3. THECOMPANY
Brunch restaurant in Madrid
Great market potential
Gap in the market of the Lavapies neighbourhood
Efficient production system
Adjusted price-quality offerings
Active social networking marketing
Opening in March 2021
YOUR
LOGO
4. Mission&Vision
Mission
Through our search of supreme quality and
optimized production methods we strive to offer the
highest quality products attainable at a competitive
price which will create a loyal clientele, a strong
recognizable brand image and unite customers
under our motto “Live like you eat”.
Vision
We visualize a manner of relating with our
customers which will contribute to improving
their quality of life by satisfying the need to
develop a healthier and more natural lifestyle in
order to become a point of reference in their day
to day life.
5. Product,ServiceandAtmosphere
Traditional, Rustic and Industrialized
Photographable
Pastel tones & connotations
Atmosphere
Efficiency protocols
American serving style
Use of serving App
HHRR search of candidates
Service
Nearby market suppliers
Best quality offerings
Seasonality
Product
6. Location
Lavapies Neighborhood
3 different metro stations with different lines and a
BiciMad station
167 squared metres
Monthly rent: 2.400 €
45 customers capacity
7. VRIOanalysis
Key R&C Valuable Rare Costly to Imitate Organized to capture
value
Online Service
Economic
Resources
Leadership Capability
Technological Capacities
Service System
Eco-Friendly Production
Workers
Skills and Knowledge
Communication Tools
8. BUYERPERSONA PROFILE
Age: 18-35 years
Gender: Indifferent
Location: Central Madrid
Occupation: Worker or Student
WHATTHEY’RELOOKINGFOR
Instagrammable
Healthy options Relaxed
atmosphere
MOSTUSEDSOCIALMEDIA
PURCHASINGBEHAVIOR
17€
10. Strengths Weaknesses
Social Media Connectiveness
Customer Loyalty
Market Knowledge
Applied Skills
Managerial Experience
Diverse and segmented market
Second entrant
High dependence in staff
Highly subjected to customers valuations
Small initial capital
Opportunities Threats
Expanding market
New urban lifestyles
Increase in nutrition consciousness
Customers intra-connections
Future expansion (franchise)
Joint venture with competitors
Search of new culinary trends
Direct competitors
COVID-19 evolution
Substitutes
Imitation by new entrants
Preestablished competitors
Inflation
Increase in MIS
SWOTanalysis
11. PESTELanalysis
Political Economic Socio-Cultural Technological Environmental Legal
COVID-19
evolution
New sanitary
regulations
New tax and
licenses
regulations
Global crisis
Recession (10%)
Disposable
Income
Inflation
Unemployment
Possible cost
increase
Consumer behaviour
in latín countries Vs
COVID crisis (4th
leisure oriented
OECD )
Increase and
Decrease in tourism
(98% April 2020)
Healthier options
Globalizing markets
Use of serving
systems
Rise in delivery
apps broadening
the market.
(Increase 25%)
Climate change
awareness
Use of plastic
products
Food waste
Possible fees
Spain´s
bureaucracy
and hard fiscal
policies.
10% VAT
25% Corp Tax
12. SpecificIndustry Threat of
New Entrants
HIGH
Internal
Rivalry
MEDIUM-
HIGH
Suppliers
Bargaining
Power
LOW
Threat of
Substitutes
HIGH
Consumer
Bargaining
Power
HIGH
MarketAttractiveness
15. CommunicationPlan
TargetMarket Positioning
SocialMedia
Website D-Brunchers
18-35 millenials + Gen X
Students or Workers
Medium level salaries
Medium class background
370.147 potential customers
CSR Brand image with
local products. Conveyed
through the social media.
Atmosphere (17%)
Cost-plus strategy
Facebook & Instagram
Mimosa X Story
1&1 Ionos website with
profesional mantainance
Reservations, information,
menu and contact
Customer loyalty network
Wall of D-Brunchers
Uniqueness
Self-Identification
16. SalesForecast
Year Customer % Nº of Customers
Year 1 30% 18.144
Year 2 40% 24.192
Year 3 50% 30.240
Year 4 55% 33.264
Year 5 60% 36.288
Conservative stance
Daily and seasonal fluctuations considered
Utilisation of the build-up method
Opening hours (Monday to Sunday from 9 to
21h)
Squared metres of the establishment and
social distancing considering new regulations
(2.8 metres)
18. PaulaOmiteGonzalez
Journalism and Publicity graduate.
Social media and social networking experience.
VíctorCalderónMarco
Law and Business Administration graduate.
Experienced background in the catering industry.
OURTEAM
19. Workforce
Managers
Restaurant manager
Marketing & Sales Manager
Chef/Sous-Chef
Chef
Sous-Chef
Productive methodology in
stages
Waiters(x2)
Experienced waiters
Social Skills
Language skills
28. AnalysisofProjectViability
ROARatio
Year 1 Year 2 Year 3 Year 4 Year 5
14,11% 58,01% 57,04% 45,81% 39,59%
ROERatio
Year 1 Year 2 Year 3 Year 4 Year 5
9,27% 45,27% 49,47% 41,76% 37,13%
Breakeven pointandPayback
Nº Customers to Break-even 15.806
Total customers in 10 months 15.120
Nº Customers in month 11 686
Day of Month to break even 13
Break even time 10 months and 13 days
Payback is between March 2022 and March 2023
Daily Cashflow 170
Nº of Days for 57.058,03 335
Nº of Months 11
Total Time 1 year and 11 months
30. Date Objective/Milestone
December 2020 Constitution of S.L. in commercial registry
December 2020 Decorations & minor modifications
December 2020 Equipment fill-in (Furniture, blenders, etc.)
January 2021 Workers recruitment
January 2021 Start with supplier contacts
February 2021 Start marketing activities
February 2021 Training sessions with workers
March 2021 Opening Event
Implementation
32. SensitivityAnalysis
SCENARIO 1 Year 1 Year 2 Year 3 Year 4 Year 5
% Demand 40% 55% 75% 85% 95%
Net Profit 91.423,59 162.007,12 248.700,40 302.230,33 359.580,58
SCENARIO 2 Year 1 Year 2 Year 3 Year 4 Year 5
% Demand 30% 40% 50% 60% 70%
Net Profit
4.029,99 30.916,72 55.920,40 109.450,33 166.800,58
SCENARIO 3 Year 1 Year 2 Year 3 Year 4 Year 5
% Demand 20% 30% 40% 45% 50%
Net Profit
-83.363,61 -56.476,88 -21.191,60 -6.217,67 12.576,58
33. FutureProjects
Joint Ventures with pre-established
businesses
Future possible expansión through franchising
Local community associations
Expanding possible market through delivered
options
