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Business Plan

Mehboob Nagar

Submitted To: Submitted By:

Ms. Mallika Ashmita Mondal












List of Figures



List of Tables


Andhra Pradesh

Location of Andhra Pradesh in India
Country India
District(s) 23
Established November 1, 1956
Capital Hyderabad
Largest city Hyderabad
Governor E. S. L. Narasimhan
Chief Minister K Rosaiah
Legislature (seats) Bicameral (294)
• Density 76,210,007 (5th)
• 277 /km2 (717 /sq mi)
Official languages Telugu, Urdu
Time zone IST (UTC+5:30)
Area 275,045 km2 (106,195 sq mi)
ISO 3166-2 IN-AP

“A well-run restaurant is like a winning baseball team. It makes the most of every crew member's
talent and takes advantage of every split-second opportunity to speed up service. “

This is what I have tried to leverage through my business plan “Rivory”. “Rivory” is a
restaurant for fun-seeking as well as sophisticated dinners looking for good food in a fascinating
atmosphere; where they are given a chance to experience the wonderful underwater and jungle
themed restaurants which they had missed out so far. Today it is seen that with most of the
people are interested to spend their leisure time going out to different places which gives them
new look and experience. After a feasibility study of cross section of people, in Karnataka, Tamil
Nadu, Andhra Pradesh, Bangalore and Chennai in the age group between 20 to 50 years, the most
preferred menus have been selected for start – up phase of the restaurant. The menus offered
would be:

 On the Water's services are all delivered in their extraordinary atmosphere which includes
a comprehensive art and culture collection from US and India.
 The menu contains traditional favorites such as
 Other menu items are kebobs, chutneys, flat breads and desserts. Everything is fresh,
homemade, and prepared daily.
 And addition to the menu other services including the wine and beverages and sprits

The differentiating factor of “Rivory” would be it’s extensively for young adults, keeping in
mind the fact that their experience is different from that of others because of which they may not
feel existed with other restaurants.

Though “Rivory” had been called a restaurant, it would be more than a just restaurant, it would
be a single stop solution for younger and adult generations where they acquire new experience
and also engage in hobbies for leading a more fulfilling and enriching life. There would be well
attractive space birthday parties celebrations, and other occasions and many more of such events
to keep people engaged. The positioning of the restaurant would be a not a restaurant but an
amazing place, where one spends one’s time constructively, experiencing new things.
The industry when analysed using Porter’s Five Force model, showed that it is quite attractive, as
there is no player in the market at present which provides a similar offering. “Rivory” faces
indirect competition from players like local restaurant players and pubs Initially the restaurant
would start at one location Bangalore – which would be acting as separate profit centres and
managing their operations independently. The menus offered would remain same throughout and
regional preference would be taken into consideration for the traditional menu. The menus are
priced differently for weekdays, weekend. The revenue generation would be based on certain
charges for each item.

“Rivory” would be breaking even in the third year of operations. An initial start-up capital of Rs.
25 lakhs would be required for starting. The growth plans are to expand based on the movement
and demand of the market. “Rivory” is a novel idea and the major reason for its success would
be its innovative serving model. The impression and experience that the people would enjoy with
“Rivory” would lead it forward in the future and this would be a major platform for them to
enjoy their passion and lead a more happy life. There is need for this offering in the market and
we are passionate about this idea, so “Rivory” is a means to match the need with our passion.


This plan provides an assessment of the strategy and operations for. The plan will help shape the future
of the business and contribute to long term viability and growth, it ensures effective coordinated use of
resources, minimises costly mistakes and failures, enables managers to anticipate and identify potential
pitfalls and also identifies company strengths and weaknesses in relation to competitors. This plan has
been prepared as group work by UWS MBA students to assist the owner in his new business venture.

The Rivory is a new enterprise that has recently opened within a new shopping centre in Mehbub
Nagar,Hyderabad, New South Wales. The Manager of the Rivory has strong skills in many of the domain
areas required for the success of this business including entrepreneurial vision and flair, depth of
management skills and a wealth of an experience in the hospitality and catering industry. The Rivory is
the result of the owner’s expression for independence and freedom in his own business. The
entrepreneurial background to the Rivory has been well researched. This plan aims to assist the business
in the future implementation of the venture and provide comment, analysis and guidance for the future.

Approach to the Plan

The approach to the plan was to use a model that analyses the various influences that the RIVORY
operates within. These are indicated in the following diagram and explored upon in more detail.

Figure 1 Approach to the Business Plan

Labor, Rent etc

Equity Premises
Fair Lease, Personnel ROI
How will it make the
Mgmt, Staff Relations, RIVORY Business prospers?
Supplier Relations,
Customer Service, etc


Mission Statement
"Change the way, food is served”

This mission statement has been developed to reveal the long term vision of the organisation in terms of
what it wants to be and who it wants to serve.

The business vision is to focus on our future goals and objectives, and to achieve them we will
concentrate on strategic planning to achieve them in short term and in long term period.

The business vision is also to become a leader in Restaurants around the Mehbub Nagar,Hyderabad area
through our affinity with customers in the chosen market. The market strategy is to provide wide range of
quality products on daily basis to satisfy our customer’s needs, and promises to demonstrate consistently
the superior service and quality to each customer.

The Restaurant will strive to develop competitive advantage to the value of our product and services, and
to charge current market prices to our products and services. The objectives are to achieve a high
standard of performance and quality of product, and to provide a hygienic, safe and clean environment to
our customers. The Restaurant will build a good team, working through mutual understanding, and
respecting the aspirations of each employee, to empower them in decision making, in regard to provide
excellent services. The Restaurant will encourage and reward a high standard of performance from
The business is 100% on debt financing, and will focus more on increasing the sales volume and to
reduce the burden of debt-financing, In doing this the Restaurant will establish market position, through
publicity measures and good reputation.

The Restaurant will support environmental and community objectives, and participate in community
services, through musical entertainment once a month in the premises. The long term goal is to thrive in
the business, being able to pass the venture to the next generation.

The culture
The Rivory embraces developing the best in our services, respecting the aspirations of each employee, to
empower them in decision making in regard to provide good customer service. The culture includes
building worthy team work through mutual understanding and maintaining the highest standard of service
whilst supporting environmental protection and other community objectives.


• Customer satisfaction through offering high quality food with exceptional service and
good value.
• Be topical, not typical.
• Constantly involve the team in the ideas loop.
• More emphasis placed on the calibre and training of frontline people
• We take great pride in serving each other, our customers and our communities.
• We seek continuous improvement in all that we do.
• Build trust relation ship with customers by promoting love and expertise.
• We value a sense of urgency and emphasize an innovative, entrepreneurial approach to
• We expect fairness and mutual respect in all our activities.
• We know our success depends upon the initiative we take individually and our ability to
work as a team.

• We are committed to exceeding our customers' expectations every time.
• We aim to be market leader by providing the superb customer experiences to all our
customers and thus by gaining their loyalty.
• We will seize every opportunity to innovate and lead the industry on behalf of our
• Our goal is to increase the profitability and reputation of business.
Business Proposition
Services Offered

One thing that is always consistent with on restaurant is their impeccable service. All server staff
hired has extensive experience and all go through three weeks of training, ensuring benchmarked
customer service. On the Water's services are all delivered in their extraordinary atmosphere
which includes a comprehensive art and culture collection from US and India. This provides an
authentic surrounding that at times seems to distract everyone as they analyse the wealth of
artifacts on display.

The menu contains traditional favourites. These favourites are differentiated through the use of
the freshest organic ingredients. Most people are not aware of how much better the items taste
when they are prepared with the freshest ingredients and made with love. Other menu items are
kebobs, chutneys, flat breads and desserts. Everything is fresh, homemade, and prepared daily.

The menus are of daily (Weekdays), weekends basis.

The medium for serving would be both in US and increase India traditions. It can be assumed
that most adults would not be comfortable with only non-traditional food as the medium of
serving and therefore traditional food would be a more preferred medium. This would primarily
the market coverage and also helps in scalability.

Customer Profile

On the restaurant will be targeting locals and tourists who are active restaurant seekers. There
will be a special focus on young adults with 15K - 60K of income looking for good food and a
great time. In addition to the young adults with money to spend, On the Water will also be
targeting adults and tourists. The general demographics are males and females ages 20-50 with
some or all of a college education.
Historically, if there is a dip in the general economy, the restaurant industry is usually effected far
less that the overall economy. To some degree this is because of people's perception that food,
regardless whether it is from the grocery or restaurants is a fundamental necessity of life and
spend accordingly.

Pricing Strategy
The price for each of the item mentioned are enlisted below. All the figures shown below are
monthly charges and are in Indian rupees.
The restaurants will be positioned as merely a service provider but as a way of fun and joy. The

tagline of “Experience the reality……” would be used to create

reality and new experience to customers. It is like a new world to youngsters or adults.
The unique selling propositions of the offering are as follow:
 A underwater restaurant with affordable price menu (Underwater Restaurant)

 Experience the jungle atmosphere in the city (Jungle Restaurant)

 Feel as a king from the extraordinary services

 All food items under single roof

Promotion of the Service

The initial response towards the project is greatly dependent on the marketing strategies adopted.
 To build a brand image for itself, the restaurant has chosen the brand elements like the
logo, the tagline that goes well with its value proposition.

 The advertisements should focus on new world, reality, fun and joy in restaurants, with
the target audience.

Communication strategy:
The communication objective is to initially develop awareness about the USP in the market as
this is a new concept and then concentrate on influencing the customers to experience the reality.
Three elements have been considered as part of the marketing communication mix.
Marketing channels:
Various marketing channels have been considered like newspapers, TV channels and radio. Tie –
ups with five stars hotels and big corporate institutions to get the corporate look.
External customers:
Those customers who experienced the reality would definitely spread the experience about the
reality and services provided at “Rivory”. It is believed that word of mouth would reach create
more loyalty and publicity than any other branding. Word of mouth would be the main form of
our communication to the potential customers.


The Rivory Restaurant was established on 5th May 2010 to provide a full scale a well garnished
food services outlet. It provides a wide range of food including light meals such as gourmet
sandwiches to hot meals, desserts and hot cold beverages.
The Restaurant is located in Mehbub Nagar, Hyderabad. Currently the business employs 2 full-
time and 4 part-time personnel. The centre is the largest retail centre in the Mehbub Nagar,
Hyderabad servicing the needs of a growing population base in excess of 60,000 people. The
centre will include a 4500 m2. Mehbub Nagar, Hyderabad Market place will be the focal point
for the commercial heart of the Hyderabad local Government area.

The centre will be aesthetically adapted to blend in with the historic appeal of the area. Incorporated into
the Mehbub Nagar, Hyderabad Market place development are 9 heritage buildings as well as
approximately 1,800 Esq. of professional office spaces. These sites offer fabulous opportunities for
peripheral retail usages, such as an outdoor restaurant, arts and crafts and professional suites. Undercover
parking will be provided for about 925 vehicles.
The total population in a 10 kilometres primary catchment of the Mehbub Nagar, Hyderabad IS
42,200 people. 67% of these people are aged between 15 and 64 years. 57% of the overall
population are married, with 85% of couples having dependent children. 82% of the catchment
was the working people from different states. 27% of people aged 15 years and over have tertiary
qualifications. The working guys and girls like to go out to restaurants and coffee shops.
The regional population is more youthful than that of Hyderabad as a whole, particularly in the 5-
19 and 40-49 year age groups. Although there are population gaps in the 20-34 and 60-69 year
age brackets, the Region has a relatively young and growing population compared to an ageing
national one.

In combination, the employment mix and qualifications of the total workforce in the Hyderabad
Region is a potent force for economic development and diversification of the Region's
economy.31% of the households in the Mehbub Nagar, Hyderabad primary trade area are owned
outright by their occupants. 35% are currently being purchased and of the balance of the
dwellings, 60% are rented privately, 92% of all dwellings, 60% are rented privately. 92% of all
dwellings have one or more vehicles with over 50% having two or more vehicles at their

Planning for the Rousel Development area is well advanced with some 70,000 new home sites
being possible in this recently rezoned rural land sector of Baulkham.

In many important ways the HYDERABAD Region is 'lumped in' with the stereotyped images of
the 'West': uneducated, uncultured, disadvantaged, criminal, isolated, threatened and polluted.
The fact that the Region: is the birthplace of agriculture; is replete with historical architectural
sites, rivers, national parks, botanical gardens, galleries and aboriginal sites; has extensive
high quality educational institutions, sport and recreation facilities; has multicultural diversity;
has a young, affluent, vibrant, highly skilled/educated and entrepreneurial workforce; and is
economically outperforming most other regions in India.

The road infrastructure throughout the Region, although extensive, is congested and needs
considerable upgrading, especially in the Hyderabad sub-regions. Windsor Road, one of the key
arterials into the

Hyderabad sub-region, is a severe constraint on future growth in that area. The pressures are
typified by traffic congestion, poor bus networks, high dependency on private cars, and poor
access to interstate rail and arterial link roads to airports and ports. The lack of adequate water
and sewerage to support the growth needs in some sub-regions will cap the rate of growth in the

Tourism Structures and Processes

The HYDERABAD Region is being presented with numerous tourism opportunities: Charminar;
world heritage listing of the Golconda fort; staggering growth rates in international and national
visitors seeking authentic eco-tourism experiences in the Region's unique and vast National Parks
and forests; growth in farm tourism. These events will underpin continued and expanded growth
in this sector.

The tourist dollar is important to the Region and, as a consumer of tourism products and services;
the modern tourist is becoming very discerning. Not only do average tourists travel more and
further to reach quality and authentic experiences, but they have more disposable income and
'free' time to enjoy their travelling. To ensure that the Region continues to cater for such
discerning customers, it must ensure that the soft infrastructure so essential for support of
tourism products is well structured to meet customer expectations and that the tourism processes
are meeting best practice and world-class standards. The philosophy of the restaurant will be
welcomed by the anticipated increase in tourism as identified by HYDERABAD, (2010).
Retail provision
The traditional retail provision in Mehbub Nagar, Hyderabad was based on the strip retail along
the main road. The Mehbub Nagar, Hyderabad marketplace will provide a much needed modern
retail facility, as well as a real community focus, for the expanding population of this well-
established but under-serviced area. Refer Appendix 1. Mehbub Nagar, Hyderabad Income

Structure of the business

The drive behind this project “Restaurant” is Mr Ajay Mondal. He is the sole proprietor and owner and
possesses extensive knowledge and skill. He has a sound academic background in the field of “Catering
and Hospitality management”, qualified from various countries from reputed institutions. He has
travelled widely and has a proven track record in the past. With his dynamism, and the multi-dimensional
approach, accomplished the goal and objective of the organisation and his mission wherever he has

He happens to be a versatile person, apart from Hospitality-management ability, has a great love and
commitment for music. As rhythm, harmony and music is great asset to a service industry, such as
catering and hospitality. He has a vision of a purpose, to develop a unique type of cuisine-where the
customer could choose from wide varieties of delicacies to suit taste. For example, cuisine from Chinese,
Indian, and offcourse to suit the native Indian and English.

Management and administrative capability have given a competitive edge in implementation of the
structural component of the organisation and its internal activities, selecting the right people for the key
positions, developing and nurturing the skills and distinctive competencies upon which the whole vision
and mission is grounded. The resource allocation effectively, and to measure the individual performances
as well as organisational performance.

Designation/type no
owner 1
kitchen supervisor 4
shift supervisor 4
cook 10
take away order taker 15
dish washer 6
cleaner 6
guard(12hour) 6
Total 52
Brief Resume of Head Chef:
Educational qualifications
• Chef Apprenticeship 5 years
• Chief cook in 4 star Hotel, 7-8 years, Mumbai
• Specialises in Indian Cuisines.
Tasks and Job descriptions of staffs and employees

• to under take all the policy decisions and implementation of those programs
• to undertake all the major decisions, planning to execution level
• to control and organise finance, inventory, and all the logistics
• to develop a better understanding the norms and principles amongst the staff
• to develop the employees morale, ethics, and skill levels
• To implement HRM strategies, such as EEO and OH practices, Employee Empowerment etc.
• to develop the Employee Retention programs
• to design and develop the ongoing training programs internally for the employees
• to equip and update the firm with sophisticated machines and their utilities
Head Chef - A full time employee:
• to organise and to get prepared with the help of assistants and kitchen-hand, all the dishes and meals
for the day
• To cook fresh and serve hot delicacies, as when they are being ordered by the customer.
• to establish an inventory and its control
• to train the apprentices
Restaurant Supervisor - A full time employee:
• to supervise the external front office, customer needs and demands, and control the internal staffs
• to manage the cash-register, prepare invoices, and payrolls
• to record the inventory and its control
• to establish a customer rapport and public relations in and around the premises
• to guide and train the wait persons and assistants to the policy and philosophy of the mission of the

The rest of the employees are self-explanatory.

Building a capable organisation

Successful strategy execution depends greatly on good internal organisation and competent personnel.
Building a capable organisation is thus always a top general management priority. From the standpoint of
implementation and administering strategy, three organisational issues stand out as dominant:
1. Core competency of the Owner-Proprietor in the field of Hospitality and catering management
2. adequate internal organisational structure to suit the needs of the firm to meet its objective
3. The environment of the ‘Mehbub Nagar, Hyderabad Market -Place’, is an ideal catchment area in
itself to promote and establish the Restaurant.
Matching Organisation Structure to Strategy
Every firm’s internal organisation has different pattern of structure to employ for each and every strategy.
Invariably it is grounded on own set of key success factors and critical tasks. Eventually it is the part of
the top management to design the internal organisation structure around the key success factors and
critical tasks to execute the strategy. In this case the following points serve as useful hints:
• detailed and clear job description will enable each employee to perform their task efficiently
• flat structure (not very vertical) for the flow of easy communication and information
• flexibility for the change, as when required
• employee empowerment will enable the staffs to take quick decision and suitable action

Human Resource Management

Every industry unique in its own way. Every technological process and each type of service does present
different problems to its HR managers. In the case of hotel and catering industry, uniqueness is lot more
conspicuous. With all those uniforms, strange sounding job titles, tipping, and unsocial hours, not to
mention the high levels of entrepreneurship and labour mobility. The unsocial hours factors alone
suggests that at least as ‘a life’ hotel and catering management is out of the ordinary.

Hotel and catering industry like any other business have to make profits and maintain cash flow and,
therefore, can be run on business principles. Unlike usual and routine manufacturing industry, managers
in these types of service industry requires to anticipate, adjust or react in a time span for the following
• constant fluctuations in short-term customer demand
Business fluctuates by the week, the day, the hour. For the worker, this means is that his or her job has an
irregular work flow. For the business, this means a problem of adjusting labour supply to demand and

hence the use of part time and casual labour and a pay system which alters earnings by customer demand,
i.e. tipping or some appropriate surrogate.
• The demand for labour is direct

In the hotel and catering industry labour is demanded for what it can produce, people are not machine
minders. This means that productivity is based on personal ability and effort. Consequently, there are
great individual differences between worker’s outputs. Concepts of productivity are therefore, about
judgements of human capacity.
• The subjective nature of standards
Concepts like ‘hospitality’, ‘service’, ‘cleanliness’ are all matters of subjective judgement. This means
that every worker’s output is judged subjectively. This has the effect of making the actual relationships
between managers and workers crucial to standards.

• Transferability of skills
The kind of skills that workers in the hotel and catering industry possess are generally confined to that
industry. This makes for an efficient labour market between the various sectors of the industry. This,
together with the relatively unskilled nature of some of the work, encourages the high labour mobility
pattern which is often such a conspicuous feature of the industry.
Organisational commitment
Commitment is a conscious affirmation of loyalty to something or somebody. Organisational
commitment is to draw a picture of the behaviour that is likely to be found in an employee who is
specifically committed to an organisation. Besides the obvious likelihood of punctuality, reliability and
cooperativeness, three deeper aspects of commitment may be present and visible. These are:
1. An emotional attachment to the aims and values of the organisation. This attachment is often
expressed through pride in the name of the company.
2. A willingness that goes beyond normative expectations.
3. Being prepared to push instrumentality into the background

In a sense, commitment has one advantage for management over motivation, in that while motivation has
to be demonstrated to be acknowledged, commitment actually has to be openly declared in some way by
both parties. Commitment implies going public.

The main point for HR manager is that, given that they want a stable work-force, job satisfaction must be
a goal. However, the strategy must be to encourage satisfaction at the outset through a good induction
process, but more importantly to have an early appraisal at between four and six months to see if
satisfaction has been maintained.

If commitment is a desired aim, then it can be reinforced by policies which make the employee a
stakeholder in the firm. Profit-sharing and share-holding schemes work well in the context of
commitment. In a sense they are the ‘public’ commitment of management to the committed employee.
It is a new form of organisational behaviour and structure which has come about because of a perceived
need for organisational responsiveness and which is itself the mechanism that enables organisations to be

Empowerment is incorporating into an employee’s role the authority and means to be responsive to
customer requirements. It enables the employees to be responsive by ensuring that the necessary rules of
order within the organisation do not interfere with the performance of a task which the customer requires.
A background for this unique advantage is, the closure of an Indian restaurant ‘Geet-Mahal’ in early
1996, which ran successfully for about 4-5 years, and provided the novel taste of “Indian Curries” to the
Mehbub Nagar,Hyderabad community, since than, no one is existing in Mehbub Nagar,Hyderabad to
provide and cater to the lingering taste of the “Curry”. RIVORY has formulated series of strategies to
gain and sustain the competitive advantages:
* In time delivery of product and services.
* Quality delivery or money-back.
* Product meets the customer’s needs.
* Satisfactory delivery of services.
* Dynamic team work.
* Recognition and reward for the team.
* Never give-up.
* Culture of the Restaurant.
* Customer option available in food choice East and West.
* Non-competitive product offering.
* Never say no.
* Free publicity generation to reduce advertising expenditures.
* Less wastage of material.

Management Strength
The management team plays an important role, in the failure or success of the business future. The
Rivory Restaurant management consist on its manager and assistant manager to carry out the major

Decision, as to controlling working capital, define marketing strategies and company policies, and
reconcile other issues relates to employees and business.

The management strength is also depend on its employees to facilitate the process of achieve business
goals and objectives in future. The Restaurant has developed a good culture within the organisation that
the management and employees work side by side to understand the needs of the customers, and
developed a good communication system among the management, employees and customers.

The incentives scheme on good performance would be helpful, to give motivation to drive and sense of
achieving business goals and objectives.

The whole team would be responsible to problem solving, and to maintain Restaurant image, also
decision making in certain areas and speciality. Increasingly competitive environment the team would
seek the winning strategies and review them.

The Restaurant management and employees are enthusiastic, goals driven and oriented, communicative,
motivated, creative thinking, organised and well behaved in manners. The management also expecting
from its employees to be committed in future, to be working in harmony and serve the community in its
Key Success Factors
Management strength lies in the closely knit family members and their commitment, and dedication of all
the staffs, will prove to be a good team work, to focus on the customer needs and demand. With the
flexible and flat structure of the management and mutual understanding amongst the team will ensure the
changes required to suit and adapt in any demanding circumstances of the restaurant

Strong leader associated with numerous other qualities, to achieve change and sense and desires of others
for the firm’s effectiveness. Persuasion is a word which conceals an enormous amount of effort, which
not only clarifies the risks, but also ensures to create credibility.

• Quality of product and services.

• Discount savings available to the shopping centre employees.
• Moderate capital investment.
• Services and product have comparative advantage.
• Restaurant environment is comfortable for everyone.
• Choice of food available.
• Recognition and good image.
• Strong customer base relationship.
• Good management team.
• Quality of team-work and performance.
• Product not re-cycled.
• Influential marketing.
Some of the catering stalls are existing businesses, who were located in a different shopping complex in
Mehbub Nagar, Hyderabad .The competitors are located on the different wing of the complex where
‘Indiana’ is located, and formed a small “Food-Court”, which is a threat to our business, as Food-court
concepts are catching up these days in several other complexes in city. None of the food stall is geared up
to accommodate huge seating arrangements that we possess.

Risk, says Rescher (1983), is the chancing of a negative outcome. To measure risk we must accordingly
measure both of its defining components, the chance and the negativity. Lack of perception of risks
contributes to unexpected systemic failures .It is therefore essential for a business plan to clearly make an
assessment of primary and secondary risks...The major risks in this business are
Primary risks
• Financial risk;
-investment risks; mortgaging the only financial asset
-owner‘s labour -return

Secondary Risks
• Risk relating to environment
- Health hazards being food industry
- Fire
-complying with legal stipulations
-security risks
• Risk Dealing with organizational issues
-handling human resources
-administrative problems
- Availability of devoted human resource
• Psychological Factors
• Uncertainties

The management perceives these risks and is well aware of these risks .They have the capability and
fortitude to tackle various risks facing the Restaurant.

Risk Management
The Management of RIVORY has the Entrepreneurial ability to taking the risk and foresees it. In future
operation RIVORY management has defined clearly the strategy to analyse, assess and manage the all
types of risks.
In order to maximise the company's present net worth and make satisfactory profit the estimated turnover
looks attractive but in order they provide an orderly and agreed basis on which to conduct its business in
an ever changing competitive market environment any business should have its marketing objectives
stated. For RIVORY to have successful life cycle could state its marketing objectives as follows:-
• Market research - survey questionnaire in Mehbub Nagar, Hyderabad catchment area.
• Create awareness of the firm's service among potential users
• Build the firm's image among existing and potential users.
• Advertising by various methods;
• local papers, community radio
• direct mail
• leaflet drop
• discount vouchers and deals
• Restaurant brochure
• Advertising in Mehbub Nagar, Hyderabad catchment area.

Promotional strategy
Build awareness and interest in the service product and the service organisation. Differentiate the service
offer and the service organisation from competitors. Build and maintain the overall image and reputation
of the service organisation.
Promotional tools via:
• Direct mail
• Leaflet drops - with a feedback coupon
• Signage in front of the shop
• Local paper advertising.
• Office catering
• Develop Restaurant brochure
• Allowing the display of young budding artists from local university thus attracting university
students into the Restaurant.

Distribution strategy:
Due to the nature of the product a great awareness is to be created locally and nearby suburbs of the
existence of the Restaurant and accessibility.

Pricing Strategy:
Price level - maintain price level in all segments at 10% higher than competitors to reinforce the quality
image with the quality set up of the Restaurant and the seating provisions which are not available
elsewhere. This gives the Restaurant exclusiveness and justification of the higher or premium price
range. This is based on perceived value in pricing as well as psychological pricing reinforcing “quality".
In addition focus on standard price and takeaway price which is cheaper through a cash system with no
credit provision
Market Definition
Mehbub Nagar, Hyderabad has an expanding population which is well-established but under serviced.
Hence the Legacy Restaurant is located in response to the opportunities presented by specific areas of
population growth and changing demographics.

Legacy will seek to identify the needs of the customers who are:

• Employees of the shopping complex: The Restaurant is amongst the supermarket and Discount
department store and plus approximately 48 speciality retailers. Due to the market within the
shopping complex Legacy Restaurant wishes to attract these employees. This will be achieved by
offering 10% discounts to employees working within the complex.

• Working Group consists of part-time workers, administrators, managers, tradespeople and labourers.

• University students approx. (8000 )

• Hyderabad. (5000 full time workers)

Present Customers?

Potential Customers?

• People who come to centre

• 500-600 people who work in centre(Other shops)

Who are major customers?

What are their buying motives?

Do they have common characteristics?

Market Size

Main Competitors
What is their share?

How will it be counteracted? I.e. how will the Restaurant protect its market share?

Customer Needs

Do they buy on price? Sometimes yes. Some go on package.

Do they buy on service? Yes

Do they buy on quality?

What is their price range? $6-8

What services do you provide? Wide range from light to heavy meals

See Annex? - Menu
Marketing strategies

Product features

Level of Customer Service

Be active part of community e.g. theme nights provide birthday cakes
Product Quality
Price - which must be profitable

Pricing Strategy:
Price level - maintain price level in all segments at 10% higher than competitors to reinforce the quality
image with the quality set up of the Restaurant and the seating provisions which are not available
elsewhere. This gives the Restaurant exclusiveness and justification of the higher or premium price
range. This is based on perceived value in pricing as well as psychological pricing reinforcing “quality".

Major focus on standard price and takeaway price which is cheaper.
Cash system no credit provision


Quality Rigidly maintain high quality levels June 2010
through inspections and adherence to
quality procedures.

Return\ complaints Log each return in and follow-up with a June 2010
report to the customer.
Pricing Program

• Price Level Maintain price level in all segments at June

10% higher than competitors to
reinforce the quality image.
• Discounts Offer discounts to attract the in-house June

Advertising Develop a company brochure June

Advertise weekly or fortnightly in the June

local papers, University news letter etc.
Develop continuity in advertising.
Every 2nd day leaflet drops - with a June
feedback coupon.
Prepare catering menu and distribute to June
capture offices, seminars, and
University catering needs.
Build on “word of mouth”
communication. Persuade satisfied
customers to let others know of their
satisfaction. .
Competitor profile

Keep updated competitor profile.

The strength of competition in the

market influences service organisation
discretions over its price.

Evaluation and control

After implementing the above action program which covers the different aspects of marketing and which
major concerns this particular type of business a through evaluation should be done in the time period.
On the results attained further action program should be prepared.

Competitor analysis
. Where competition is strong and intense
. Where competition is promoting heavily
. Where competition is launching new services.

• Distribution strategy:

Due to the nature of the product a great awareness is to be created locally and nearby suburbs of the
existence of the Restaurant and accessibility.


The core of business lies in formulating an action plan for competing successfully in a given market.
RIVORYs approach evolves more or less continually in response to changing market and competitive
conditions, consists of whatever combination of offensive, defensive, and functional area support actions
are deemed appropriate to cope with the five competive forces.

A good business strategy particularly depends on the two outcomes: (1) the extent to which the strategy
creates a defendable and attractive long-term competitive position for the firm, and (2) the extent to
which the strategy enables the firm to earn “superior” profits (at least more than the average of other
firms in the market).

However, when one cuts beneath the detail and looks at the basic character of the different strategies that
firms employ, the differences begin to fall away and the amount of fundamental strategy variation
narrows considerably. It is possible to single out three generic approaches to formulate competitive

• Striving to be the overall low-cost producer in the market

• Seeking to differentiate RIVORYs product and service offering in one way or another from rivals’
product and service
• A focused approach based on catering to a narrow portion of the market rather than going out after
the entire market. This holds true especially for those segment of the market who relished “Indian
Curries”, once provided by the restaurant which ran successfully for few years.

How to deliver in quality

• The Restaurant provides good quality in food preparation and presentation with most food cooked to
• The food is fresh, not frozen
• Only full range eating place offering a la Carte service and including meals for children
• Casual and relaxed atmosphere
• Service - full table service provided
The Operational plan is an essential components to our business plan and it tells that reviewer
how we going to get our product/services out to market. The Operational Plan may seem
mundane but it will outline some very important answers such fundamental questions such as:
 Who is doing what?

 What are the day to day activities?

 What are the Labour Requirements?

 What are the sources of raw materials?

In Operational Plan we will focus on these Factors. Such as:

We measure our facilities, labour force and equipment.

Important Assumptions

The financial plan depends upon important assumptions, most of which are shown in the
following table. The key underlying assumptions are:
 We assume a slow-growth economy, without major recession.
 We assume that there are no unforeseen changes in the expectancy in the popularity of
our restaurant.
 We assume access to investments and financing are sufficient to maintain and fulfill our
financial plan as shown in the tables.
General Assumptions
Year 1 Year 2 Year 3
Plan Month 1 2 3
Current Interest Rate 10.00% 10.00% 10.00%
Long-term Interest
10.00% 10.00% 10.00%
Tax Rate 25.42% 25.00% 25.42%
Other 0 0 0

Start-up Summary
Our start-up expenses come to Rs. 4 Cores which is mostly expensed equipment, rent, and legal
and consulting costs associated with opening our restaurants. We also require 60 lakhs of start-up
assets, which includes 50 lakhs cash and 10 lakhs of long-term assets. The start-up costs are to be
financed some by direct owner investment, as well as with the help of a major investor.

Start-up Expenses

Start-up Expenses
Legal 50,000.00
Stationery etc. 100,000.00
Menus 30,000.00
Consultants 100,000.00
Insurance 500,000.00
Rent 7,000,000.00
Capital Cost 25,000,000.00
Other 1,000,000.00
Total Start-up Expenses 33,780,000.00
Start-up Assets
Cash Required 5,000,000.00
Start-up Inventory 1,000,000.00
Total Assets 6,000,000.00
Total Requirements 39,780,000.00
Strategy and Implementation Summary
The following sections outline the strategy and implementation summary for “Rivory”.

Sales Strategy

The important elements of the sales forecast are shown in the following table. The sales of food,
drinks take a while to grow but will grow in second year.

Sales Forecast

Unit Sales
Year 1 Year 2 Year 3
Meals 25,000 35,000 50,000
Drinks 20,000 25,000 40,000
Total Unit Sales 45,000 60,000 90,000

Unit Prices
Meals 400 400 430
Drinks 50 50 60

Meals 10000000 14000000 21500000
Drinks 1000000 1250000 2400000

Total Sales 11000000 15250000 23900000

Direct Unit Costs

Meals 150 150 150
Drinks 25 25 25

Direct Cost of Sales

Meals 3750000 5250000 7500000
Drinks 500000 625000 1000000

Subtotal Direct Cost of Sales 4250000 5875000 8500000

Management Summary

Our management philosophy is based on responsibility and mutual respect. People who work at
“Rivory” want to work there because we have an environment that encourages creativity and
achievement. The team includes a maximum of eight to twelve employees, under a
president/manager of one.

Personnel Plan

The personnel plan reflects what we would like to keep as a steady positioning throughout the
years. Our total headcount will increase from 52 to 66 come year3 because that's the beginning of
our "good" season. However, we plan to keep the head count at 60 because of the space and
dynamics of the restaurant. It appears we don't need more than 66 employees to run the business
until the fourth and fifth year, if and when we are successful enough to expand. Detailed monthly
projections are included in the appendix.

3 (Three) years Profit and Loss Statement

The figures relating to the associated costs are for 2 units and have been estimated for 3 years.
The investments (in Rs) on a yearly basis for one unit:

Pro Forma Profit and Loss

Year 1 Year 2 Year 3
Sales 11,000,000 15,250,000 23,900,000
Direct Cost of Sales 4,250,000 5,875,000 8,500,000
Total Cost of Sales 4,250,000 5,875,000 8,500,000

Gross Margin 6,750,000 9,375,000 15,400,000

Gross Margin % 61% 61% 64%

Payroll 3,396,000 3,864,000 4,092,000
Sales and Marketing and Other
300,000 200,000 200,000
Rent 700,000 700,000 700,000
Leased Equipment
Payroll Taxes 237,720 270,480 286,440

Total Operating Expenses 4,633,720 5,034,480 5,278,440

Profit Before Interest and Taxes 2,116,280 4,340,520 10,121,560

EBITDA 2,116,280 4,340,520 10,121,560
Interest Expense
Taxes Incurred 200,000 200,000 200,000

Net Profit 1,916,280 4,140,520 9,921,560

Net Profit/Sales 17% 27% 42%
We consider that the idea is different from the other offerings in the market because no other
restaurants of this kind exist in the market. So “Rivory” will definitely enjoy the competitive
advantage from the day one itself and also can be excepted to perform competitively in future.


Hyderabad South- North West East

Special Indian Indian

Pesarattu Idli Shahi Paneer puffed rice Pohay

Pulihora Dosa-Sambar Panchkoota Bati-stffed with sattu Upma
Gongura Fish Curry Laapsi shorshe batar jhaal Pulao
Avakkai Parimaral Dal makhani Shorshe Ilish Thepla
sorakaya pulusu Rice- Saadum Rajma Rice Luchi-aloodom Dhokla
Lentil-Paruppu Curry Chawal

Operating Facilities and Equipment to run the business:

1. Kitchen Equipment
2. Kitchen apparels
 Commercial Fryers
 Hot Food Storage
 Steam Equipment
 caps& hats
 Commercial Ovens
 chef coats
 Wood Cabinet Carts
 chef hats
 Work Tables
 face masks
 Tissue rolls
 finger guard
 Cutlery sets
 kitchen gloves
 Waste bins
The excepted sample view of Rivory Water theme Restaurant

The excepted sample view of Jungle theme segment