Business plan

 
 

“Grilled to perfection”

Radu Adina
Radulescu Alex
617D
 Table of contents

1 General presentation of the company

 
2. Market analysis
 
3. Presentation of the service
 
4. Placement
 
5. Implementation of the service
 
6. Objectives.
 
7. Pastel analysis
 
8. SWOT analysis
9. Esalonation of launch works
10. Financial plan
11. Conclusions and recommendations
 
.
 
 
 
 1. General presentation of the company
 
SC. Burger Bar S.A. was founded on 23.07.2010, with a share capital of 10.000
RON. The object of activity is "specific activities for restaurants and public food", according
to the code CAEN 5530. During its activity the restaurant owned by the company has
increased and strengthened its level of customers, the usability of its service capacity
evolving from 25% in 2010 to approx. 70% in 2020.
In 2020 the value of the annual turnover is approximately 2,560,000 RON, 13% being
provided by catering services. The market share of the restaurant is 3%, supported by the
services of 32 employees.
 
Description of services
 
Burger Bar Restaurant offers a menu of special food and drinks, belonging to
international cuisine, customers having to choose from a wide range of dishes. The company
is renowned for its strict policy of ensuring the quality of its services, making it a competitive
advantage.
 
The current structure of monthly turnover is as follows:
 
 
The 180 customers served daily by the "Catering" sector and the 274 direct customers of
the restaurant translate into an average daily number (at a restaurant capacity of 29 tables –
about 120 seats).
 
S.C. Burger Bar SA has been providing public food services for over 10 years. During this time,
as a result of the impeccable quality of services, the restaurant has earned it a well-deserved
reputation and a comfortable market share. The quality of the food, and affordable prices attract a
significant number of consumers from the western part of Bucharest. Currently, the restaurant's
service capacity is used in proportion to 72%.
 
Financial needs
 
As a result of the continuous increase in demand for restaurant services under limited
capacity, it was decided to open a new restaurant that meets market trends.
In order to develop the activity, the company considers it necessary to open a new
restaurant, an investment that requires 900,000 USD. For this, it is intended to take out a
three-year loan with interest of 12% per year.
The loan will be guaranteed by a pledge agreement on the company's assets.
 
Mission, vision and values
Our mission is to become a leader, through the proactivity with which we anticipate and
address the needs of our clients, through the transparency to the clients and the trust they
have in us, with a special sense of responsibility.
Our vision is that of a company in which our specialists work closely with our clients, to
provide better services and to be considered my best in the field. With a unique ability to
combine extensive professional experience, quality management and a great reputation for
high level of customer satisfaction.
Our values: quality, confidence and simplicity
Owners and shareholders:
Currently the company has a share capital of 731,000 RON, represented by a number of
7310 shares worth 100 RON/ share. The financing of its activity is made predominantly from
its own sources, at the time of the preparation of the business plan the financing structure of
the activity comprising in proportion of 82% equity and 18% current debts to suppliers,
shareholders and state institutions.
On this date, SC Burger Bar S.A. has consolidated its image and position on the target
market, with the value of turnover for 2020 reaching the level of about 610,000 EUR.
The current structure of monthly turnover is as follows:
 
Services percentage Turnover Average number  
of  
clients (daily)
Catering 13% 640.000 180
Direct services in- 87% 1.920.000 274
 
restaurant song
total 100% 2.560.000 454
 2. Market analysis
 
The company's activity falls within the sphere of public food, focusing on the segment
of consumers with claims. The difficulty of competitiveness in such a sector is the
satisfaction of the customer requirements through a varied menu of impeccable quality,
ensuring a pleasant environment in the restaurant incite as well as taking the promptness of
deliveries for catering services.
The greatest risks come from the possibility of entering in the market representatives
of international restaurant
 
Public food services have always been a permissive and permeable business, so you
can imitate and open up your competition. Therefore the risk of bankruptcy is quite high.
In this kind of activity influenced by the political system, macroeconomic policies and
the legal system do not have a major importance. What matters most aremanagement's ability
to anticipate and perceive trends in their skin, to satisfy customers desires and to retain them.
 
According to market research, ordered by society, Romanians spend on average 7% of
their income to dine in the hour. According to official statistics, this percentage has shown a
fluctuating evolution in the last 4 years. In 2017, restaurant activity revenues increased in real
terms, reaching 3% of the third sector's revenues again. This trend is explained by a report
prepared by the Consumer Trend Monitoring Agency as the effect of changing lifestyle,
economic climate and increasing the variety of existing market offerings.
Every year in Bucharest you open an average of 15-20 restaurants, 90% are located in
easily accessible areas of the municipality. These activities are developed especially in good
areas, near business centers/office spaces, the quality of the offer generally decreases with the
distance from the central area.
 
The market segment
 
The company's current services are addressed to the following type of customer:
 - adults over 25 years, employed persons with a minimum salary level of EUR
500/month, with residence or office located in the northern area of the municipality of
Bucharest.
 
Competition and other influences
 
  Competition can be appreciated as being very intense in this area, at the level of the
capital activating more than 120 units. For this reason S.C. Burger Bar S.A. tries to
differentiate itself and comes up with a more variable offer at affordable prices, maintaining
the quality standards.
Restaurants that are directly perceived as competition for Burger Bar are shown in the
table below:
Restaurant Capacity Estimated quality Prices Location Distance
(place) CA from the
restaurant
(km)

Lebanese 75 1.000.000 Similar Similar similar 0.5

Bolivar 145 1.700.000 Similar Similar lower 5

Addagio 60 1.200.000 Superior Superior superior 2

Blanche 200 3.000.000 Lower Lower lower 2.5

Zhu Yuan 180 1.400.000 Similar Superior similar 6

 
From the point of view of the services offered, a growing share of the competition of
catering companies specializing exclusively on services for the delivery of orders at home or
at the office. This type of activity has registered in the last 2 years a growth of 20% , in
present existing on the market of about 18-20 competitors. The number of customers serving
meals in an hour is increasing from year to year. On this market of key factors is the location,
quantity of products, services and prices practiced.
 

3. Presentation of the service
 
The objective is to fully meet the gastronomic requirements of customers, given that
people's concern for a healthy food and diet is growing in recent years – according to the
market studies.
The restaurant has been able to attract and satisfy the demands of new customers
through the variety of culinary products and beverage assortments available. The current
offer structure can be traced in the following table:

Type of food Sort No. Total

Fast Food Culinary Products 150 60%  
International cuisine 80 25%  
Drinks 50 15%  
 
 
There is an increase in consumer interest in culinary specialities that occur in
international cuisine, especially in Italian, French and Mexican cuisine. With the exception of
African cuisine, the company currently has specialized staff to fully meet these consumer
trends.
 
There are two ways of serving consumers:
 
-          directly – at one of the 29 tables in the restaurant;
-          by delivery to the customer's home or office of preparations ordered by telephone.

4. Placement
 
Burger Bar Restaurant has a special commercial view, being located on Ernest
Brosteanu Street, on the ground floor of a living block. Is located near the Faculty of
Economic Studies, so the restaurant benefits from the proximity of a heavily circulated place.

5. Implementation of the service

 
The necessary arrangements will be carried out by Gama Construct, according to the
precalculated expenditure estimate when drawing up the business plan. The company has
more than 10 years of experience in such activities.
Marketing and promotion activities will be led by Mrs. Radu Adina, the current
director of the company, who also launched the first restaurant. The spread of flyers will start
2-3 weeks before the opening of the restaurant, and the advertisement in the press and radio
will be broadcast from the week of the inauguration.
The kitchen equipment will be purchased from the supplier S.C. Lambo S.R.L, which
following an offer selected produced the best quality/ ratio for the restaurant's equipment at
the planned capacities.
Periodically, raffles/competitions will be organized for restaurant customers, the forms
completed on that occasion including a series of questions to get feedback from them.
For incoming orders, for catering services, the way the process is carried out will be:
Hours:
08.00 – 10.30 – receiving orders for preparations received on that day
10.30 – 12.30 – preparation of orders received
12.30 – 13.30 – distribution of orders (at home/office)
 
It will avoid overcrowding of the kitchen in the peak range (12.30 – 15.00) when the
restaurant will have to deal with direct consumers. For the delivery of orders outside the
restaurant, their services will be contracted in advance. In case of unexpected requests from
reliable customers or large volumes, 2employeeswill be available outside the3 vehicles
already assigned for distribution and supply.
The restaurant's operating program will run from 10.00 to 22.00 hours, orders for chefs who
will work in 2 shifts (3 chefs per shift), with an individual program of 6 hours a day.
The structure of the staff that will serve the new restaurant, as well as the related salary level,
is presented as follows:
Positions Number Net salary (EUR)
 
Restaurant manager 1 1000
Pit boss 1 800
Chefs 6 600
Handlers 1 500
Waiters 5 400
Picoli/ Picolite 5 350
Dresser 1 300
Cleaning staff 2 250
Drivers 3 400
    
 For the recruitment and hiring of staff with the necessary skills and experience to
achieve the required parameters of management, it was 2 months each. In order to limit the
risks, one more month will be allocated for accommodation and verification of the staff's
competence.
Exchanges of experience and training programs will be organized for the two restaurants,
especially during the period of accommodation and verification of newly hired persons.
As soon as the investment is completed, all necessary steps will be taken to extend
the company's insurance policy for the B.B. restaurant and the new restaurant.
 
 
 
 
 
 
 
 
 
 

6. OBJECTIVES
The general objectives are those for which society exists. Each restaurant should focus on
general objectives related to four important factors: nutrition, services, benefits and
longevity. Depending on the type of food, the restaurant must aim for the customer's
expectations to be met.
People don't go to restaurants just to eat. They also do as leisure, to relax and enjoy the
full experience: from decoration to music that rings on the premises. The quality of
service makes the difference between a satisfied customer and a disappointed customer
who makes it a primary objective.
Every restaurant exists to generate a profit; therefore, another of the general objectives of
a restaurant is always to take into account the profit margin. The highest costs incurred by
a unit are labor and food costs.
The best restaurants are maintained by the great reputations they build among their
customers, which motivates and makes it increasingly profitable. If the unit owns the
property and is profitable, it is very likely that it can be maintained for an indefinite
period, which should be a general objective of the restaurant.
 
 
 
 
 
 
 
 
 
 
 
 
 

7. Pastel ANALYSIS
If I am a business owner like a restaurant, I will have internal environmental factors that
is controllable, for example, wages, employees, financial, recipes, furniture. On the other
hand, external environmental factors are uncontrollable for example, safety guidelines,
tax reforms, consumer taste and income, technology, etc.
Policy makers and a country's environment influence any business organisation and can
also introduce a risk factor that can cause losses or compromises on its profit flow. The
political environment can change because of government policies and actions
predominantly at every level, federal at the local level. It is very important for a business
to plan the variability of government policies and regulations in order to maintain a stable
business environment.
 
Economic factors:
This is most important, if the rate of inflation increases in the economy, because it will
affect the prices of ingredients. Prices will go up and most of the time people avoid a
restaurant with high prices.
Technological factors
Technological factors are of particular importance today because technology is among the
most important branches of the market. Technological factors are very important in the
restaurant because it helps me and my staff by infuting the level of productivity, the
quality of production and the level of profit.
Ecological factors
Because I am a responsible and assumed person, for my restaurant I only purchased
electric cars so as not to pollute when I send online orders to customers.
 
 
 
 
 
 
 
 Strengths Weaknesses
 qualified staff  has no parking
 varied meniu  restaurant offers products already
 delivery service existing on the market
 affordable prices  not promoted
 

Opportunities Threats
·        opening a new location ·        the price of rent has increased
·        a main competitor withdrew ·        another restaurant entered the market
with lower prices

8. SWOT ANALYSIS
 
 
 9. Esalonation of launch works
 
The launch works and their sequence are shown in the following table:
 
           
                                                                             2020
Mouth Jan Febr Mar. Apr May Jun Jul Aug Sep Oct Nov Dec
Operations

Projects, approvals,         X X            
opinions
Arrangement of the space           X X          
Purchase furniture kitchen             X          
equipment, motor vehicles

Transport, installation and               X        
machinery samples

Recruitment and personal             X X        
employment
Training and personal                 X      
verification
Inauguration of the                   X    
restaurant

10. Financial plan

 
Fixed assets and their depreciation
     The company owns at the time of drawing up the fixed asset plan with a net value
of 3,200,000 RON (restaurant building, three vehicles for order deliveries, kitchen facilities
and furniture). By making the planned investments, the value of the fixed assets will increase
by about 2,800,000 RON. The depreciation system used is linear.
Stocks
The value of stocks is small, given the specifics of the activity, thus determining a
very high speed of rotation. Their structure is represented by goods (53%), raw materials
(20%), finished products (10%), packaging (10%) and consumables (7%). As a result of
increasing control over the quality of the ingredients used, a significant decrease in stock
volume was anticipated.
 
Claims
The receivables will have relatively low values and will mainly represent unearned
rights from the companies to which catering services are provided. The specifics of the
activity allow the recovery of debts from customers in the vast majority of cases at deadlines
of less than 30 days from the date of invoice.
Level of cash availability
As can be seen from the calculation of liquidity indicators, they indicate a balanced
situation at the treasury level without overdrafts and without the danger of monetary
imbalances during the forecast period. The annual cash surplus shall be allocated to
dividends.
 
Trade credit policy
The immediate non-payment of debts to suppliers is a policy that will continue in the
future, given that they are in close contact with the company.
 
Debts to the state budget
These are represented by the company's contribution and the deductions from
employees' salaries for CAS, health fund, unemployment, payroll tax and other contributions.
All of these company contributions amount to approximately 38% of the Salary Fund,
and the contribution of employees to CAS, funds and taxes amounts to approx. 30% of the
payroll fund.
 
Corporation tax
This item was calculated using a tax rate of 16% for the entire forecast period.
Social capital
The value of the share capital will remain constant during the 4 years forecast (820,000
RON).
  
11. Conclusions and recommendations
 
Potential risks in the initiation of the new restaurant:
-          the differentiation between the two zones: north and east from an economic and
cultural point of view;
-          poor computerization of potential clients in the area;
-          the existence of direct competitors, even if they represent other cuisines with
specific ;
 
 
Recommendations:
-          intense advertising campaign;
-          maintaining the "highest quality" strategy;
-          creating a good image in the newly-targeted area
-          control of costs.
 
 
 
 11. Bibliography
 
• https://www.plandeafacere.ro/modele-planuri/model-plan-de-afaceri-pentru-
infiintarea-unui-restaurant/
• http://www.efin.ro/analiza_swot_2381/analiza_swot_exemplu.html
• https://ro.thpanorama.com/blog/administracion-y-finanzas/objetivos-de-un-
restaurante-generales-y-especficos.html
• https://www.academia.edu/36814581/Academia_de_Studii_Economice_Facultatea_
de_Marketing