, noting that it aims to provide added value or incentives to stimulate immediate sales. It then covers the evolution and types of sales promotion, including consumer promotion, trade promotion, and sales force promotion. The document discusses characteristics like time orientation and target user. It contrasts sales promotion with personal selling, noting sales promotion provides benefits to buy while personal selling provides reasons to buy. Finally, it outlines benefits of sales promotion such as differentiation, decision making, and revenue growth. Examples mentioned include Vodafone, Big Bazar, and McDonald's.
Report on microbrewery restaurant business in indiaAjay Tiwari
This document provides an overview of the Indian food and beverage industry, including key details about market size, growth rates, and consumer trends. It notes that the industry is worth INR 204,438 crore currently and is expected to reach INR 380,000 crore by 2017. Food expenditure makes up half of consumer spending in India. The youth population in particular is driving growth in eating out as a popular activity. The beer market in India is growing at around 6% annually and catering to around 100 million consumers, with growth potential as the population ages. Microbrewery restaurants present an exciting opportunity to tap into rising beer and dining trends.
Nightclub & Bar Convention 2015 Session - "Promoting Without Discounting"Whitney Larson
You can have great promotions without knocking dollars off the price of your food and drink items. Rest assured, if you supply customers with quality products, they will pay. Join marketing maven, Whitney Johnson, as she discusses the difference between promotions and discounts, how to set your promotions up for success, and the marketing tools needed to create quality promotions without wasting dollars. - See more at: http://www.ncbshow.com/sessions/promoting-without-discounting/#sthash.Z1wOOdm8.dpuf
This document provides a business plan summary for X YZ Corp, which plans to open an eco adventure park called X
YZ Adventure Park in Panama. The plan includes details on the owners' experience, the park's proposed attractions
and facilities, market research supporting the project's viability, and 5-year financial projections forecasting increasing
sales and profits. Key points include:
- The park will offer activities like horseback riding, hiking, camping and a zip line canopy tour on 93 acres of cloud
forest land.
- Market research indicates potential given eco-tourism growth and lack of similar attractions in the area.
- $350,000 in additional capital is needed to build facilities and boost sales/prof
This document provides an overview of topics in theme park management presented by Dr. Martin Lewison. It includes details about the speaker's background and experience visiting theme parks. Statistics are presented on the top amusement parks globally by number of visitors. Major theme park operators and ride manufacturers are also listed. The document discusses factors that influence guest satisfaction and strategies parks use to enhance safety and manage wait times.
Marketing strategies of selected ktv bar and restaurantalysonray0928
The document provides background information on karaoke and KTV bars in Asia and discusses their marketing strategies. It details the origins and history of karaoke in Japan in the 1970s and how it later spread to other Asian countries and the West. The document discusses the technology behind karaoke machines and describes different types of venues for karaoke including private karaoke boxes and public karaoke bars/clubs. It examines the marketing mix (product, price, place, promotion) for nightclubs and how owners can improve their strategies. The significance and scope of studying the marketing of selected nightclubs in Manila is also outlined.
This document provides guidance on developing an effective business plan, outlining the typical sections included and key information to address within each section. It discusses including an executive summary with mission statement, company information, growth highlights, products/services, and financial information. Other sections covered are company description, market analysis including target market and competition, organization/management, product/service line, marketing/sales, funding request, and financial projections along with an appendix to provide supporting details. The goal is to clearly convey the business concept, market opportunity, management team, and financial viability to potential investors or lenders.
A brief description of setting up brewpub/microbreweries in India. mail me your inquiries to
check website www.indobrews.com for more information,
Email us at brewindo@gmail.com
APART FROM DISCUSSING THE PRESENTATION ALL OTHER SERVICES ARE CHARGEABLE.
CONSULTATIONS (ONLINE/ONSITE) FOR MICROBREWERY/BREWPUB PROVIDED WITH REGARD TO TECHNICALITIES INVOLVED (NO LEGAL OR EXCISE WILL BE DALT WITH)MAY BE PROVIDED.
TURNKEY PROJECT AND CUSTOMIZATION SERVICES PROVIDED. RAW MATERIAL, EQUIPMENT, SETUP, DESIGN, BREWING AND RECIPES WILL BE IN SCOPE OF SERVICES.
Joint Venture Analysis - Entering into the Chinese MarketRobert Au
This report takes the perspective of an Australian company, Carlton & United Breweries (CUB), and provides an analysis
and evaluation of the profitability of prospective opportunities for the international expansion of CUB into China.
It explores the company's own performance and success factors, and measures itself against the target market in order to assess the viability of entry, as well as propose a recommendation of potential entry modes and strategic timeline for implementation.
Adolph Coors Company achieved strong financial results in 1997, its 125th anniversary year. Net income increased 89% to $82.3 million, driven by gains in market share, pricing power, and international sales. Coors gained share in key brands like Coors Light and saw volume growth of 2.7% to a record 20.6 million barrels. Looking ahead, Coors will continue focusing on the fundamentals of quality brewing, customer service, productivity, and developing its employees to maintain momentum despite competitive challenges.
Prepared for our fictional wine business South Oz Wines.
Features a Gantt Chart to show how South Oz Wines will implement their Strategic Marketing Plan.
This annual report summarizes the 1997 performance of Adolph Coors Company. Key points include:
- Coors celebrated its 125th anniversary in 1997 and achieved record sales and profits, outpacing major competitors.
- Total malt beverage sales volume reached 20.6 million barrels, a 2.7% increase over 1996. Net sales grew 4.6% to $1.82 billion.
- Net income was $82.3 million, an 89% increase over 1996. Basic earnings per share increased 47% to $1.84.
- International sales, particularly in Canada and the Caribbean, saw strong double-digit growth and increased profits.
- Looking ahead, Coors will continue focusing
1) Molson Coors is the 2nd largest manufacturer and distributor of beer in Canada, founded in 1786 in Montreal. It has experienced declining market share versus independent craft brewers.
2) A SWOT analysis identified opportunities in premium beers and new niche markets, but also weaknesses in lost first-mover advantage for craft beers and threats from new independent breweries.
3) The chosen alternative growth strategy is portfolio differentiation - developing new product lines to fill niche markets and gain first-mover advantage, focusing on moderate corporate growth through new markets.
This document provides an analysis of the economic, financial, political, legal, social, technological, and cultural environments of the United States and Thailand. It examines factors such as GDP, inflation, income distribution, resources, infrastructure, corruption, and cultural dimensions in both countries. The purpose is to evaluate the potential for a New Zealand cider company called Dominion Breweries to expand into the US and Thai markets.
Kaya Spirits Annual Information Memorandum 2019 | Business Plankayaspiritsofficial
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Southbourne Brewing Limited is seeking investors through a crowdfunding campaign to expand its brewery and taproom in Bournemouth and grow its brand Tingay's into a nationally distributed bottled ale. Founded in 2014 by brewer Jennifer Tingay, Southbourne Ales has won awards for its beers and acquired a brewery property. Financial projections estimate the company will break even within a year and become profitable, with the goal of selling the Tingay's brand within 3-5 years to generate funds for investors. The investment opportunity provides various shareholder benefits and an exit strategy focused on either brand sale or company buyback for investors.
The document justifies developing a business plan for a fish farming, production and commercialization company by highlighting Colombia's untapped potential in aquaculture given its biodiversity and water resources, as well as low per capita fish consumption compared to other Latin American countries. It then explains that tilapia and red pacu production have seen slow growth nationally despite consumer preference, and that a farm in Santander successfully raised red pacu, making it a suitable species for the proposed company.
The document summarizes several Australian wineries that have diversified their businesses beyond wine production. It provides examples of wineries that have started making cider, gin, beer, coffee and food to utilize their facilities and leverage their brand recognition. It discusses how these diversification efforts help provide new revenue streams, build destination brands, and capitalize on consumers' growing interest in products beyond just wine. The investments allow the wineries to look toward long term sustainability and profitability.
Constellation Brands is a leading international marketer of beverage alcohol brands with a broad portfolio across wine, spirits and imported beer categories. It has a portfolio of more than 200 well-known and iconic brands. It has 10,000 employees located across various locations globally including its corporate offices near Rochester, New York. It leverages innovation, dedication, insight and vision to strengthen its brands and business through product development, partnerships, consumer insights and strategic focus.
Molson Coors will acquire the remaining 58% ownership of MillerCoors and full ownership of the Miller brand family globally. The acquisition improves Molson Coors' position in the highly attractive U.S. beer market and accelerates growth opportunities internationally through ownership of the Miller brands. The transaction is financially compelling due to synergies, tax benefits, and anticipated financing, and is expected to be over 25% accretive to cash earnings per share in the first full year. The acquisition transforms Molson Coors into a stronger competitor in North America and globally.
This document provides an index and summaries of sections for a report on Cadbury India. The index lists 10 sections: executive summary, introduction, company profile, objective, research methodology, data analysis and findings, conclusion, suggestion, bibliography, and questionnaire. The executive summary gives a brief overview of Cadbury's history and position as a leader in the confectionery and soft drinks markets in the UK and globally.
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Frank Truong from Tate & Lyle will present on developing a global go-to-market plan for commercializing new technology investments. The presentation will introduce Tate & Lyle's SODA-LOTM salt microspheres technology for reducing salt and sodium in foods. Truong will discuss analyzing market trends and customer needs, developing joint commercial and technical plans with global and local teams, and obtaining support from potential investment partners by sharing the global plan. The amount of global resources and time required to successfully commercialize new technologies can be significant. It is important to manage partners' expectations and define success criteria for the business plan.
SABMiller is an international brewing and beverage company founded in South Africa in 1895. It has grown significantly over the past few decades through mergers and acquisitions to become the world's second largest brewer by volume. It operates in over 80 countries and has over 200 beer brands. The annual report summarizes SABMiller's financial performance in 2016, which showed declines in key metrics like revenue and profits compared to 2015, though it continued to pay dividends to shareholders. The report also provides an overview of SABMiller's history, business model, operations in various regions, and strategic focus on growing its global portfolio of beer and soft drink brands.
SABMiller is an international brewing and beverage company founded in South Africa in 1895. It has grown significantly over the past few decades through mergers and acquisitions to become the world's second largest brewer by volume. It operates in over 80 countries and has over 200 beer brands. The annual report summarizes SABMiller's financial performance in 2016, which showed declines in key metrics like revenue and profits compared to 2015, as well as highlights the company's strategy and operations across various regions.
SABMiller plc is an international beverage and brewing company operating in over 80 countries. In 2016, the company had $5.8 billion in EBITA across its five regions - Latin America (33%), Africa (29%), Asia Pacific (13%), Europe (11%), and North America (14%). SABMiller has over 70,000 employees and produces over 200 beer brands, selling over 140,000 bottles of beer per minute. The company has leading market positions in many countries, with a focus on developing markets which make up 69% of its EBITA.
This business plan proposes establishing Porthgain Distillery, a Welsh micro-distillery that will produce small-batch spirits using locally sourced ingredients. The initial product will be a craft gin made using locally foraged botanicals. Market research identified an opportunity in the growing UK gin market to provide a tourist-focused business in the small coastal village of Porthgain. The distillery aims to generate value through sensory marketing by creating a multi-sensory brand experience beyond just the alcoholic product. It will operate initially out of a family-owned cottage to organically grow financially before obtaining dedicated premises in Porthgain.
Boutique Bar Brands is an experienced team of brand managers that specializes in launching and managing premium drinks brands in the UK market. They have over 50 years of combined experience in the craft beer and spirits industry. Their services include brand building, sales and marketing support, product design, and representing brands in the UK through distribution, account management, and sales. They have successfully launched over 15 drink brands and help clients achieve listings with major wholesalers and in high-profile on-trade accounts.
Reference paper, WBS and PPTCoffee Shop - PMP Paper 2017.docx.docxaudeleypearl
Reference paper, WBS and PPT/Coffee Shop - PMP Paper 2017.docx
Café Central Perk – Opening a Coffee Shop
Project Management Plan
PMGT 510-90, Late Summer 17: Principles of Project Management
Prepared By
Soumitra Shilotri
October 13, 2017
Table of Contents
1.Executive Summary4
2.Introduction5
2.1Description of Project5
2.2Project Purpose or Justification6
2.3Objectives7
2.3.1Primary Business Objectives8
2.3.2Project Objectives (Primary Project Deliverables)9
2.3.3Benefits9
2.4Project Success Criteria (Chapter 1)10
2.5High Level Requirements (Chapter 5)10
3.Change Management (Chapter 4)13
3.1Project Change Control Narrative:13
3.2Project Change Control Flowchart:14
3.3Project Change Request Form Template:15
3.4Project Change Log Template:16
4.SCOPE Description (chapter 5)17
5.HiGH Level Work Breakdown Structure, Milstone Schedule and Project Boundaries18
5.1Work Breakdown Structure18
5.2Summary Milestone Schedule (Chapter 6)19
5.3Project Exclusions19
5.4Assumptions (Chapter 5)20
5.5Constraints (Chapter 5)20
5.6Product Deliverables & Acceptance Criteria (Chapter 5)21
6.PROJECT SCHEDULE (Chapter 6)22
7.Summary High Level Budget (Chapter 7)24
8.Quality Management Plan (Chapter 8)28
8.1Quality Assurance:28
8.2Quality Control:29
9.Project Organization & Resources (Chapter 9)30
9.1Internal Team Structure30
9.1.1Narrative: Describe the internal team structure of the project, as well as how the project relates to the rest of the organization. Explain the logic/rationale behind why you think your proposed team structure is best for your project.30
9.1.2Team Organization Chart: Include a chart that shows the details of how your very specific project team is organized/structured.31
9.2Project Organization: Major Project Roles & Responsibilities:32
9.3Project Team Members: External Interfaces:35
9.4RACI Chart36
9.5Equipment and Training Needs (Chapter 9)36
9.5.1Equipment: Identify equipment, supplies, etc. that will need to be purchased to support your project team members – items your team members will need to complete their project assignments36
9.5.2Training: Identify what kind of training your team members must receive to perform well as team members and/or complete their project assignments.37
10.Communications Plan (Chapter 10)38
10.1Stakeholder communications requirements38
10.2Escalation procedures (for resolving communication issues)38
10.3Revision procedures (for updating the communication plan)39
10.4Status Report Format40
11.PROJECT RISK MANAGEMENT (chapter 11)41
11.1 Detailed Risk Register41
12.Procurement management Plan (chapter 12)42
12.1Make/Buy/Lease analysis and Procurement Needs42
12.2Procurement Source Selection Process44
12.3Vendor Performance Management and Closeout45
13.STAKEHOLDER ANALYSIS (chapter 13)46
13.1Stakeholder Register with Roles and Responsibilities46
13.2Stakeholder Analysis49
14.Monitoring & Control Procedures (Chapters 5-7)53
15.Closeout CRITERIA54
Executive Summary
Concept behind opening a coffee shop - Coffee ...
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
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Forrester’s Digital Transformation Framework
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MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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2. Table of Contents
I. Executive Summary 04
II. General Company Description 05
2.1 Overview 05
2.2 Legal Description 05
2.3 Company Concept/History 06
2.4 Current Status 06
2.5 Vision & Mission Statement 07
III. Products and Services 08
3.1 Product Description 08
3.2 Service Description 08
IV. Marketing Plan 09
4.1 Industry Overview 09
4.1.1 Market Size 11
4.1.2 Target Market 12
4.1.3 Marketing Objectives 14
4.2 Products/Services 14
4.2.1 Pricing Strategy 15
4.2.2 Promotion Strategy 15
4.2.3 Distribution/Placement Strategy 16
4.3 Competitor Analysis 16
4.4 SWOT Analysis 17
4.5 TOWS Strategy Development 18
V. Operational Plan 20
5.1 Production 20
5.2 Location 20
5.3 Inventories 20
5.4 Suppliers 20
5.5 Exit Strategies 21
IV. Management and Organization 22
6.1 Company Structure & Ownership 22
6.2 Core Management Personnel 22
6.3 Roles & Responsibilities 22
6.4 Salary Structure 23
6.5 Key Success Factors 23
VII. Personal Financial Statements 24
7.1 Personal Financial Statements 24
7.2 Details of Personal Financial Statements 25
VIII. Startup Expenses and Capitalization 27
8.1 Capitalization 27
8.2 Startup Expenses 27
IX. Financial Plan 29
9.1 Primary Assumptions 29
9.2 Summary of Financial Results 29
2
3. 9.3 12 Month Profit/Loss 29
9.4 3 Year Profit Projection 32
9.5 Opening Day Balance Sheet 32
9.6 Break Even Analysis 34
Appendices 35
Appendix 1: Supply Lists 35
Appendix 2: State & Local Requirements 40
Appendix 3: Business Ratios 41
Research Bibliography 43
3
4. I. Executive Summary
Queen’s has been a successful Irish themed bar in the center of downtown
Portland, Oregon for many years but is just now being purchased by Mr. John Milton.
Recently Queen’s has seen a drop in its clientele due to the rise of microbreweries and
micro-beer in the Portland area. In order to successfully compete with this new trend,
Queen’s objectives are to create its own microbreweries on-site and to offer superior
kinds of beers than that of these new competitors. Queen’s was established originally
by Ms. Showalter and over the years has become a well trafficked venue in downtown
Portland. Two years ago, Ms. Showalter put the tavern up for sale and Mr. Milton
intends to purchase it. The company is licensed in the State of Oregon. Queen’s is
located in one of the most outstanding downtown locations in Portland as it is
strategically placed to attract the middle and upper middle-class working clientele during
lunch and after work as well. The building itself is one of the oldest structures still
standing in downtown Portland and has an old world style to it. Queen’s offers a wide
variety of spirits and beers from domestic and imported to wines as well. Additionally,
the tavern offers a limited menu of light food and snacks, and specialty items during the
holidays. Once the onsite brewery begins production, Queen’s will concentrate on ale
production including wheat beers, stouts, and porters as these include the more
traditional types of Irish brews. The tavern intends to initially start with five different
types of beer, eventually increasing to ten. All of the expected brews will have a
different brand name. Mr. Milton is asking for a small business loan in the amount of
4
5. $150 thousand to purchase the tavern and also will assist with the microbrewery’s
startup expenses.
I. General Company Description
2.1 Overview
Queen’s was established in 1982 by Ms. Showalter and over the years has
become a recognized fixture in downtown Portland. This notoriety includes having
articles written about the establishment in various travel magazines and recommended
by the Portland Travel Bureau as one of the most popular drinking establishments in the
city. Several years ago, Ms. Showalter started advertising the tavern as being for sale,
citing poor health and lowering profits. Queen’s is now a sole proprietorship owned and
operated by Ms. Showalter but is being purchased by Mr. Milton. The company is
licensed in Oregon as a legal business entity. Queen’s has been a successful Irish bar
in the heart of downtown Portland, Oregon for many years and as such has a high
degree of visibility. However, recently Queen’s has seen a drop in its clientele due to the
increase in popularity of microbreweries in the Portland area. In order to successfully
compete with this new threat, Queen’s objectives, under the guidance of Mr. Milton are
to create its own microbrewery onsite and to offer superior kinds of beers than that of
these new competitors.
2.2 Legal Description
Queen’s is listed under the official NAICS system as 722410 and is described as
being a, “establishments known as bars, taverns, nightclubs, or drinking places primarily
engaged in preparing and serving alcoholic beverages....”1 Additionally, the legal status
1
“2007 NAICS Definition.” U.S. Census Bureau.< http://www.census.gov/ eos/www/naics/>
5
6. of Queen’s is a subchapter "S" corporation. The company location is in Portland,
Oregon.
2.3 Company Concept/History
While Queen’s has been in operation for many years, Mr. Milton’s dream of
owning a tavern began as a youth when he went to Europe and saw how the locals in
each town or village all congregated in one or two local pubs. He has wanted to
recreate this type of venue in his native Portland since that time and has been saving
the money to do so. Rather than invest in a new startup, Mr. Milton perceives the
opportunity to purchase Queen’s and to upgrade its operations with its own
microbrewery operation as the best strategy to realize his dream.
2.4 Current Status
Queen’s is located at the corner of Salmon St and SE 19th Avenue in Portland
about four blocks from the city center and within walking distance of the city's business
district. This is one of the most outstanding locations for a tavern in Portland as it is
strategically located to attract the middle-class and upper middle-class working clientele
as well as tourists who gather in the downtown area in the afternoon and evening to
walk along the riverfront. The building itself is one of the oldest structures still standing
in Portland and has an old world cachet about it. Presently the establishment can seat
96 customers simultaneously and Queen’s has secured the purchase of the adjacent
storefront for its expansion, and with renovation, will have room for the brewery and
another 24 customers. The current facilities, including two large bars and a fireplace,
6
7. kitchen, and plenty of room for games such as darts, pool, and other amusements make
this an excellent local attraction.
2.5 Vision & Mission Statement
Queen’s vision statement informs the consumer that this is a different kind of
tavern with an emphasis on community and local cultural environment:
“Queen’s will be the place where the locals hang out and visitors meet.”
The mission of Queen’s will be to expand on its vision statement by offering a
more concrete operating statement:
“Queen’s will have a drink for everyone, whether they drink wine, liquor or beer
and they’ll receive it with a smile.”
7
8. III. Products and Services
3.1 Product Description
Queen’s will continue to offer a wide variety of spirits, concentrating on imports
from Ireland such as Harps, Guinness, Erin's Rock, Murphy's Irish Stout, and Wild Irish
Rouge on tap along with Baileys Irish Crème, St. Brendan's and other popular liguors. In
addition, the tavern also offers domestic and other imported beers by the bottle and a
full bar is stocked for all manner of mixed drinks. In the back the tavern has a small
kitchen that offers a limited menu of such things as sandwiches, hamburgers, fish and
chips, and other appetizers. While for holidays such as St. Patrick's Day, the tavern
offers traditional favorites such as Irish stew, leek and potato soup, and corned beef and
cabbage, and such things as turkey dinner and stuffing for Thanksgiving, among many
other examples. Once the tavern begins production, Queen’s will concentrate on ale
production including wheat beers, stouts, and porters as these include the more
traditional types of international brews such as Irish brews. Queen’s intends to initially
start with five different types of beer, eventually increasing to ten or more. All of Queen’s
brews will have a different brand name.
3.2 Service Description
8
9. The service quality at Queen’s will be second to none. All wait, bar, and kitchen
staff will receive a full day’s training on solely how to interact with clientele in a
technique Mr. Milton refers to as the “Queen’s Way.” This is involves getting to know
their names, making eye contact, and responding quickly and politely to all requests.
IV. Marketing Plan
4.1 Industry Overview
Queen’s operates in a highly competitive industry whose environment creates
low margins due to the high amounts of pressure placed upon participants from
customers, suppliers, other rivals, potential market entrants, and participants’ diverse
products. Additionally, the competition around virtually any holiday makes this
competitive profile intense year around. Currently, because traditional alcohol is fully
associated with Thanksgiving, for example, all manner of alcoholic beverage makers
are competing to develop a branded alcoholic beverage that becomes associated with
this and other holidays.2 This has created a fragmented industry in which no one
participant has a significant market share in almost every local or national market.
Customers have a great deal of buyer power and influence in this industry since there
are virtually no switching costs to move from one competitor to another, whether it is a
tavern or a type of alcohol. Customers regularly go to more than one tavern or bar to
socialize and drink. In addition, while this type of bar-hopping is very popular, the overall
quality of the customer's life is unaffected if they choose to forgo pursuing it. Finally,
even with the rise of microbreweries, many customers still find that most taverns have
2
Mullman, Jeremy. “Booze Makers Battle over Turkey Day.” Advertising Age, 78/43(2007): 4-57.
9
10. the products that they seek, making the visit itself undifferentiated from on
establishment to the next.
However, with the rise of microbreweries and the wide variety of microbrews,
many tavern operators see an opportunity to differentiate based on the flavor and
quality of their beers. Research indicates that this is increasingly an effective strategy
since as recently as 2005, the volume of microbrews in the United States (US) market
exceeded 750 thousand barrels and this figure is expected to continue to rise. 3
Furthermore, these suppliers also have a great deal of influence in relation to the
taverns and their operations. Almost all suppliers are regional companies that have a
wide variety of customers including grocery stores, liquor stores, restaurants, caterers,
and similar. This means that any single customer of these distributors makes up a
fraction of their sales and has little influence on their overall prices, quality and terms.
Furthermore, while these distributors often sell a wide variety of products such as
produce, poultry, meat products, tobacco, and other items, taverns are almost solely
dependent upon the distributors for all of their merchandise and products. The only real
strategy to offset this distributor's influence is to reverse-integrate into the supply
industry itself by brewing and marketing an establishment’s own microbrew product.
Since industry growth is relatively small, there is a strong push by all competitors
to gain market share at the expense of other operators. The lack of a differentiated
product or service by most taverns only makes this situation worse and yet, by venturing
into microbrews, Queen’s can attain the same type of profitability other small breweries
have where companies such as Metro Beverages, Inc. in Northern Indiana reached
3
“US Specialty Beer.” Beverage World, 126/7(2007): 18.
10
11. annual sales of $40 million based on a local market of only five counties.4 In this type of
environment, each firm attempts to lower prices, increase services and products and cut
costs. This in turn creates retaliation among rivals and leads to falling profits or even
narrower margins. There are relatively few barriers to entry in the bar and tavern
industry, making the threat of new entrants to the market very real. The capital costs of
starting up a bar or taverns are relatively low and access to distribution channels is quite
easy. Where firms seek advantages is in finding a favorable location, building brand
equity through customer loyalty, creating a unique environment, or, alternatively,
reverse-integration by producing unique products.
4.1.1 Market Size
While the market for well kept taverns and bars is established, the concept of
taverns and bars that contain their own microbrewery is a growing enterprise and
industry. Research reveals that the overall beer industry is relatively flat, the microbrew
industry is strong with almost 1400 unique craft brewers throughout the US, which
includes those located in taverns and sales increased by 7% from 2003 to 2005 alone.5
With this kind of growth, taverns such as Queen’s should absolutely examine
augmenting existing business with their own microbrew products and branding efforts.
Additionally, the Portland, Oregon area is home to fairly significant population that is
acclimated to local alcohol products since the area is also home to a healthy local wine
industry as well. The most recent US census data reveal that the area has a population
of 537 thousand that the population has grown by almost 20% since 1990.6 With this
4
Atkinson, William. “Working Smart.” Beverage World, 125/12(2006): 72.
5
Spaeder, Karen. “Heady Stuff.” Entrepreneur, 34/1(2006): 51.
6
“Portland, Oregon.” U.S. Census Bureau (online). <http://www.census.gov>.
11
12. kind of population growth expected to continue, Portland and the surrounding area can
not only support another microbrew but require. According to the population density
map of the Portland downtown area, Queen’s is located in one of the area’s most
populated areas during the day due to the sheer number of workers who live and work
in the surrounding areas:7
4.1.2 Target Market
7
“Persons Per Square Mile.” U.S. Census Bureau, (online). http://www.census.gov>.
12
13. The market segmentation for Queen’s target market is divided into the leading
market segments for its industry. The division reflects the differences in marketing
strategy that will be used to target each different market and they are as follows:
Middle to upper class white collar office workers from the downtown area.
These are people seeking to have a drink or some quick food during
lunchtime and sometimes want to take out-of-towners to see some of the
local highlights. In addition, the tavern can expect to see these types of
customers dropping in for some hours after work in order relax and discuss
business in a less formal manner.
Late nighters and weekend partiers. These are the type of clientele that drop
by and stay for many hours socializing and drinking for purely entertainment
purposes. Growth of this segment is based on the estimated population
growth of Portland itself viewed previously.
Brew or beer connoisseur. These customers are a relatively new type to the
tavern scene and industry. Although there have been beer connoisseurs all
over since beer was first invented, until recently government regulation was
such that the industry was concentrated within a few national companies such
as Anheuser Busch, Coors, and others that do not brew craft beer. These
companies had few product lines and sought to produce large amounts of
beer over very short time periods in a process that removes the artisan flavor
and context from the industry. Since industry deregulation the industry has
rapidly fragmented, allowing small brewers to compete against the larger
established companies on a local and even national level. All this has inspired
13
14. new connoisseur in brewing that has revolutionized the industry. With so
many new types and brands of beer available, the customer that wants to try
new types is being wooed by all industry participants and Queen’s tap into
this segment’s potential.
Queen’s Market Analysis
2008 2009 2010 2011 2012
Potential Customers Growth CAGR
professional workers 3% 75,000 77,250 79,568 81,955 84,414 3.00%
Late nighters and weekend
3% 435,000 448,050 461,492 475,337 489,597 3.00%
partiers
Beer connoisseur 8% 120,000 129,600 139,968 151,165 163,258 8.00%
Total 4.01% 630,000 654,900 681,028 708,457 737,269 4.01%
4.1.3 Marketing Objectives
The following marketing objectives will guide the marketing strategy formulation
and execution over the next 12 month period:
Meet all first years sales objectives
Increase sales by 10% monthly
Develop a local distribution network for the tavern’s craft beers
Brew five branded microbrews by the end of the first 12 month business cycle
4.2 Products/Services
Queen’s will offer a wide variety of spirits, concentrating on imports from Ireland
such as Harps, Guinness, Erin's Rock, Murphy's Irish Stout, and Wild Irish Rouge on
tap along with Baileys Irish Crème, St. Brendan's and other popular liguors. In addition,
the tavern also offers domestic and other imported beers by the bottle and a full bar is
stocked for all manner of mixed drinks. In the back the tavern has a small kitchen that
14
15. offers a limited menu of such things as sandwiches, hamburgers, fish and chips, and
other appetizers. While for holidays such as St. Patrick's Day, the tavern offers
traditional favorites such as Irish stew, leek and potato soup, and corned beef and
cabbage, and such things as turkey dinner and stuffing for Thanksgiving, among many
other examples. Once the tavern begins production, Queen’s will concentrate on ale
production including wheat beers, stouts, and porters as these include the more
traditional types of international brews such as Irish brews. Queen’s intends to initially
start with five different types of beer, eventually increasing to ten or more. All of Queen’s
brews will have a different brand name.
4.2.1 Pricing Strategy
Queen’s pricing strategy will be competitive. However, the tavern will not
compete on price because this is not necessary in the microbrew industry. Rather, the
tavern’s prices will be reasonable but its products will be exemplary:
Small Mug $1.95
Medium Mug $2.95
Large Mug-the Queen’s Ransom $3.95
4.2.2 Promotion Strategy
Queen’s intends to advertise its new brewery products through newspaper and
magazine articles, focusing primarily on entertainment and lifestyle publications that are
locally produced and printed. In addition the tavern will run ads in local journals and
intends to erect four billboard advertisements. Past experience with other taverns and
breweries indicates that radio is an especially useful tool to this industry and
management plans to run ads with three of the local radio stations most listened to by
15
16. young professionals aged 25-40 with an emphasis on pop-radio. In order to ensure the
maximum efficiency from this campaign, Queen’s has retained the services of an
advertising consulting firm in the Portland area. Advertisements and articles are
scheduled to begin approximately one month after the Mr. Milton takes full possession
of the tavern.
4.2.3 Distribution/Placement Strategy
Queen’s is located at the corner of Salmon St and SE 19th Avenue in Portland
about four blocks from the city center and within walking distance of the city's business
district. All of Queen’s operations will occur in this single location.
4.3 Competitor Analysis
There are a wide variety of bars, restaurants, nightclubs and other direct and
indirect competitors in the Portland downtown area. Some of the closest in terms of
location and quality include the following bars, taverns and nightclubs:
1. Henry’s 12th Street Tavern. This tavern offers the largest threat to Queen’s as it
has created an excellent reputation for its microbrews by regularly stocking a
diverse supply of the area’s best as well as some of the best microbrews
nationally.
2. Nob Hill Bar & Grill. This establishment is located close to Queen’s and it
attracts a niche market of customers who gravitate to is locally recognized dishes
as well as its long standing presence as one of downtown Portland’s most
recognized fixtures.
16
17. 3. Berbati’s Pan Cafe. This is a restaurant/nightclub that attracts national level
entertainers and huge crowds. Its popularity could be a threat to establishing
market share for Queen’s.
Competitor Profile Matrix Berbati’s Pan Henry’s 12th
Queen’s
(CPM) Café Street Tavern
CRITICAL
QUEEN’SIGH
SUCCESS RATING SCORE RATING SCORE RATING SCORE
T
FACTORS
Advertising 0.20 2 0.40 3 0.60 1 0.20
Product Quality 0.10 4 0.40 4 0.40 3 0.30
Price
Competitivenes 0.10 1 0.10 3 0.30 2 0.20
s
Management 0.10 3 0.40 4 0.40 2 0.20
Financial
0.15 3 0.60 2 0.30 4 0.60
Position
Customer
0.10 4 0.40 2 0.20 3 0.30
Loyalty
Brand Identity 0.20 2 0.40 2 0.40 4 0.80
Market Share 0.05 2 0.10 1 0.05 4 0.20
TOTAL 1.00 2.80 2.65 2.80
4.4 SWOT Analysis
The greatest competitive opportunity in the tavern and bar industry is the growth
projections that most analysts associate with the industry. This expected market growth
over the next 3-5 years affords Queen’s its most tangible rationale for expanding in the
Portland, Oregon market at this time. The following section outlines Queen’s strengths,
weaknesses, opportunities and threats associated with its market entry:
17
18. Strengths. Queen’s is an established company but one with a fresh brand and an
experienced owner/manager in Mr. Milton. Additionally, Queen’s has a strong business
plan and access to ready capital.
Weaknesses. Queen’s lacks an established identity for its microbrews in the loca
market but its established presence in the market may counter this. Furthermore,
although its focus on customer service and service delivery is an extremely strong
attribute, customers must also be willing to pay for such service since it is not competing
on price alone.
Opportunities. The market growth over the next 3-5 years presents Queen’s with
its most promising opportunity in the market. Also, the lack of any single dominant
competitor in the industry over the next 12 months at least, ensures that Queen’s has
the ideal scenario to establish itself as a recognized brand in local microbrew industry
and market.
Threat. Competitive threats form the nucleus of Queen’s most significant market
threat. Some national beer brands have the operational skills and the capital to enter
and quickly dominate the local market should they so desire.
4.5 TOWS Forward Strategy & Outlook
Complete strengths, weaknesses, opportunities, and market threats are outlined
below in order to establish a better understanding of its position in the marketplace as a
new microbrewery competitor:
STRENGTHS OPPORTUNITIES
• Knowledgeable Executive • Fractured market
• Professional management • Undifferentiated rival services
• Quality Price Point • Portland market is attractive
18
19. • 7 Day a week Availability • Market growth expected in 2008
WEAKNESSES THREATS
• Lack of brand recognition • Sustained price competition
• New employees • Ongoing tavern market
• Must learn microbrew processes competitiveness
• Competitor entry into the local
market
These strengths, weaknesses, opportunities and threats then lead to the following
TOWS chart that establishes the basis for an actionable strategy:
External Opportunities External Threats
Internal Strengths SO: Knowledgeable ST: Price
Leadership w/Attractive competition/industry
Portland market competitiveness
Internal Weaknesses WO: Lack of brew industry WT: Lack of brew
experience w/Market industry
upturn in 2008 experience/ongoing
competitive difficulties
Complete competitive advantage will be based on the company’s large
investment in human capital and in microbrewery equipment and processes. Complete
success begins with a rigorous training program for new employees because while
initially Mr. Milton will do most of the oversight himself, he would be unable to maintain
effective marketing efforts while also trying to run all operations. Therefore, quality staff
and well trained brew masters are the key to the company’s success. In fact, the human
resource aspect is the company’s primary competitive differentiator because these are
the staff that the customers interact with.
19
20. V. Operational Plan
5.1 Production
All production of food and service delivery occur onsite. The microbrewery facility
will be enclosed in the additional space that Mr. Milton is negotiating for and includes all
necessary equipment such as vats, tubing, and storage for all ingredients such as hops
and barley. However, a full list of equipment required for a small microbrewery can be
found in appendix one.
5.2 Location
All operations occur at the location in which the tavern is already situated.
Queen’s is located at the corner of Salmon St and SE 19th Avenue in Portland about
four blocks from the city center and within walking distance of the city's business district.
All of Queen’s operations will occur in this single location.
5.3 Inventories
Inventories of all fresh food will only be kept for a two day supply since they are
delivered both daily as well as on an ad hoc basis. All dry goods will be inventoried for a
period of seven days and beer will be brewed in advance of 30 days for both tavern and
local distribution uses.
5.4 Suppliers
Only local suppliers will be utilized, however, for the initial startup and setup of
the microbrewery, an out of state supplier for the equipment and consulting will be used.
This supplier is the Applied Beverage Technologies, Inc. company located in Chicago,
Illinois at B.O. Box 267814, 60626.
20
21. 5.5 Exit Strategies
Queen’s fully expects to stay operational and financially solvent however, at
times this is not feasible due to market conditions or other unexpected events within the
tavern and bar industry. In such circumstances, the company will adhere to several
strategies that will allow it to liquidate its business and business assets in a fashion that
best suits the particular circumstances:
Sale of Business to a 3rd party
Liquidation of assets including industry contacts
Bankruptcy through Chapter 13
Simple closure of business
21
22. VI. Management and Organization
6.1 Company Structure & Ownership
The company is going to be licensed as a limited liability company or an LLC in
order to limit the liability of the company’s individual employees and its owner against
any potential legal exposure should such actions arise. The LLC structure calls its
owners members and does not restrict the number of members that can be attached to
an LLC and this includes the establishment of single member LLCs as Queen’s will be. 8
This ownership structure allows Mr. Miltion to take on additional investors should the
need arise in order to facilitate future growth and expansion.
6.2 Core Management Personnel
Mr. Milton: Mr. Milton is both the sole owner and manager of the Queen’s enterprise.
Restaurant/Floor Manager: An individual with industry experience will be sourced to
manage all food and service related operations.
6.3 Roles & Responsibilities
Mr. Milton: Mr. Milton will manage the activities related to marketing, budgeting and
scheduling of local entertainment. Additionally, he will oversee the branding and
distribution processes related to Queen’s branded microbrews.
8
“Limited Liability Company.” Internal Revenue Service (online). http://www.irs.gov/
businesses/small/article/0,,id=98277,00.html
22
23. Restaurant/Floor Manager: This individual will manage and oversee all food related
activities such as kitchen and food preparation, floor and wait staff scheduling, as well
as customer service related concerns.
6.4 Salary Structure
PERSONNEL PLAN
YEARS 2008 2009 2010
RATIO% 0% 20% 22%
OWNER $44,000 $58,800 $84,560
HOSTESS $19,600 $21,520 $23,824
FOOD MANAGER $33,600 $43,320 $53,184
TOTAL PERSONNEL
TOTAL PAYROLL $97,200 $123,640 $161,568
6.5 Key Success Factors
The following key success factors are critical to the company’s ongoing and long-
term success in its industry:
Hiring talented and innovative employees to fill key roles within the organization
Maintaining a strict adherence to the company’s vision and mission statements
Attaining first year sales objectives
Meeting the company’s three year revenue projection
Executing the company’s 12 month and 3-year growth strategy
23
24. VII. Personal Financial Statements
7.1 Personal Financial Statements
PERSONAL FINANCIAL STATEMENTS
SECTION 1 – INDIVIDUAL INFORMATION (Type or Print) SECTION 2- OTHER PARTY INFORMATION (Type or Print)
Name Name
Residence Address Residence Address
City, State, Zip City, State, Zip
Position or Occupation Position or Occupation
Business Name Business Name
Business Address Business Address
City, State, Zip City, State, Zip
Res. Phone Bus. Phone Res. Phone Bus. Phone
SECTION 3 – STATEMENT OF FINANCIAL CONDITION AS OF _________________________________________, 20___________
ASSETS In Dollars Liabilities In Dollars
(Do not include Assets of doubtful value) (Omit Cents) (Omit Cents)
Cash on hand and in banks Notes payable to banks – secured
U.S. Gov’t & Marketable Securities – see Schedule Notes payable to banks – unsecured
A
Non-marketable Securities – see Schedule B Due to brokers
Securities held by broker in margin accounts Amounts payable to others – secured
Restricted or control stocks Amounts payable to others - unsecured
Real Estate owned as personal residence Accounts and bills due
See Schedule C Unpaid income taxes and interest
Real Estate owned for investment purposes Real estate owned as personal residence
See Schedule D (attached) Mortgages payable – see Schedule C
Loans receivable Real estate owned for investment purposes
Automobiles and other personal property mortgages payable – see Schedule D
Cash value life insurance – see Schedule E Credit card/revolving debt
Other assets – itemize Other debts – itemized
TOTAL LIABILITIES
TOTAL ASSETS NET WORTH = ASSETS – LIABILITIES
TOTAL LIABILITIES & NET WORTH
PERSONAL INFORMATION
SOURCES OF INCOME FOR YEAR
ENDED_____________________20______
Salary, bonuses & commissions $ Do you a will? No Yes if yes, name of executor
Dividends
Net real estate income Are you a partner or officer in any other venture? If so describe
Other income (Alimony, child support, or separate maintenance
Income need not be revealed if you do not wish to have it Are you obligated to pay alimony child support or separate
considered as a basis for repaying this obligation) maintenance payments? If so, describe them
24
25. Are any assets pledged other than as described on the
schedules?
If so, describe
TOTAL $
CONTINGENT LIABILITIES
Do you have any contingent liabilities? If so, describe them Income tax settled through (date) ______________________
Are you a defendant in any suits or legal actions?
As endorser, co-maker or guarantor $ Personal bank accounts carried at
On leases or contracts $
Legal claims $
Other special debt $ Have you ever declared bankruptcy, personal or otherwise? If
Amount of contested income tax liens $ so, describe
7.2 Details of Personal Financial Statements
SCHEDULE A – U.S. GOVERNMENTS AND MARKETABLE SECURITIES
Number of Shares Are These
of Face Value (Bonds) Description In Name Of Pledged? Market Value
SCHEDULE B – NON-MARKETABLE SECURITIES
Are These Source of
Number of Shares Description In Name Of Pledged? Value Value
SCHEDULE C – REAL ESTATE OWNED
Address & Type Of Title In % Of Date
Property Name Of Ownershi Acquired Cost Market Value Mortgage Mortgage
p Maturity Amount
SCHEDULE D – LIFE INSURANCE CARRIED, INCLUDING GROUP INSURANCE
Name of Owner of Policy Beneficiary Face Amount Policy Loans Cash Surrender
Insurance Value
Company
25
26. SCHEDULE E – BANKS OR FINANCE COMPANIES WHERE CREDIT HAS BEEN
OBTAINED
Name & Address of Credit In The Name Secured Or Original Date High Credit Current Balance
Lender Of Unsecured
The information contained in this statement is provided for the purpose of obtaining or maintaining a credit account, loan, small
business loan or other financial transaction on behalf of the undersigned or persons, firms or corporations in whose behalf the
undersigned may either severally or jointly with others, execute a guaranty in the issuer’s favor. Each undersigned understands that the
issuer of such financial support is relying on the information provided herein (including the designation made as to ownership of
property) in deciding to grant or continue such financial support or oversight as is being requested. Each undersigned represents and
warrants that the information provided is true and complete and that the issuer or provider may consider this statement as
continuing to be true and correct until a written notice of a change is given to it by the undersigned. The issuer or provider is authorized
to make all inquiries deemed necessary to verify the accuracy of the statements made herein, and to determine applicant’s
creditworthiness or financial health. Furthermore, the issuer/provider is authorized to ansQueen’sr questions about its financial
experience with the undersigned party(s).
Signature (Individual)
S.S. No. Date of Birth
Signature (Other party)
S.S. No. Date of Birth
Date Signed 20
26
27. VIII. Startup Expenses and Capitalization
8.1 Capitalization
Mr. Milton is the sole investor related to the purchase of Queen’s as well as its
expansion into the microbrew activities. He is investing $150 thousand of his own funds
and seeking a small business loan for the same amount.
8.2 Startup Expenses
The following startup expenses are an approximate cost estimate. Further
estimates of material and supplies can be found in appendix 1. These startup expenses
offer a detailed approximation of the costs associated with the daycare startup:
QUEEN’S START-UP EXPENSES (REQUIREMENTS)
BUSINESS START YEAR 2009
OFFICE SUPPLY/PAPER/FAX PAPER/PRINTER INKS $473
MARKETING/QUEEN’SB/BUSINESS CARDS/BROCHURES/ $1,305
ADS
EQUIPMENT/POS/HARDWARE/SOFTWARE/PHONES/DESK $3,580
ARCHITECTURE/DECORATION/REMODELING $2,143
OTHERS-LEGAL (PERMITS/TRADEMARKS/CORPS) $870
RENT+SECURITY DEPOSIT $1,500
INSURANCE $300
OTHER A $4,100
OTHER B $700
OTHER C $2,500
OTHER D $1,000
FRANCHISE FEE (NONE) $0
BUSINESS FEE TRANSFER $0
TOTAL START-UP EXPENSES ($18,471)
Start-up Assets Needed
Cash Balance on Starting Date $8,700
Start-up Inventory $6,079
Other Current Assets $1,000
TOTAL CURRENT ASSETS $15,779
Long-term Assets $10,000
TOTAL ASSETS $25,779
Total Requirements $7,308
27
28. Funding & Investor
INVESTOR 1 $30,000
INVESTOR 2 $0
OWNER 1 $0
OWNER 2 $0
BANK 1 $0
BANK 1 $0
TOTAL INVESTMENT $30,000
Current Liabilities
Accounts Payable $1,000
Current Borrowing $0
Other Current Liabilities $0
CURRENT LIABILITIES $1,000
Long-term Liabilities $3,444
TOTAL LIABILITIES $3,444
LOSS AT START-UP $18,471
TOTAL CAPITAL $11,529
TOTAL CAPITAL & LIABILITIES $14,973
28
29. IX. Financial Plan
9.1 Primary Assumptions
Cash Sales: Projected gross sales will be based on the average of the monthly
revenues of recruitment and placement services originated from Queen’s single
business location.
Other Income: This income is generated through the provisions of services not directly
related to daily tavern operations such as certain ad hoc marketing and service offerings
as well as its outside distribution of its branded microbrews.
Cost of Goods Sold: This figure is based on a figure of 35% of revenues which is the
industry corporate standard.
Payroll: This is figure is based on both full-time and part-time staff.
9.2 Summary of Financial Results
1st Year Sales COGS Net Profit 3rd Year Sales Net Profit
$306,000 $92,000 $106,447 $564,570 $242,041
9.3 3-Year Profit/Loss
The following table shows Queen’s expectations for Profit and Loss. The
company will begin to make a better profit in its second year of operation.
Queen’s Pro Forma Profit and Loss
2008 2009 2010
29
30. Sales $1,017,000 $1,307,000 $1,410,000
Direct Costs of Goods $457,650 $562,010 $578,100
Other $33,000 $38,000 $43,000
------------ ------------ ------------
Cost of Goods Sold $490,650 $600,010 $621,100
Gross Margin $526,350 $706,990 $788,900
Gross Margin % 51.76% 54.09% 55.95%
Expenses
Payroll $202,800 $317,000 $353,000
Sales and Marketing and Other Expenses $70,925 $82,900 $102,000
Depreciation $36,000 $40,000 $45,000
Utilities $18,000 $18,000 $20,000
Insurance $18,000 $21,000 $23,000
Rent $72,000 $77,000 $80,000
Other $18,000 $6,300 $10,000
Payroll Taxes $24,336 $38,040 $42,360
Other $0 $0 $0
------------ ------------ ------------
Total Operating Expenses $460,061 $600,240 $675,360
Profit Before Interest and Taxes $66,289 $106,750 $113,540
EBITDA $102,289 $146,750 $158,540
Interest Expense $39,000 $37,500 $32,250
Taxes Incurred $6,643 $17,313 $20,661
Net Profit $20,646 $51,938 $60,629
Net Profit/Sales 2.03% 3.97% 4.30%
9.4 3-Year Profit Projection
30
31. The following chart and table show the Projected Cash Flow for Queen’s:
QUEEN’S Pro Forma Cash Flows
2008 2009 2010
Cash Received
Cash from Operations
Cash Sales $661,050 $849,550 $916,500
Cash from Receivables $340,853 $449,153 $490,553
Subtotal Cash from Operations $1,001,903 $1,298,703 $1,407,053
Additional Cash Received
Sales Tax, VAT, HST/GST Received $0 $0 $0
New Current Borrowing $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0
Acquired Long-term Liabilities $0 $0 $0
Sales of Other Current Assets $0 $0 $0
Sales of Long-term Assets $0 $0 $0
New Investment Received $50,000 $0 $0
Subtotal Cash Received $1,051,903 $1,298,703 $1,407,053
31
32. Expenditures 2003 2004 2005
Expenditures from Operations
Cash Spending $202,800 $317,000 $353,000
Bill Payments $790,606 $896,677 $949,161
Subtotal Spent on Operations $993,406 $1,213,677 $1,302,161
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out $0 $0 $0
Principal Repayment of Current Borrowing $0 $0 $0
Other Liabilities Principal Repayment $0 $0 $0
Long-term Liabilities Principal Repayment $0 $30,000 $75,000
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $0 $0 $10,000
Dividends $0 $0 $25,000
Subtotal Cash Spent $993,406 $1,243,677 $1,412,161
Net Cash Flow $58,497 $55,026 ($5,108)
Cash Balance $148,497 $203,523 $198,415
9.5 Opening Day Balance Sheet
The following table is the Projected Balance Sheet for Queen’s and its new
operations:
QUEEN’S Pro Forma Balance Sheet
2008 2009 2010
Assets
Current Assets
Cash $148,497 $203,523 $198,415
Accounts Receivable $29,097 $37,394 $40,341
Inventory $42,570 $52,277 $53,774
Other Current Assets $4,000 $4,000 $4,000
32
33. Total Current Assets $224,164 $297,194 $296,530
Long-term Assets
Long-term Assets $80,000 $80,000 $90,000
Accumulated Depreciation $36,000 $76,000 $121,000
Total Long-term Assets $44,000 $4,000 ($31,000)
Total Assets $268,164 $301,194 $265,530
Liabilities and Capital 2003 2004 2005
Current Liabilities
Accounts Payable $63,518 $74,611 $78,318
Current Borrowing $0 $0 $0
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $63,518 $74,611 $78,318
Long-term Liabilities $390,000 $360,000 $285,000
Total Liabilities $453,518 $434,611 $363,318
Paid-in Capital $125,000 $125,000 $125,000
Retained Earnings ($331,000) ($310,354) ($283,417)
Earnings $20,646 $51,938 $60,629
Total Capital ($185,354) ($133,417) ($97,788)
Total Liabilities and Capital $268,164 $301,194 $265,530
Net Worth ($185,354) ($133,417) ($97,788)
9.6 Break Even Analysis
The Break-even Analysis chart and table indicate that if the costs stay at the
current, or relatively stable level that the tavern has maintained prior to Mr. Milton
33
34. acquiring it, Queen’s will be able to make an increased profit by the second year. The
break-even point is approximately $70,000 per month:
QUEEN’S Break-even Analysis
Monthly Revenue Break-even $69,706
Assumptions:
Average Percent Variable Cost 45%
Estimated Monthly Fixed Cost $38,338
Appendices
Appendix 1: Supply List
34
35. APPLIED 7 BARREL FULL MASH BREWERY SPECIFICATIONS
ABT MALT CONVEYING SYSTEM
* Malt auger,4 inch diameter with top mounted low RPM motor
* 15 foot drive section
* Flexible drop tube
* Floor level hopper with hand guard
* Delivers 32 lbs. per minute
* 1/2 h.p. , 115/220 V, 1ø, TEFC motor
ABT 7 BARREL SYSTEM HOT LIQUOR (WATER) TANK
* Capacity : 5 bbls. working, 6.7 bbls. gross, to hold sparge water
* 40" O.D., 5.4' overall height
* Insulated and clad on sides
* Dished top and bottom
* Top fittings: manway and CIP ball with shaft
* Side fittings: thermowell; liquid level gauge fittings (2); thermometer, 0-220°F
* Bottom fittings: 1 1/2" coupling inlet / outlet;
* 14" legs
* Material: 12 gauge T304 stainless steel
* Internal finish: 2B, welds ground and polished to 180 grit
* External finish: 2B, brushed welds
* Cladding:16 gauge stainless steel with #4 finish
HOT LIQUOR (WATER) PUMP
* Bronze head, centrifugal
* 1" NPT discharge, 1 1/4" NPT inlet
* 1 1/2 hp, TEFC motor,230V, 3ø, 5 amps.
ACTIVATED CARBON WATER FILTER
* Complete activated carbon water filter with 1.75 cu. ft. activated type PE natural
carbon for removal of trace water contaminants and chlorine, 42 GPM flow rate max.,
30 GPM recommended, 45 psi max. working pressure, 38"high x 21" wide, 1 1/2" inlet/
outlet, c/w bypass and on/off valve.
ABT 7 BARREL MASH / LAUTER VESSEL
* Capacity : 5.2 bbls. working, 9.5 bbls gross
* 46" O.D., 8' overall height,10 ft. min. ceiling height, 35" floor to bottom of side
manway
* Max. grain capacity 475 lbs., .4 bbl. below false bottom plates, 24"-33" grain bed
depth
* 950 lbs. empty, 2900 lbs. working
* Insulated and clad on sides
* Top: flat and flanged
* Large top opening 17" manway with handle and manway support bracket
* Shallow cone bottom,160° included
* Top fittings: CIP spray ball; sprayball shaft welded with arm to side, cap,clamp and
gasket; 4" ferrule for premasher and sparge devices; 1 1/2" T/C ferrule for vapor outlet
* Side fittings: Thermowell, 17" outward opening hinged manway for spent grain
removal
* Bottom: 1 1/2" tri-clamp ferrule outlet
35
36. * Polished stainless steel wedge wire two piece false bottom
* Premasher and sparge devices with 3/4" MNPT nipples, clamp and gasket
* 3/4" high temp. hose with quick disconnect set for above
* Wort recycle fitting for CIP shaft
* Legs with flat anchoring pads and shims for leveling
* Material: 12 gauge 304 stainless steel
* Internal finish: 2B, welds ground and 180 grit polished
* External finish: 2B, brushed welds
* Cladding: 16 gauge stainless steel, #4 finish
GRANT PIPING SYSTEM
* System designed to receive wort from mash tun side outlet and transfer it to the
pump
* Valentine arm produces uniform flow without clogging
* Hi-Lo outlets allow reduced hydrostatic pressure across the false bottom and total
draining
* Clear top sight tube allows visible flow control and level detection
* Includes stainless steel pipework, sight glass, valves, clamps, gaskets
ABT 7 BARREL BREWKETTLE / WHIRLPOOL - GAS
* Capacity : 7.7 bbls. working, 10 bbls. gross, 12" freeboard
* 48" O.D., 7.6' overall height, 9 ft. min. working height
* 1000 lbs. empty; 3,100 lbs. working
* Insulated and S/S clad
* Top: ASME shape dished and flanged head
* Bottom: flat sloping, 3/16" plate, T316 stainless steel
* Top fittings: CIP sprayball, welded shaft with 90° elbow to 1 1/2" T/C connection, 3/4"
NPT water inlet coupling, 6" steam vent stub with condensate trap and 1/2" coupling,
17" outward opening top hinged manway
* Side fittings: thermowell to fit thermocouple, 1 1/2" tangental whirlpool inlet, 4" tri-
clamp ferrule for cleanout,1 1/2" tri-clamp ferrule for wort draw-off
* Lower fire box, internal 2400°F insulation, burner flange, 6" I.D. , 8" O.D. exhaust
outlet, insulated access manway
* Material: 12 gauge 304 stainless steel
* Internal finish: 2B, with welds ground and 180 grit polished
* External finish: 2B, with brushed welds
* Cladding: 18 gauge stainless steel with #4 finish
KETTLE GAS BURNER
* 200,000 BTU/hr. power gas burner
* U.L. Listed
ABT BURNER CONTROL PANEL - GAS
* NEMA 4 watertight burner control panel for wall mounting with: Indicating
temperature controller with temperature sensor; manual/auto(timer)/off switch and run
light; 24 hour timer; fuse.
* Hot liquor pump on/off switch and run light
WORT PUMP and MOTOR
* Stainless steel sanitary non overloading centrifugal pump
* 1 1/2" x 1 1/2" tri-clamp inlet and outlets
36
37. * 3 1/2" open impeller, epdm O rings, replaceable rotating seal
* 3600 rpm, 1 1/2 h.p., 220 V, 1ø, TEFC motor, 10 amps.
* Mounted on stainless steel portable cart with four wheels
* Nema 4 motor starter, cord and plug mounted on cart
HEAT EXCHANGE/ WORT CHILLER
* Single stage heat exchanger to cool wort to within 8°F of cooling liquid
* All wort contact surfaces 316 stainless steel, nonclogging plate design
* Painted mild steel frame ends
* 1 1/2 inch tri-clamp product inlet and outlet
* 1" water inlet and outlet
WORT AERATING SYSTEM
* 0°F to 210°F S/S thermometer
* Sintered S/S aerating element on T/C cap
* Air line quick disconnects
* Sterile air filter, 0.01micron with stainless steel wall bracket
* S/S fittings, clamps and gaskets
ABT BREWHOUSE TRANSFER SYSTEM
* All necessary multiposition butterfly valves, clamps, and gaskets
* 50 ft. high temp. reinforced multiply brewers hose, orange, 1 1/2" I.D.
* 6 - 1 1/2" T/C hose ends and S/S clamps
ABT 7 BARREL FERMENTATION/CONDITIONING VESSELS
* Capacity: 6.5 bbls. working, 7 bbls. gross, 5" freeboard
* 42" O.D., 6' overall height, 6 1/4" floor to bottom outlet
* 700 lbs. empty, 3500 lbs. working
* Top and bottom: Dished and flanged heads
* Jacketed, insulated & clad:
- Jacketed - 3/4" S/S glycol inlet/outlet couplings
- Insulated - 2" on side
- Clad - #4 finish S/S on side
* Internal volume calibrations
* Top fittings: 3" triclamp fitting & 3/8" FNPT coupling in top lid; (2) sight glasses
* Side fittings: Thermowell for temperature controller probe
* Bottom fittings:1 1/2" triclamp drawoff ferrule; 1 1/2" triclamp totally draining center
outlet and pipe to vessel side
* Mild steel painted legs
* Other:
1 - Top lid gasket and clamp
1 - 3" triclamp to grundy valve fitting adapter
1 - New grundy pressure relief/anti-vacuum valve with pressure gauge,
bronze ball valve,CIP shaft and sprayball
1 - 1 1/2" triclamp x 1/2" MPT adapter for CIP inlet
1 - Sanitary S/S 1 1/2" T/C butterfly valve
1 - Set of quick disconnects 3/8"MNPT x 3/8" tubing-both auto closing
1 - One quick disconnect to fit tank disconnect x 3/8" hose barb, straight through-
open
1 - 3" triclamp clamp and gasket
37
38. 4 - 1 1/2" triclamp clamps and hycar gaskets
2 - 1 1/2" triclamp caps
GLYCOL CHILLER SYSTEM
* Totally enclosed units for indoor or outdoor use
* Sealed freon primary, secondard circulating glycol
* Adjustable coolant temperature, set at 30°F
* 2 h.p. compressor, 1/2 h.p. circulating pump, 15,000 BTU/hr. @30°F outlet
temperature
* Capacity to cool up to 28 bbls. from 60°F to 36°F in 24 hours and maintain 35 bbls.
at 36°F and remove the heat of fermentation from 14 bbls. fermenting lager beer;
5,000 BTU/hr. excess cap.
* 230/60/3ø, 20 amps
* 1/2" NPT plumbing connections
* 28" L x 25"W x 57"H; 450 lbs. working weight
ABT TEMPERATURE CONTROLLERS
* Digital LED temperature controllers indicate current temperature and set point
* Thermowell probe and wire included
* Housed in water tight wall mountable control box
* Solenoid valves for glycol piping
PLATE AND FRAME SHEET FILTER
* 40 cm x 40 cm stainless steel plate and frame holds upto 24 sheets
* 18 plates for 17 sheets
* Filters 7-10 barrels per hour
* Inlet/outlet valves - 1 1/2" tri-clamp
* Stainless sanitary valves, pressure gauges, sample valve
* Lower drain pan
* Portable on wheels
* 6 grades of filter pads available
ABT 7 BARREL RECONDITIONED SERVING TANKS
* Capacity: 7 bbls. working volume
* 38" O.D., 6' overall height, 6 1/4" floor to bottom outlet
* 700 lbs. empty, 3500 lbs. working
* Single shell polished
* Internal volume calibrations
* Top: Dished and flanged, Grundy valve fitting, 3/8" NPT CO2 inlet coupling
* Two top dish sight glasses
* Grundy anti-vacuum pressure relief valve with pressure gauge, ball valve and 1 1/2"
T/C to ball valve adapter for CIP, CIP sprayball and shaft
* Bottom fittings: 1 1/2" T/C above bottom ferrule and sintered stainless steel
carbonating element; 1 1/2" T/C triclamp bottom outlet
* Sanitary S/S 1 1/2" T/C butterfly valve
* Stainless steel 1/4" valve for carbonating stone inlet
* Quick disconnect sets(2) for top fitting, carbonating stone, gas transfer
* Three 1 1/2" T/C heavy duty clamps and gaskets
* Mild steel painted legs
38
39. SERVING TANK OUTLETS
* Stainless steel outlet manifolds for connecting three beer lines
* Clamps, valves, gaskets, piping
SET OF CELLAR EQUIPMENT
* 100 ft. clear spiral reinforced suction transfer hose, 1 " I.D.
* One set 3/8" NPT x 3/8" I.D. quick disconnect
* 14 S/S hose clamps, 1 1/2" to 2" O.D.
* Six - 1 1/2" hose ends
* Six -heavy duty 1 1/2" T/C clamps
* Two -1 1/2" T/C caps
* Twenty -1 1/2" T/C hycar gaskets
Appendix 2: State & Local Requirements
39
41. Standard business ratios are provided in the following table. The ratios show
strong, yet safe growth for Queen’s in the mid to long-term. Industry Profile ratios are
based on Standard Industrial Classification or the now more utilized NAICS codes 3873.
Ratio Analysis
Industry
2008 2009 2010
Profile
Sales Growth 9.35% 28.52% 7.88% 1.90%
Percent of Total Assets
Accounts Receivable 10.85% 12.42% 15.19% 4.60%
Inventory 15.87% 17.36% 20.25% 3.10%
Other Current Assets 1.49% 1.33% 1.51% 44.60%
Total Current Assets 83.59% 98.67% 111.67% 52.30%
Long-term Assets 16.41% 1.33% -11.67% 47.70%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 23.69% 24.77% 29.49% 28.20%
Long-term Liabilities 145.43% 119.52% 107.33% 23.10%
Total Liabilities 169.12% 144.30% 136.83% 51.30%
Net Worth -69.12% -44.30% -36.83% 48.70%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 51.76% 54.09% 55.95% 42.30%
Selling, General & Administrative
49.74% 50.12% 51.63% 23.40%
Expenses
Advertising Expenses 3.54% 2.75% 2.84% 2.40%
Profit Before Interest and Taxes 6.52% 8.17% 8.05% 2.80%
Main Ratios
Current 3.53 3.98 3.79 1.14
Quick 2.86 3.28 3.10 0.74
Total Debt to Total Assets 169.12% 144.30% 136.83% 51.30%
Pre-tax Return on Net Worth -14.72% -51.90% -83.13% 5.20%
Pre-tax Return on Assets 10.18% 22.99% 30.61% 10.60%
41
42. Additional Ratios 2003 2004 2005
Net Profit Margin 2.03% 3.97% 4.30% n.a
Return on Equity 0.00% 0.00% 0.00% n.a
Activity Ratios
Accounts Receivable Turnover 12.23 12.23 12.23 n.a
Collection Days 29 27 29 n.a
Inventory Turnover 10.91 11.85 10.90 n.a
Accounts Payable Turnover 12.42 12.17 12.17 n.a
Payment Days 29 28 29 n.a
Total Asset Turnover 3.79 4.34 5.31 n.a
Debt Ratios
Debt to Net Worth 0.00 0.00 0.00 n.a
Current Liab. to Liab. 0.14 0.17 0.22 n.a
Liquidity Ratios
Net Working Capital $160,646 $222,583 $218,212 n.a
Interest Coverage 1.70 2.85 3.52 n.a
Additional Ratios
Assets to Sales 0.26 0.23 0.19 n.a
Current Debt/Total Assets 24% 25% 29% n.a
Acid Test 2.40 2.78 2.58 n.a
Sales/Net Worth 0.00 0.00 0.00 n.a
Dividend Payout 0.00 0.00 0.41 n.a
Research Bibliography
“2007 NAICS Definition.” U.S. Census Bureau.< http://www.census.gov/
eos/www/naics/>
42
43. Atkinson, William. “Working Smart.” Beverage World, 125/12(2006): 72.
“Limited Liability Company.” Internal Revenue Service (online). http://www.irs.gov/
businesses/small/article/0,,id=98277,00.html
Mullman, Jeremy. “Booze Makers Battle over Turkey Day.” Advertising Age,
78/43(2007): 4-57.
“Persons Per Square Mile.” U.S. Census Bureau, (online). http://www.census.gov>.
“Portland, Oregon.” U.S. Census Bureau (online). <http://www.census.gov>.
Spaeder, Karen. “Heady Stuff.” Entrepreneur, 34/1(2006): 51.
“US Specialty Beer.” Beverage World, 126/7(2007): 18.
43