How to Start a New Business Plan – The Entrepreneurship Development

© ™Fazlea Allahie | All Rights Reserved | Bachelor of Arts in Tourism & Hotel Management |
Email: fazleaallahie@gmail.com
PAGE 1Start a New Business Plan – Restaurant
INTRODUCTION
Starting a restaurant is not easy but not impossible. Competition is intense in many markets.
Customer tastes and preferences continually change, forcing restaurants to adapt or lose
business. A combination of factors must be in place for a restaurant to be profitable --
excellent food, great service staff and a high traffic location. For startup restaurants, the
planning process is critical to setting the venture up for success.
http://smallbusiness.chron.com/business-plans-starting-up-restaurant-2370.html
1.1 About Restaurant Plan
Planning a restaurant business is an exciting prospect, but it can be physically and financially
draining. With every start-up business, risks are going to be taken, but with hard work and
dedication any entrepreneur can succeed. The Entrepreneur needs a significant amount of
knowledge about the restaurant business to before open a restaurant; careful consideration of
location and budgeting is also crucial in being a successful restaurateur.
https://bizfluent.com/how-5201763-plan-restaurant-business.html

1.2 Basic Planning
Every exceptional restaurant has a great concept, a great chef and a great location. These all
work together and help determine the ambiance of the restaurant. The concept is the type of
food when’ll serve. Before taking any major decision have to be focusing Basic Planning
Follow:
Most business plans address the same basic areas; however, there are a variety of ways
to organize and format them. The overriding goal is to structure plan in a logical and
easily understood manner. Consider that it will be roadmap for development, and
prospective financiers — are they institutional lenders or “friends and family” investors
— will want to review the business plan as part of their due diligence, before open their
checkbooks. Consider the ways that business plan will be used before begin writing.
These include the obvious:
 Acquire investment capital.
 Get a bank loan.
 Obtain lease space.
And the not so obvious:
 Convince prospective managers to believe in the concept.
 Gain respect and confidence from prospective employees.
 Allow management to concentrate on execution rather than “plan as go.”
 Create a blueprint for operating of restaurant.
If want to achieve objectives, keep the business plan simple, but make it easy for the
reader to find the answer to specific questions they may have.

1.3 Business Objectives
The primary objectives of the business plan for Restaurant are below:
 To be the premier home-style restaurant in Prime Location
 To provide quality meals at reasonable prices with exemplary service
 Achieve Cover ratios of 1.00X at each lunch and dinner serving
 To achieve Prime Cost Ratios lower than 65%
1.4 Mission Statement
The Mission is to provide a unique and relaxing dining experience – similar to dining at home
& will strive to achieve this goal by: 1) by providing menu items incorporating quality
ingredients at reasonable prices, and 2) will be mindful of the well being of customers and
staff– treating each and everyone with dignity and respect – just like would at own home!
1.5 Guiding Principles
1. Being Mindful of Customers and Staff Coinciding with family values, will treat both
customers and staff in a manner in which is ourselves would want to be treated (or
better!).
2. Gratitude
“An attitude of gratitude” shown to customers, employees and vendors – because without
their input, service, labor and time, the business would not be here without them!
3. OurService
Provide the warm and friendly service expected from a family-style restaurant creating an
informal, comfortable environment which will make the customers satisfied and want to
return again and again.

1.6 Keys to Success
 Repeat business. Every customer who comes in once should want to return, and
recommend us. Word–of–mouth marketing is a powerful ally.
 Hire top notch chefs and offer training to keep the chef on top of his/her game, and
pay top wages to ensure they stay with us.
 Location. Convenience is essential to us; need to be close to market because are not
trying to get people to travel to reach us.
 A variety of menu offerings with a “down home” theme, reasonably priced to
establish credibility, but not so high as to limit customers.
COMPANY DESCRIPTION
The Traditional Home-Style Restaurant will be located Gulshan 1, Dhaka, and Prime
Business Location. The restaurant will be wholly owned and operated by Bengal Group. The
restaurant will serve a variety of classic home-style favorites from pot roast and mashed
potatoes to patty melts and vanilla ice cream.
The restaurant will be open 7 days a week(Business Hour) with hours as follows:
Monday 11:00 am – 11:00 pm
Tuesday 11:00 am – 11:00 pm
Wednesday 11:00 am – 11:00 pm
Thursday 11:00 am – 10:00 pm
Friday 11:00 am – 12:00 am
Saturday 11:00 am – 11:00 pm
Sunday 12:00 pm – 11:00 pm

2.1 Ownership
The restaurant will be owned by Bengal Group of Bangladesh & It Titled Brand “Bengal
Blue Chain Restaurant” is quick-service foodservice operation With the high turnover of
help for startup restaurants, this will rely on family to fill in where required until off the
ground and making a profit.
2.2 Start-Up Summary
The cost to open the restaurant is $363,000. The majority of the expenses are in furniture
fixtures and equipment totally $110,000. The location requires some build-out and renovation
totally $50,000 and will require approximately 30 days to complete. The Wrights will sub-
contract the work themselves.
$175,000 of the start-up costs will be funded by the owners. The owner’s source of funds is a
combination of liquid assets and marketable securities, primarily from their existing catering
business.
2.3 Location and Facilities
The 3,400 square foot restaurant will be located in a Central Business Hub. The restaurant is
located in a major traffic area, at the intersection of busy customar.
.http://www.fastbusinessplans.com/sample-business-plans/restaurant-business-
plan.html?showall=&start=6

SERVICES
3.1 Daily Operations and Production
BBCR (Bengal blue chain Restaurant) will be open 7 days a week for lunch and dinner
requiring multiple shifts. The schedules will be written in a manner that will allow the ability
to increase or decrease hourly labor according to sales volume in order to maintain a
consistent labor cost control.
Proper labeling and rotation techniques, accompanied by ample storage facilities will ensure
that high quality prepared product will be sufficiently available to meet the demands during
peak business hours. Replenishment and ongoing preparation will continue during off peak
business hours.
The Owner will be responsible for ordering, receiving and maintaining sufficient inventory to
meet production demands. Ordering schedules will be staggered with perishable products
being ordered multiple times per week to preserve freshness. Standard grocery and supply
orders will be ordered less often, according to a predetermined schedule and storage
capacity..
The restaurant layout, including the dining room, kitchen and serving line, has been designed
for efficiency and flexibility to accommodate the fluctuation in customer traffic and peak
meal periods.
Upon arrival, guests will be greeted immediately by either the assistant manager or a server
and asked for the seating preference. The kitchen preparation line has been designed to be
operated by a minimum staff of 1 line cook and a maximum of 4 cooks. This design allows
line staffing to be adjusted to the business volume. Shift changes for all staff will involve
cleanup, restocking and preparation. All monies will be settled at the end of each shift. The
closing shift will involve designated closing duties that will leave the restaurant clean and
fully prepared for the next day.

.
3.2 Suppliers
Break down suppliers between types: food, payment, alcohol, cleaning, etc. Note who will be
working with and buying from, how staffs are relating to restaurant’s needs, and what their
credit terms are.
Think of suppliers not just in terms of food and liquor, but also the following:
 Waste removal
 Restaurant supplies like dishware and glass
 Software and tech suppliers such as POS, inventory management, and Internet
 Paper products
 Payroll service
 Cleaning services
 Plants or landscaping
 Linen service
 Entertainment
 Marketing and advertising
These suppliers can provide reasonably priced products, delivered according to the schedule.
3.3 Management Controls
The Wrights will practice sound management procedures in order to control costs, insure
quality of product and provide friendly customer service. The following systems will be used
by management:

Order Guide: The restaurant will use an item specific order guide to track order history and
maintain designated levels of product in inventory.
Weekly Inventory: Management will conduct a weekly inventory to determine valuation for
use in the preparation of weekly profit and loss reports. Daily Inventory Tracking: Daily
inventory will be taken on specific items. Movement will be compared to sales data to ensure
designated products have been properly accounted for.
3.4 Administrative Systems
With a limited staff, it is crucial that the Wrights remain current with daily cash outlay. The
purchase of a POS system will immensely help them with these daily administrative reports:
Daily Cash Control. Sales and receipts recorded by the POS system will be compared to
actual cash and credit card deposits on a daily basis. Acceptable over/short amounts will be
limited to $5.00 per day. Discrepancies greater than $5.00 will prompt management to
conduct an immediate audit to account for the difference. Monthly totals will be compared to
actual P&L statements for accuracy. Cash, debit card and credit card receipts will be
deposited in a deposit.
Weekly Prime Cost Report. weekly report that shows the gross profit margin after cost of
goods sold and labor cost has been deducted from the sales revenue. The prime cost for this
type of restaurant is expected to range from 60% to 65%. Proper control of the prime cost is
the single most effective measure of management’s ability to operate the restaurant.
Purchasing Records/Payables. A part time bookkeeper will process and record invoices and
credits daily. Reports detailing cash expenditures, payments by check, and accounts payable
transactions will be readily available. Check disbursements will be prepared by the
bookkeeper. Check signing authority for the general operating account will be given to the
general manager.
Payroll Processing. Payroll checks will be issued bi-monthly. make necessary adjustments,
and prepare for transfer to the payroll system. Payroll will be processed by a payroll
processing service.

MARKET ANALYSIS
The restaurant industry is a large and diverse business: Restaurant-industry sales are forecast
is the sector is expected to achieve a growth rate of 7.00% which is higher than previous year
(6.83%).
4.1 Industry Analysis
Eating and Drinking Places Establishments primarily engaged in the retail sale of prepared
food and drinks for on-premise or immediate consumption This industry comprises
establishments primarily engaged in providing food services to patrons who order and are
served while seated (i.e., waiter/waitress services) and pay after eating. These establishments
may provide food services to patrons in combination with selling alcoholic beverages,
providing carry out services, or presenting live nontheatrical entertainment.
Demographics, consumer tastes, and personal income drive demand. The profitability of
individual companies can vary; Large companies have advantages in purchasing, finance, and
marketing. Small companies can offer superior food or service. The industry is labor-
intensive. (First Research)
Wages form a significant proportion of operating costs. The existence of a statutory
minimum wage in most states increases the need for players to keep other costs as lean as
possible, which in turn increases the importance of suppliers. A slight complication is that in
some states, foodservice employers are able to treat tips received by their staff as contributing
to their wages; in such states, this policy reduces the impact of the minimum wage from the
employers' perspective. (Data Monitor)
Annual revenue per worker is less than $50,000.
Restaurants compete with companies that serve meals or prepared foods, including grocery
stores, warehouse clubs, delis, and convenience stores. In addition, restaurants compete with
home cooking.

Companies carefully manage inventory of perishable food products, such as fresh seafood
and dairy goods, to reduce losses due to spoilage.
Computerized information systems can improve and link food preparation and serving
operations. Touch screen ordering programs ensure accurate communication of customer
orders. Timing systems monitor meal progress and can alert staff if an order is running
behind schedule. Reservations programs maximize traffic flow and seating. Inventory
management systems track supply levels and can help reduce waste due to spoilage. Cost
accounting programs help companies determine the profitability of individual menu items.
Handheld point-of-sale (POS) devices allow servers to place orders and print checks
tableside, improving accuracy and reducing ordering time. Some handhelds can also print
customer checks and process credit card payments. (First Research)
4.1.1 Market Size
The Bangladesh restaurant industry includes about 4,800+ restaurants with combined annual
revenue of about $1.2 billion. (Approximately) (Dhaka based)*
4.1.2 Industry Participants
Major participants include Major companies include Brands (KFC, Pizza Hut,); and Indian
Restaurants (Hundy etc).
4.2 Main Competitors
The following restaurants are located within a 15minutes far away:
 Pizza Inn Restaurant - This is a full service family restaurant. Mohammed Foods and
Allied Pvt. Ltd. has been awarded the sole franchise to market the famous American
Pizza chain store, Pizza Inn products in Bangladesh. In other words Mohammed Foods
have become the Master Licensee of the world famous American Pizza chain restaurant
Pizza Inn in Bangladesh. The company is confident that with the help of Pizza Inn

expertise it will be able to establish and market and create strong identity of Pizza Inn
products in Dhaka and other cities in Bangladesh within a very short span of time.
https://www.facebook.com/pg/pizzainnbangladesh/about
 Pizza Hut BD - Pizza Hut, in Bangladesh, has been trying to make their pizzas more
accessible to the customers by both creating value and opening new stores across
geographical area. From the beginning of their journey in Bangladesh in 2003, Pizza Hut
has opened 8 dine-in restaurants and 8 Pizza Hut outlets from where the valued customers
can get their pizzas delivered. From tantalizing appetizers to signature pan pizzas, pastas,
risottos and desserts, our menu has something for everyone. Pizza Hut brand experience
resonates generosity, friendships, naturalness and fun; making it stand for much more
than the Pizza. https://pizzahutbd.com/about-us/
 KFC BD – KFC started its journey in Bangladesh on the 6th of September, 2006.
Transcom Foods Limited, as the sole franchisee of KFC opened the doors of the first KFC
restaurant in Gulshan 1. Today, KFC has grown as a brand, winning people’s hearts and
has opened 19 restaurants in 3 cities across Bangladesh. The biggest laurel for KFC
Bangladesh is maintaining highest standards of food safety and hygiene regime by
following stringent local and international audits. Employing more than 600 people, KFC
Bangladesh committed to secure the best quality fried chicken with the best of services.
https://kfcbd.com/about-us/
 FFC – Fortuna Fried Chicken is a locally owned fast food outlet that is quickly turning
into a national chain as it enjoys tremendous growth. Through creative approaches and
quality food and service the company has created a name for itself in the local fast food
market. http://www.ffcbd.com/

4.3 Target Market Segment Strategy
Choosing the target market is a part of marketing strategy formulation, the other two parts
being positioning and marketing mix formulation. Without right targeting, the firm cannot
formulate an effective strategy. It is through careful segmentation and targeting that firm pick
up right group of consumers. Also, it is through this process that the firm gain vital
knowledge about the need and buying behaviour of the consumer in each segment and the
differences between one segment and the other. In other words, segmentation and targeting
help the firm not only the characteristics of each of the segments but also the ‘distinctive
excellence’ that is required for catering to the specific needs of the consumers in each of
them. Another strategy whose use is increasing is individual marketing, in which the
marketing mix is tailored on an individual consumer basis. While in the past impractical,
individual marketing is becoming more viable thanks to advances in technology.
4.3.1 Market Trends
According to the National Restaurant Association, the top 10 trends for are:
1. locally sourced meats and seafood,
2. locally grown produce,
3. sustainability as a culinary theme,
4. nutritious kids’ dishes,
5. hyper-local items, (networked locally grown – like a Craigslist for restaurants)
6. children’s nutrition as a culinary theme,
7. sustainable seafood,
8. gluten-free allergy conscious items,
9. back to basics cuisine, and
10. farm brand ingredients.

4.4 Positioning
Consumers believe that meals at home are healthier and higher quality than eating at
restaurants. Creating position own selves as the premier home-style restaurant by preparing
quality home cooked meals with simple wholesome ingredients. Menu selections which will
be positioned as the premier traditional home-style restaurant.
MARKETING STRATEGY AND IMPLEMENTATION
Providing quality home style meals, prepared with quality ingredients at reasonable prices.
Customers will enjoy the quaint surroundings inside with the wood tables and checkered
table cloths. Restaurant will provide a relaxed atmosphere and when customers walk in they
will be greeted by warm smiles and greeted just as arriving home.
The chains have tried to create home-style restaurants but where they have failed is in the
personal aspect of the business. The POS system known as “The Expediter” used to monitor
inventories and time meals has replaced one of the most important aspects of a restaurant –
the friendliness of the staff! And in light of this, a handful of chain restaurants are beta testing
self-pay tables!
This company believes that the restaurant industry is a great place to begin one’s career or
pursue full-time. In fact, according to the Restaurant Association, nearly half of all adults
have worked in the restaurant industry at some point during their lives, and more than one out
of four adults got their first job experience in a restaurant.
Also can offer a loyalty club and birthday club which recent reports indicate increases
earnings as much as 15%.

5.1 SWOT
5.1.1 Strengths
 Prime location with easy access from Interstate 30
 Exceptional staff with the can do attitude. Combined 25 years in the restaurant
industry
 Because owner has catering industry experience, already has established a customer
market and approved vendors
 Due to small size, believe can provide exceptional quality by hand selecting market
specials when compared to larger corporate competitors
 The same concept holds true in staffing requirements, by hand selecting employees
will strive to offer unsurpassed service when compared to larger competitors
5.1.2 Weaknesses
 Recruiting and retaining quality employees
 Tight margins will allow little wiggle room for error
5.1.3 Opportunities
 Little barriers to entry allows for immediate business opportunities
 Offer additional catering services
5.1.4 Threats
 Government mandates (restaurant operation, food safety, and worker protection at the federal level and
health, sanitation, safety, fire at the local level)
 Rising operating costs
 Building/maintaining sales volume
 Supermarkets and convenience stores
 Consumers that believe that meals at home are healthier than those prepared in restaurants.

5.2 Strategy Pyramid
Strategy: Special Food Discount in Home-Style Food Restaurant in Customer Satisfaction.
Tactics: First create awareness-- signage on the front of restaurant will bring customers to
brand and once inside, will immediately acknowledge the customer with the warmest and
most sincere greeting and begin the service process anticipating repeat customers.
Programs: Provide employee training on customer service and retention; offer ongoing
training programs for employees keeping them current on industry trends and food safety.
Keep track of employee’s progress through performance reviews and offer employees
incentives attracting and retailing customers. Employ Mystery Shoppers. Employ the use of
surveys both at the table and online.
5.3 Unique Selling Proposition (USP)
Offer home-style meals for a reasonable price in a comfortable ‘home-like’ setting. The
average check price is expected to be between $8-$15 which appears in line with industry
standards below $25.00 (First Research). Because of current expertise with vendors, and
excellent credit, can negotiate better credit terms brand new starting a restaurant.
5.4 Competitive Edge
It truly believes that business is not only as good as products (meals) but the quality of staff
as well. staff is a reflection. Initially, intend to employ family members who will work for
lower and reduced wages. The long term goal is to hire team members that are truly hand
selected and have the same honest to goodness family values do. And unlike of big chain
competitors, because of lean size, can turn on a dime when economically pushed and make
changes quickly allowing being proactive. (Whereas corporate competitors have to adhere
more closely to their company policies thus impeding their reaction time)

5.5 Marketing Strategy and Positioning
It will utilize a marketing plan to build customer traffic. & will achieve these goals by using
the following:
 Database: begin campaign by marketing to existing database of customers. Also, will
email fliers announcing grand opening. Continually update database by providing a
fishbowl for business cards in the lobby and offer a weekly or monthly drawing.
 Loyalty Program/Birthday Program. Offer a birthday/loyalty club proving a
complimentary hamburger or chicken sandwich or wrap to the for the birthday person.
By this can 15% due to repeat business.
 Restaurant team will also be active in the local community and plan to take an active
role by participating, sponsoring, and donating to local churches, sports clubs or
teams in the market area.
 Also strive to develop rapport with local business as a quick, comfortable lunch
choice. In the future, plan on establishing a marketing campaign to call on the local
business in the market area, deliver samples, and encourage them to consider
restaurant as the restaurant of choice for next business luncheon
5.5.1 Positioning Statement
The premier home-style dining restaurant & offer reasonably priced meals, in a warm,
relaxed and comfortable setting. Have a wide selection on menu and also have menu options
for lighter fare as well as a children’s menu. Open 7 days a week and unlike others chain
competitors, servers won’t try to be your best friend our rush you thought your meal. the
name says it all “Traditional Home-Style Restaurant - - honest to goodness food served to
you by honest to goodness people!”

5.5.2 Pricing Strategy
Cost accounting is important, since the profitability of individual dishes can vary
significantly and will initially determine the cost of the menu items. also closely monitor the
Prime Cost Report which focuses on the controllable expenses of Cost of Goods Sold and
Labor. As a new start-up can currently control employee cost by hiring family members who
will work for low and reduced wages.
5.5.3 Promotion and Advertising Strategy
 Location- The restaurant will be located in a strip center at the busy intersection of the
city. With easy access to Interstate 30 (less than ½ mile south) and located on the “going
home side” (Western Corner) of the intersection.
 Word of Mouth –have a database of existing catering customers and will rely heavily on
this method to attract and grow new business.
 Small Business of the Month –leave menu, a fishbowl for business cards and a small
‘homey’ display with the retailer announcing us as new entrants in the local restaurant
arena.
 Direct Mail - Bulk mailing either directly to potential customers or by including a
postcard in a value-pack-type mailing.
 Event Marketing - plan on joining local chamber of commerce and utilizing their
networking services for grand opening
 Website - stay current with industry trends and have a webpage, Facebook page and
Twitter site. Menu, map, and hours of operation will be easily accessed. In the future may
consider fax or email orders as well a phone application.

5.5.4 Marketing Programs
 The initial marketing campaign will consist of contacting databases clients and
notifying them of grand opening. & will seek the use of a local mailing service
program to assist us in the implementation of the campaign.
 Loyalty and Birthday Club members will notified of upcoming special menu items
and to alert them of catering service.
5.6 Sales Strategy
Customer service is of the utmost importance. Customer surveys estimate that only 1 in 20
customers that have a problem in a restaurant will tell management about it. It will be goal to
provide a wonderful home-style meal combined with superior customer service. Training
programs will include teaching materials to train employees about service attitudes, customer
perception and how to handle guest complaints. All guest complaints will be acknowledged
to management. Programs will be in place for all types of guest complaints. More serious
complaints will be documented and kept on file. Customer feedback will be accomplished by
customer surveys or the use of mystery shoppers.
5.6.1 Sales Forecast
The Company expecting a conservative 5% increases in sales revenues annually over the next
3 years. The growth is adjusted for inflation. With the addition of catering revenues, sales
will increase by 12.93% in Year 2 and 6.02% in Year 3.
The following table shows expected Sales Forecast for the next 3 years:

Table Annual Sales Forecast
Annual Sales
Forecast
BDT (Convert)
Year 01
Year 1 Year 2 Year 3
Sales - - -
Food & Beverage
Revenues
85,126602.63 $1,028,422 $1,079,843 $1,133.835
Additional
Revenues
$0 $81,600 $102,000
Total Sales 85,126602.63 $1,028,422 $1,161,443 $1,235,835
Controllable Sales - - -
COGS 33,284501.46 $402,113 $414,176 $426,602
Payroll 22,347903.94 $269,987 $323,057 $340,027
Total Prime cost 55,632405.40 $672,100 $737,234 $766,628
Controllable Profit 29,494197.23 $356,322 $424,209 $469,207

ORGANIZATION AND MANAGEMENT
6.1 Organizational Structure
The Management expects to hire 19 employees. Together personally select each candidate.
They’ve adopted an effective interview process designed to staff the restaurant with highly
qualified people for each position. Each applicant will be rated and evaluated according to a
pre-defined set of standards designed for each position. Background checks will be utilized
for designated positions. Recruiting efforts will always center on referrals.
6.2 Management Team
The restaurant will be owned by Bengal Group. In these organizations will be soon position
different Key Role.
Roles and Responsibilities
Chief Executive Officer – CEO (Chief Florist):
 Increases management’s effectiveness by recruiting, selecting, orienting, training,
coaching, counseling, and disciplining managers; communicating values, strategies,
and objectives; assigning accountabilities; planning, monitoring, and appraising job
results; developing incentives; developing a climate for offering information and
opinions; providing educational opportunities.
 Creates, communicates, and implements the organization’s vision, mission, and
overall direction – i.e. leading the development and implementation of the overall
organization’s strategy.
 Responsible for fixing prices and signing business deals
 Responsible for providing direction for the business
 Creates, communicates, and implements the organization’s vision, mission, and
overall direction – i.e. leading the development and implementation of the overall
organization’s strategy.

 Responsible for signing checks and documents on behalf of the company
 Evaluates the success of the organization
 Reports to the board
Admin and HR Manager
 Responsible for overseeing the smooth running of HR and administrative tasks for the
organization
 Maintains office supplies by checking stocks; placing and expediting orders;
evaluating new products.
 Ensures operation of equipment by completing preventive maintenance requirements;
calling for repairs.
 Updates job knowledge by participating in educational opportunities; reading
professional publications; maintaining personal networks; participating in
professional organizations.
 Enhances department and organization reputation by accepting ownership for
accomplishing new and different requests; exploring opportunities to add value to job
accomplishments.
 Defines job positions for recruitment and managing interviewing process
 Carries out staff induction for new team members
 Responsible for training, evaluation and assessment of employees
 Responsible for arranging travel, meetings and appointments
 Oversees the smooth running of the daily office activities.

Restaurant Manager:
 Responsible for managing the daily activities in the restaurant (kitchen inclusive)
 Ensures that the restaurant facility is in tip top shape and conducive enough to
welcome customers
 Interfaces with third – party providers (vendors)
 Reports to the Chief Executive Officer
 Attends to Customers complains and enquiries
 Prepares budget and reports for the organization
 Handles any other duty as assigned by the CEO
Chef / Kitchen Staff
 In charge of preparing Mexican cum Spanish inspired delicacies and other delicacies
pizzas as supervised by the kitchen supervisor
 Responsible for carrying out all casual or unskilled jobs in the restaurant
 Responsible for packaging burgers, Mexican, chicken and chips, sandwiches and
pizzas meant for delivery
 Handles any other duty as assigned by the restaurant manager or kitchen supervisor
Sales and Marketing Manager
 Manages external research and coordinate all the internal sources of information to
retain the organizations’ best customers and attract new ones
 Models demographic information and analyze the volumes of transactional data
generated by customer purchases
 Identifies, prioritizes, and reaches out to new partners, and business opportunities et al

 Identifies development opportunities; follows up on development leads and contacts;
participates in the structuring and financing of projects; assures the completion of
development projects.
 Responsible for supervising implementation, advocate for the customer’s needs, and
communicate with clients
 Develops, executes and evaluates new plans for expanding increase sales
 Documents all customer contact and information
 Represents the company in strategic meetings
 Helps to increase sales and growth for the company
Information Technologist
 Manages the organization website
 Handles ecommerce aspect of the business
 Responsible for installing and maintenance of computer software and hardware for
the organization
 Manages logistics and supply chain software, Web servers, e-commerce software and
POS (point of sale) systems
 Manages the organization’s CCTV
 Handles any other technological and IT related duties.

Accountant / Cashier:
 Responsible for preparing financial reports, budgets, and financial statements for the
organization
 Provides managements with financial analyses, development budgets, and accounting
reports; analyzes financial feasibility for the most complex proposed projects;
conducts market research to forecast trends and business conditions.
 Responsible for financial forecasting and risks analysis.
 Performs cash management, general ledger accounting, and financial reporting
 Responsible for developing and managing financial systems and policies
 Responsible for administering payrolls
 Ensures compliance with taxation legislation
 Handles all financial transactions for the organization
 Serves as internal auditor for the organization
Waiters / Waitress
 Promptly attends to customers in a friendly and professional manner
 Ensures that un-occupied tables are always set and ready for customers
 Pulls out chairs for customers as they arrive
 Handles any other duty as assigned by the Chief Operating officer / restaurant
manager
This Management Theme was added from –
https://www.profitableventure.com/mexican-restaurant-business-plan/

6.3 Management Team Gaps
Over time, company have plans to hire a sales director, a general manager, and a kitchen
manager.To meet the gaps associated in payroll, inventory management, and cost
accounting, the Wrights will purchase have considered a POS (point of sale system) that it
simplifies communications between the kitchen and the wait staff. Orders go through the
computer, directly to the kitchen printer. Another benefit of a restaurant POS programs is that
it can track everything from food usage, to the most popular menu items. Because the POS
system acts as a time clock, it can also help prepare payroll – which will save some money in
the bookkeeping department. Along with the daily operations of running a restaurant, a POS
system can organize profit and loss statement and sales tax.
6.4 Personnel Plan
Table 6.4 Personnel Plan
Annual Sales Forecast YEAR 01 YEAR 2 YEAR 3
Owner / General Manager $0 $0 $0
Asst. manager/cashier $25,872 $26,648 $27,448
Line Cooks $38,304 $39,453 $40,637
Prep cooks $60,480 $62,294 $64,163
Servers / Cashiers $46,848 $48,253 $49,401
Dish washers $24,024 $24,745 $25,487
Bookkeeper (p/t) $8,640 $8,899 $9,166
Sales Agent $0 $20.000 $20,600
Catering Employees $0 $18,432 $23,731
TOTAL $204,168 $248,725 $260,933

FINANCIAL PLAN
The following sections outline financial plan:
 Required Cost of Start-Up
 Profit and Loss
 Cash Flow
 Balance Sheet
 Financial Ratios
 Hourly Labor Costs
 Weekly Sales Projections
7.1 Important Assumptions
 Meal Price range from $8.00 - $15.00
 Average lunch price: 8.79
 Average dinner price: 13.74
 The restaurant is located in the Prime Location and is comprised of 3,400 square feet
 The dining room will be comprised of 20 tables with a seating capacity of 86 seats and
40 available parking spaces to meet the needs of the customers.
 The restaurant will employ 19 employees
 $860,000 -1,200,000 revenue target; Industry average for casual restaurant average of
$860,000.
 Annual 3% increase for inflation and 5% annual increase in revenues

 Year 2 Assumes Catering Business in Place. Assumes 4 parties monthly @ $15 per plate
and $50 persons. Catering will escalate to 8 parties monthly in month 20 and then 10
parties monthly thereafter. Also assumes additional increase in staffing (4 persons to be
hired at 6 hours @ $8.00 per hour.
7.2 Start-Up Costs
Total start up costs will be $363,000, $174,000 of which will be contributed by the owners
and the remainder will be secured through a proposed bank loan. Table 7.2 Start-Up Costs

7.3 Source and Use of Funds
Total start-up costs are estimated to be $363,000. The majority of the costs are associated
with the restaurant equipment, inventory and furniture and furnishings for the dining room.
Total costs for these items are reported to be $110,500. The costs are associated with build
out and renovation of the restaurant to provide updated plumbing and creating additional
space in the dining area by removing a non-supporting wall: $50,000. Additional starts up
expenses are in the form of working capital and contingency $182,500.
Bengal Group will contribute $174, 000 and are requesting an additional $189,000 in the
form of a bank loan. The loan is expected to be a fully amortizing 5 year term note secured by
Owner filings on all furniture fixtures and equipment. Table 7.3 Source and Use of Funds

7.4 Break-Even Analysis
Total fixed costs associated with the restaurant are $669,186 and represent the annual
expenses. The variable cost (overhead) is estimated to be $4.51 per meal. Based on the
assumption of $11.37 as the average meal price, the breakeven revenue then is $1,108,970 or
97,535 meals (units). This is further depicted in the Table Below and the Graph that follow:
Table 7-4 Break-Even Analysis

7.5 Projections
7.5.1 Projected Profit and Loss
The profit and loss demonstrates modest increases in revenues over the three expected years
with adjustments for inflation. Table 7.5.1 Pro Forma Profit and Loss.

7.5.2 Projected Cash Flow
The statement of cash flow shows the incoming and outgoing cash of the business. Table
7.5.2 Pro Forma Cash Flow

7.5.3 Projected Balance Sheet
Table 7.5.3 Pro Forma Balance Sheet

7.6 Business Ratios
Table 7.6 Ratio Analysis

7.7 Hourly Labor Schedule

7.8 Weekly Sales Projections
http://www.fastbusinessplans.com/sample-business-plans/restaurant-business-

MENU PLANNING
8.1 Create a Menu
The menu can make or break a restaurant, and should be in accordance with the overall
concept of the restaurant. Revisit business plan to make sure the menu is attractive to the
target market, is affordable within budget, and complements restaurant's design concept. For
example, if a restaurant is family-friendly, customer will need a kids menu. If an upscale
establishment, a lot of thought will have to go into wine list. A restaurant menu should be
original. Well, kind of. The ideal restaurant menu offers a balance of unique dishes and old
favorites.
8.2 Restaurant Menu Tips and Tricks
Taking a few simple steps to plan, organize, and design menu can make a world of difference
to restaurant’s success. Here are 20 ideas that can help to take restaurant menu to the next
level.
1. Organize Menu Logically.
Don’t make customers perform a scavenger hunt when just want to eat. Make it easy for them
to find what customer want by organizing in a way that makes sense—appetizers first,
desserts last, etc.
2. Give Best Dishes The Best Placement.
This might seem obvious, but don’t hide star items. Put them front and center where they’re
easy to find! Customer’s eyes are most often drawn to the upper right hand corner or the
center of the page, so consider placing the biggest sellers in those locations.
3. Be Resourceful.
Add a few different toppings or a new sauce and have an entirely different menu item
without adding much cost.

4. Create Something Special.
Lots of menus feature pizza, sandwiches, or salads, so make stand out. Try tweaking a classic
by adding a signature change that fits restaurant’s brand.
5. Keep Language Simple.
The Menu Language should be Simple & Short but keep the focus on food, not words.
6. Keep It Manageable.
Simply put, one restaurant can’t possibly excel at every dish on a ten page menu. Customers
would rather choose from 10 amazing dishes than 100 so-so ones.
7. Update When Need To.
Food prices and availability change—so should menu! Feel free to remove something that’s
become too costly or to add in a few seasonal vegetables.
8. Choose The Right Visuals.
Don’t decorate menu with generic clip-art; this is distracting and doesn’t add much for
customers. Food photography is tricky, so might want to consider hiring a professional
photographer.
9. Proofread!
Don’t just rely on spell-check; be sure to have multiple pairs of eyes look for errors.
10. Keep It Short.
Remember, writing a menu, not a novel. Of course want to include relevant information that
will make dishes sound delicious, but make sure descriptions don’t get too long.

11. Pay Attention To Color.
Does restaurant have a theme? For example, a quiet French bistro would probably choose
different colors than a boisterous Mexican place.
12. Watch the Fonts.: Never, ever use a font that’s hard to read! If customers can’t read the
menu, they won’t order anything off of it.
13. Don’t Laminate: Once menu is laminated, stuck with it (unless want to do some costly
reprints). Probably want to change menu at least once a year, so use plastic covers that make
it easy to slide in a new menu.
14. Get Feedback.: Have some customers read over menu and give their honest opinions.
Does everything sound good!
15. Restaurant Menu Should Be Versatile: This simply means that no item on the menu
should stand alone. If offer a fresh lobster roll, be sure to include lobster in other dishes as
well.
16. Use Numbers If Need Them.
Customers might be reluctant to order something they can’t pronounce, so consider
numbering meals to make it easier on them.
17. Offer A Variety Of Prices.
Of course it would be great if every customer ordered most expensive menu item, but have to provide
choices for people with smaller budgets. Try including some sandwiches with steaks.
18. Don’t Be Afraid To Change Products Prices.
Creating a great restaurant menu doesn’t have to be hard–just keep customers in mind. By creating a
menu that’s engaging and easy-to-read while also reflecting restaurant’s brand, put restaurant on the
right track!
http://www.buzztime.com/business/blog/20-tips-tricks-making-restaurant-menu/

8.3 Know About Customer Service
An integral part of any restaurant is its customer service. Customer service covers many
different parts of restaurants day to day operations, going far beyond the front of the house
staff.
1. The Customer is Always Right.
This is the golden rule of business. Even if think the customer is wrong never, ever, tell them
that. Be understanding and empathetic and take the time to listen to their complaint or
suggestion. Problems will inevitably arise in even the best of restaurants- it’s how handling
them that will determine if customer return or go elsewhere.
2. Good Customer Service Involves the Entire Restaurant Staff.
While the front of the house is the face customers see, customer service includes everyone,
from the maintenance crew to the cooks in the kitchen. Clean rest rooms, good food, a
friendly and inviting atmosphere are all components of good customer service, in which
every restaurant employee plays a role.
3. Don’t Overbook Reservations.
If restaurant takes reservations, be careful how close together book them. Restaurant
reservations, when done correctly, allow to spread out seating’s and keep the kitchen out of
the weeds.
4. Understand How Restaurant Tipping Works.
A good gauge of customer satisfaction is how well tip at the end of a meal. Some restaurants
choose to pool tips; others keep it separate among servers. For large parties or catered events,
some gratuity is automatically added.
5. Don’t Skimp on Customer Appreciation.

6. Always Ask for Customer Feedback.
Offering a customer comment card at the end of a meal is an opportunity to gain valuable
feedback, both positive and negative, about restaurant.
7. Know How to Handle Disruptive Customers.
Occasionally may have to deal with a customer who has had too much to drink or is in some
other way acting out. Be sure staff know how to effectively and safely deal with disruptive
customers. One key strategy is to stop serving alcohol immediately if a person shows signs of
intoxication.
8. Teach Restaurant Staff the 10 Common Customers Service.
Susan A. Friedmann, has compiled a list of 10 commandments every business should know
these commandments can all be adapted to the restaurant industry.
9. Use Social Media to Enhance Customer Service.
Social network sites like Facebook and Twitter offer an easy and free way to reach out to
customers. Post daily and nightly specials on wall, “like” customers status updates and set up
invites to restaurant events. https://www.thebalance.com/restaurant-customer-service-
2888415

OPERATIONS PLAN
9.1 Getting Licenses and Registrations
There are many mandatory license to apply for, and others depending on concept- is it a cafe,
restaurant or bar. Here are the common ones for Food & Beverage with the appropriate
hyperlinks that will lead on the path of getting all the required licenses.
 Food Shop License to operate a food stall, apply only after you have signed the tenancy
agreement and your interior layout plan has been finished.
 Basic Food Hygiene Course sign up to get certified for all food handlers.
 Liquor License if intending to sell liquors/beers. There are several classes.
 Through the Foods Control Division, Agri-Food & Veterinary Authority of Singapore
(AVA).
 Halal License if serving halal customers.
 Registering for Central Provident Fund (CPF) as an Employer. CPF is a social
security savings plan mandatory for all Singapore employers to contribute to as a percent
of monthly salary, usually at 16%.
 *Optional* Registering for 7% Government Service Tax (GST). Mandatory only if any
company annual turnover is over S$1 million.
https://sethlui.com/start-restaurant-food-business-singapore/#ixzz52XvyQVzO

9.2 Purchasing Kitchen Equipment
First, need to settle the large ticket items
like combi-oven, salamander, stoves,
freezers and chillers. There are many
companies that sell commercial kitchen
products. F&B equipment that can
consider.
Restaurant owners will also need to get
restaurant standard utensils, rather than just using the ubiquitous Ikea cutlery.
9.3 Staffing. This section should list the staff positions, the number of people needed for
each position and the average rate of pay for the position. List any recruiting plans or services
will use to hire staff. Describe the hiring standards and interview process that will be used.
This is not intended to be a labor cost projection. That will be addressed in the “financial
projections” section of the business plan, to be discussed in a subsequent issue.
9.4 Training. Provide an overview of the training programs that the staff will undergo.
Include in-house training and third-party training such as a state-mandated Alcohol
Awareness Program servers may have to attend. Be sure to reference employee handbooks,
training manuals and training tools.
9.5 Daily operations and production. This section should describe, in summary, the
day-to-day operations of the restaurant from opening to close. It should convey to the reader
that management has a sound plan for operating the restaurant. Briefly explain operational
issues such as scheduling, departmental job functions, ordering and receiving, menu
production, service, general safety procedures and maintenance.

9.6 Management controls. Operating a restaurant on a day-to-day basis requires
established systems and controls. Many seasoned restaurateurs have established systems to
help them control cost and maintain excellence. Unfortunately, though, some startup
restaurateurs open doors unprepared to handle the day-to-day challenges of operating a
restaurant. Incorporate management controls, tasks and support systems into plan. Some
startup restaurateurs are undecided about how might run the restaurant & Should have plans
to hire a general manager or chef before making operational decisions. However, it is
important that acknowledge in the plan some of the basic controls such as:
 POS system to track sales.
 Time and attendance tracking.
 Scheduling.
 Operations checklists.
 Ordering procedures.
 Inventory control.
 Cash control procedure.
 Security measures.
 Safety policies.
 Liability reviews.
9.7 Payroll processing. Provide an overview on how payroll checks will be processed.
Consider how often checks will be issued such as weekly, biweekly, or semimonthly.
Acknowledge your preference of preparing payroll in-house or to have a payroll processing
service.

CONCLUSION
Good management is the key to success and good management starts with setting goals. Set
goals for the accomplishment of the many tasks necessary in starting and managing business
successfully. Figuring out how to start a restaurant business Restaurant running successfully
where the hard work comes in. If plan to start and run a restaurant business successfully need
to understand its top Priorities and continually can put in the right amount of effort and
dedication to make it a success. The Skill & Expert Employees & Top Advance decision
making can change the overall setup of Brand of the Restaurant business. The Entrepreneur
needs a significant amount of knowledge about the restaurant business to before open a
restaurant; careful consideration of location and budgeting is also crucial in being a
successful restaurateur.

BIBLIOGRAPHY
1. https://www.google.com
2. http://smallbusiness.chron.com/business-plans-starting-up-restaurant-2370.html
3. https://bizfluent.com/how-5201763-plan-restaurant-business.html
4. .http://www.fastbusinessplans.com/sample-business-plans/restaurant-business-
5. https://www.facebook.com/pg/pizzainnbangladesh/about
6. https://pizzahutbd.com/about-us/
7. https://kfcbd.com/about-us/
8. http://www.ffcbd.com/
9. https://www.profitableventure.com/mexican-restaurant-business-plan/
10. http://www.fastbusinessplans.com/sample-business-plans/restaurant-business-
11. http://www.buzztime.com/business/blog/20-tips-tricks-making-restaurant-menu/
12. https://www.thebalance.com/restaurant-customer-service-2888415
13. https://sethlui.com/start-restaurant-food-business-singapore/#ixzz52XvyQVzO

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