Business Plan for setting up a on the way Pizza Shop

near the Henley Beach Area in Australia to serve the

customer near West Bank River, Adelaide city, Henley
Beach tourists and its surrounding areas.

Prepared By:
Contents
1. Executive Summary.......................................................................................................................4
1.1. Objectives..............................................................................................................................4
1.2. Mission and Vision.................................................................................................................4
1.3. Start Up Cost and Funding.....................................................................................................4
1.4. Start-up ownership................................................................................................................5
1.5. Market...................................................................................................................................5
1.6. Strategy..................................................................................................................................5
1.7. Management.........................................................................................................................5
1.8. Financials...............................................................................................................................5
1.9. Investor Considerations.........................................................................................................6
2. Start-Up Summary.........................................................................................................................6
2.1. Start-Up-Summary.................................................................................................................6
2.2. Start-Up Funding....................................................................................................................7
2.3. Company Ownership.............................................................................................................7
2.4. Products and Services............................................................................................................7
2.5. Business Model......................................................................................................................8
2.5.1. Competitive Landscapes................................................................................................8
3. Market Analysis Summary.............................................................................................................8
3.1. Market Segmentation............................................................................................................8
3.2. Target Market Segment Strategy...........................................................................................9
4. Summary.......................................................................................................................................9
4.1. SWOT Analysis.......................................................................................................................9
4.1.1. Strengths........................................................................................................................9
4.1.2. Weaknesses.................................................................................................................10
4.1.3. Opportunities...............................................................................................................10
4.1.4. Threats.........................................................................................................................10
4.2. Competitive Edge.................................................................................................................10
4.3. Sales Strategy.......................................................................................................................10
4.3.1. Sales Forecast..............................................................................................................11
4.4. Milestones...........................................................................................................................11
4.5. Marketing Strategy..............................................................................................................12
4.6. Pricing Strategy....................................................................................................................12
4.7. Sourcing Strategy.................................................................................................................12
4.8. Locations and Facilities........................................................................................................13
5. Management Summary...............................................................................................................13
6. Financial Plan...............................................................................................................................13
6.1. Break Even Analysis.............................................................................................................14
6.2. Projected Profit & Loss........................................................................................................14
6.3. Projected Cash Flow.............................................................................................................15
6.4. Projected Balance Sheet......................................................................................................16
6.5. Business Ratio......................................................................................................................16
6.6. Risks.....................................................................................................................................17
6.7. Entry Strategy......................................................................................................................18
6.8. Exit Strategy.........................................................................................................................18
7. Appendix......................................................................................................................................20
 1. Executive Summary
This strategy will show how an absolute venture of just $101,500 could return total net benefits
in overabundance of $600,000 over a five-year time span, and normal month to month deals of
$72,000, while keeping up satisfactory degrees of liquidity. The motivation behind this arrangement
is to get extra subsidizing from a financial backer and a bank, to take care of the beginning up costs.

Pizza-On-The-Go Inc. is a family-run new company devoted to giving magnificent quality gluten
free and veggie lover amicable style pizza to the inhabitants of Henley Beach in Adelaide territory, in
a way that produces reasonable and fair returns for present and future proprietors, and better worth
than our clients. We have some expertise in making and offering an assortment of flavourfully
extraordinary pizza.

The Henley Beach region has encountered dangerous development during recent years. More
than 1,000,000 occupants now live nearby. Neighbourhood organizations are gradually finding this
new chance. We are opening another pizza take-out and conveyance administration that will zero in
on the Henley Beach territory. As of now, the nearest pizza café is one far from our planned area in
the Henley Beach territory. Pizza-On-The-Go, Inc. will offer a superior item, at a sensible cost, and
will convey it on schedule to the client's entryway.

1.1. Objectives
 To attract a minimum of 100 regular customers per day, in the first year of operations;
 To offer our customers excellent pizza services, at a reasonable price, and provide
outstanding customer experience, measured by minimum 5 percent yearly sales growth
 To generate positive cash flow from operations, and at least 10 percent net profits to sales.

1.2. Mission and Vision

Pizza-On-The-Go Inc's. central goal is to offer occupants and understudies of the Adelaide
territory the best pizza administration nearby. We are focused on offering the support quality and
worth that our clients anticipate. Pizza-On-The-Go, Inc. will utilize its technique, staff, and
frameworks to furnish every client with a consistent three-section client experience - administration
item (gluten free and vegetarian friendly pizza), administration climate, and administration
conveyance - each piece of which will meet or surpass our clients' assumptions. Our vision is to turn
into the best option of pizza in Adelaide territory, and a regarded organization - as estimated by our
clients, our workers, our investors, and the local area we live in. Our qualities are basic to our
prosperity. They are the solid establishment of Pizza-On-The-Go, Inc., characterize what our identity
is, and separate us from our rivals. They underlie our vision of things to come. These qualities
include:

 Performance excellence. We act like responsible owners, always seeking to meet or exceed
expectations.
 Teamwork. We act as a team, committed to each other, and bound by trust and loyalty.
 Integrity. We treat one another, and all our stakeholders with dignity and respect. Honesty,
ethical behaviour, and integrity are fundamental characteristics of our business conduct.

1.3. Start Up Cost and Funding

Subsequently going through a while looking for an advantageous area, we have chosen to rent a
business space in a thickly populated space of West Lakes. The beginning up capital will be utilized
for legitimate costs, kitchen stock and gear, pressing and different materials, protection, lease,
advancement, business sign, and stock close by at fire up, as point by point in the organization
synopsis part of this arrangement. We have assessed complete beginning up expenses of $131,500.
The numbers in the beginning up and the beginning up financing tables are intended to mirror these
appraisals. The organization capital will be $101,500. The co-proprietors will give the main part of
start-up financing in the measure of $72,000. Roughly $59,500 extra subsidizing is required. The
motivation behind this marketable strategy is to get financing for that sum. A financial backer and
co-proprietor are free to partake in the organization's capital for $29,500 and could be offered a
segment of 29.06 percent responsibility for $101,500 organization capital. The assets given by the
financial backer will be utilized to purchase hardware, and to cover part of the beginning up costs.
For the leftover $30,000 extra financing expected to take care of the beginning up costs, the
organization intends to get a five-year term business credit office which will meet the income
prerequisites.

1.4. Start-up ownership

Pizza-On-The-Go, Inc. will be a privately held C-corporation owned in majority by the co-owners A
new investor will be invited to participate in the company's capital. At the time of formation, Pizza-
On-The-Go, Inc. plans to issue 10,150 shares of $100 par value common stock. The issued and
outstanding common stock would be $101,500. The co-owner would receive 3,600 shares, at $100
par value, or 35.47 percent ownership each. Their total contributed capital would be $72,000. In
return for investing $29,500 in the company's capital, the new investor would receive 2,950 shares
at $100 par value, or 29.06 percent ownership. Products and Services. Pizza-On-The-Go, Inc. will
offer a wide variety of gluten free and vegan-friendly pizza, as well as sauces, sodas, fruit juices, and
desserts.

1.5. Market
The Henley Beach region is a developing low-to-working class region, tallying more than 1,000,000
occupants. There are around 500 organizations near our area. A large portion of these inhabitants
are groups of at least three. The normal pay for the space is $45,000. Additionally, there are a great
many understudies from college of Adelaide and different colleges that crosses by this space. The
organization will offer to people, however it will likewise acknowledge some periodic cooking
occupations to people and organizations nearby. The primary market sections are a) people (retail
clients) representing in excess of 90% of our deals, and b) neighbourhood organizations (corporate
clients) which, as far as buy orders, regularly make bigger orders for their workers and business
needs.

1.6. Strategy
Our procedure depends on conveying a solid client incentive in a specialty market. We are hoping to
offer the Adelaide city and its encompassing regions another decision in pizza choices. We are
building our advertising framework so we can in the end arrive at more clients with a similar pizza
offering. We centre around fulfilling the necessities of low-to working class inhabitants and
organizations situated inside or outside the West Lakes Area.

1.7. Management
Our administration is required to utilize assets admirably, work productively, pay obligations, and
keep laws and guidelines. Our administration theory depends on cooperation, duty, and shared
regard. Individuals who work at Pizza-On-The-Go, Inc. would need to be important for our group
since we work in a climate that energizes inventiveness, variety, development, and execution. One of
the co-proprietors will be the chief of Pizza-On-The-Go, Inc helped by another co-proprietor. They
have over seven years significant involvement with the business and hold different degrees and
authentications in administration and friendliness.
 1.8. Financials
According to our conservative estimates, Pizza-On-The-Go, Inc. is expected to maintain a healthy
financial position over the next five years. Our company is expected to break even in the third month
of operations. We also expect to be profitable in the first year of operations, with profits increasing
over the next four years, as we establish and increase our customer base. Our main concern will be
to have enough cash on hand to meet our payment obligations and be prepared for unexpected
needs of cash. Our conservative projections indicate that our business can generate positive cash
flows and enough cash reserves.

1.9. Investor Considerations

For investing $29,500 in the company's capital, the new investor would receive a portion of
ownership of 29.06 percent. As the investor will hold between 20 and 50 percent of the voting stock,
he or she will exercise significant influence over the company's policies.

We recognize that any investor in a start-up company, no matter how well on paper,
ultimately needs an exit vehicle. Our purpose is to provide the best alternatives to protect investor's
interest, while maintaining the potential growth of our company, the liquidity, and the profitability
of future operations. There are several options (exit strategies) that could be discussed while
considering alternative methods for the investor to turn illiquid securities into readily tradable
securities or cash. These options are discussed in the final section of this business plan.

2. Start-Up Summary
Pizza-On-The-Go, Inc. is a pizza take-out and conveyance administration began in the city's Henley
Beach territory. Proprietor of Pizza-On-The-Go, Inc. has ten years' experience. Their motivation is to
meet or surpass the client assumptions for an excellent quality pizza that is served to be taken out or
conveyed rapidly, and in a cordial way. The organization will serve a ten-mile territory with more
than 500,000 inhabitants, and a quickly developing populace. Pizza-On-The-Go, Inc's. costs won't
beat the opposition. The whole conveyance interaction will be directed through five primary food-
catering on the web benefits that have brilliant references in the Henley Beach region, and we can
decide to be one of their taking part providers. Along these lines, we can save money on conveyance
expenses and coordination’s, and all the while utilize the high Internet openness of our accomplices.
What's more, conveyance individuals will utilize their own vehicles, so the business won't need to
buy conveyance vehicles or recruit drivers.

2.1. Start-Up-Summary
The start-up capital will be used for legal expenses, kitchen inventory and equipment, packing and
other materials, insurance, rent, promotion and business sign, and inventory on hand at start-up.
The commercial property will be leased for a minimum of five years. Kitchen inventory will include
specific tools and accessories that are typically needed for a pizza production and service facility.
Fifty thousand dollars’ worth of equipment (long-term assets) will be expensed over the next five
years, using the straight-line depreciation method. Insurance premium for business risk coverage is
initially established at $1,500 for the first two months and will be further negotiated with the
insurance company. It will be paid by direct debit on a monthly basis. Promotion expenses are
initially estimated at $1,800 and will be used for various marketing information materials and
advertisements. Legal expenses include business formation, advice and assistance, basic contracts
reviews, and general business advice. Permits expenses are the additional costs incurred to operate
legally in the Beach area.
 Start-Up
$120,000.00

$100,000.00

$80,000.00

$60,000.00

$40,000.00

$20,000.00

$-
Expenses Assets Investment Loans

2.2. Start-Up Funding

We have estimated total start-up costs of $131,500. The company capital will be $101,500. Co-
owners will provide the bulk of start-up financing in the amount of $72,000. Approximately $59,500
additional funding is needed. The purpose of this business plan is to secure financing for that
amount. An investor and co-owner are welcome to participate in the company's capital for $29,500
and could be offered a portion of 29.06 percent ownership of the $101,500 company capital.

2.3. Company Ownership

Pizza-On-The-Go, Inc. will be a secretly held C-partnership claimed majorly by the co-proprietors.
Another financial backer will be welcome to partake in the organization's capital. At the hour of
development, Pizza-On-The-Go, Inc. plans to give 10,150 portions of $100 standard worth normal
stock. The remarkable regular stock would be $101,500. Co-proprietor would get 3,600 portions of
$100 standard worth, or 35.47 percent possession each. Their all-out contributed capital would be
$72,000. As a trade-off for putting $29,500 in the organization capital, the new financial backer
would get 2,950 portions of $100 standard worth, or 29.06 percent proprietorship.

2.4. Products and Services

Pizza-On-The-Go, Inc. will offer a wide variety of Gluten free and vegan friendly pizza, as well as
sauces, sodas, fruit juices, and desserts. The pizza is sold by the slice or as whole pies. Pizza is served
at the counter, for take-out, or delivered to the location indicated in our customer orders. We take
orders online, by phone, or at our location. For delivery we offer 18-inch plain pies. The slices are
sealed, and the packaging will allow our customers to remove individual slices from their freezers as
they need them. The pizza can be delivered not only refrigerated, but also hot, depending on
customer preference.

2.5. Business Model

Pizza-On-The-Go, Inc. is a commonplace take-out eatery where clients request food and beverages
at the counter, rather than semi-formal cafés that offer table assistance. Stand by staff is accordingly
excluded from our work group. We take orders on the web, by telephone, or at our area. To plan
pizza, we utilize excellent fixings and customary plans. Best in class energy-effective food planning
gear and innovation will be accessible to our kitchen staff, as we intend to put our capital in
important long-haul resources. Pizza can be conveyed hot or refrigerated. Unique bundle offers
assurance and quality protection during transportation.

2.5.1. Competitive Landscapes

Right now, the nearest pizza café is one far from our proposed area in the Henley Beach region.
Pizza-On-The-Go, Inc. will offer a superior item, at a sensible cost, and will convey it hot or
refrigerated, consistently on schedule, to the client's entryway. Notwithstanding, there are five
drive-thru eateries, close to our proposed area, that additionally incorporate pizza among other
menu things. The nature of their items is no counterpart for the New-York style pizza that we offer,
however we may consider them as contenders since they offer better costs and they are situated
inside a one-mile span from our pizza joint. Other principle contenders that we have distinguished in
Henley Beach territory are: Pizza Concepts, Pizza-For-You, and Stevenson's Foods.

3. Market Analysis Summary

The Henley Beach region is a developing low-to-working class region, tallying more than 1,000,000
inhabitants. There are around 500 organizations near our area. Most of these occupants are groups
of at least three. The normal pay for the space is $45,000. The blast in the space is essentially
because of new business and work open doors in the city's Henley Beach Industrial Park. With
proceeded with development nearby, freedoms to serve the Henley Beach inhabitants will
increment. The organization will offer to people, however it will likewise acknowledge some
intermittent cooking occupations to people and organizations nearby. We gauge that more than 90%
of our deals will go to people (retail clients) and the excess equilibrium to existing and future
organizations (corporate clients). Nonetheless, it is critical to take note of that, normally, corporate
clients make bigger orders for their representatives' necessities or extraordinary business occasions

3.1. Market Segmentation

As explained above, the main market segments are: a) individuals (retail customers) accounting for
more than 90 percent of our sales, and b) local businesses (corporate customers) which, in terms of
purchase orders, typically make larger orders for their employees and business needs. Considering,
for conservative purposes, only the potential number of individuals that would order pizza (about
100 thousand residents, or 10 percent of the population in the Henley Beach area, plus 500
businesses), and less than 5 percent average growth rate.

3.2. Target Market Segment Strategy

Pizza-On-The-Go, Inc. will zero in on its objective market, low-to-working class inhabitants in the
Henley Beach territory, alongside nearby organizations that are situated inside or outside the Henley
Beach Industrial Park. We will endeavour to set up a trustworthy picture from that focus on market's
viewpoint, by offering great quality Gluten free and vegetarian amicable pizza, comfort, convenient
conveyance administrations, administration greatness, and by joining forces with neighbourhood
organizations and other intrigued associations with regards to our local area. By continually zeroing
in on addressing or surpassing our clients' necessities, needs and assumptions, we will want to
fabricate client unwaveringness and verbal deals that large numbers of our rivals are inadequate.
Target Market Share. The assessed all out market in Henley Beach territory is 105,000 pizza pies
each month, and our objective piece of the overall industry would be 4%. We accept this objective
piece of the pie to be sensible and reachable. See more subtleties in the business figure segment of
this arrangement. Strategy and Implementation

4. Summary
Our system depends on conveying a solid client offer in a specialty market. We are hoping to offer
the Henley Beach city and its encompassing regions another decision in pizza alternatives. We are
building our promoting framework so we can in the long run arrive at more clients with a similar
pizza offering. We centre around fulfilling the necessities of low-to working class occupants and
organizations situated inside or outside the Henley Beach Industrial Park. We mean to utilize
different types of promoting correspondence as a productive method to arrive at our objective
market and raise their consciousness of Pizza-On-The-Go, Inc., and their pizza administration
contributions. Moreover, Pizza-On-The-Go, Inc. will utilize compelling publicizing devices to advance
the business. The Henley Beach flyer is a typical method to publicize nearby. We will likewise recruit
individuals to hold signs close to Henley Beach Industrial Park. Entryway handle flyer advancement
can be useful all through the Henley Beach areas. In this manner, numerous other promoting
alternatives will be assessed during the undertaking execution, to ensure that we accomplish best
outcomes.

4.1. SWOT Analysis

The SWOT analysis provides us with an excellent opportunity to examine and evaluate the internal
strengths and weaknesses of Pizza-On-The-Go, Inc. It also allows us to focus on the external
opportunities presented by the business environment as well as potential threats. Next sections
explain major strengths, weaknesses, opportunities, and threats that Pizza-On-The-Go, Inc. should
be aware of.

4.1.1. Strengths
A valuable inventory of strengths that would help it to be successful. These strengths include:

 location
 excellent quality of Gluten free and vegan friendly pizza that is currently not available in the
Henley Beach area
 state-of-the-art, energy-efficient pizza preparation equipment and technology
 clear vision of the market needs: we know the customers' needs, we are familiar with the
latest technology, and we can offer the pizza services that would bring the two together
 4.1.2. Weaknesses
Strengths are valuable, but it is useful to realize the weaknesses. We have identified some of our
weaknesses:

 cost factor associated with keeping state-of-the-art equipment and technology

 we are new in town
 start-up challenges
 limited operating capacity during peak sales periods

4.1.3. Opportunities
 Strengths and the awareness of its weaknesses will help it capitalize on emerging
opportunities. These opportunities include, but are not limited to:
 fast growing population in Henley Beach area
 no other specialized pizza take-out and delivery restaurant within a five-mile radius from our
chosen location
 a large segment of low-to-middle class population, and more than five hundred businesses
in the area
 no competitors offer Gluten free and vegan friendly pizza in the surrounding area
 consumer behaviour changes due to the economic downturn, respectively an increased
preference to buy affordable pizza instead of expensive meals

4.1.4. Threats
It should be aware of:

 slow recovery process of the economy from the current crisis

 changes in the business environment that might reduce our sales
 higher taxes in the future
 the commercial property is leased, not owned by our company
 tight credit times, higher interest rate, and higher inflation rate than predicted.

4.2. Competitive Edge

Pizza Delivery's competitive edge is:

 Location: Pizza-On-The-Go, Inc. is in the heart of the Henley Beach area , near the Henley
Beach Industrial Centre . This is the busiest area in town. The closest pizza restaurant is a
thirty-minute drive. There are more than five hundred businesses in the neighbourhood.
 Lower operating cost and reasonable prices: Since Pizza-On-The-Go, Inc.'s policy is to
purchase latest equipment and technology, and will be operating with a team of five multi-
skilled employees, it will be able to offer reasonable prices for a high quality Gluten free and
vegan friendly pizza, but it will be impossible to compete on price only.
 Excellent products and services, timely delivery, and convenience

4.3. Sales Strategy

Our sales strategy is based on the belief that there will be a regular flow of first-time customers, due
to our convenient location. The real sales effort will be to focus on the conversion of each first-time
customer into a long-term customer relationship, where these customers come regularly to our
pizzeria, and bring or recommend new friends to share the experience of a great pizza. Our sales
activities will concentrate on keeping existing customers happy, and always meet or exceed their
expectations. Consistent, customer-centric service is the absolute requirement in the hospitality
industry, and so it is for all our employees. Every member of our team will be empowered to deal
with our customers' requests in such a way that no customer should leave dissatisfied. Problem
solving will be encouraged throughout the organization, and it would also be fair to say that each
employee is part of the sales staff, not only the first line servers.

4.3.1. Sales Forecast

The first few months will be slower, a consequence of being a start-up business, struggling to
become more visible. Profitability is projected to occur during the first half of the first year. The
increasing sales forecast suggest an important potential growth. The projected average monthly
sales are approximately $72,000. If each customer would order one pie it would mean a total of
4,224 customers per month. This figure is disputable because the companies typically order a larger
number of pizzas, and the individuals usually buy by slices, or order full pies for home delivery.
However, it is a good starting point for our analysis. The population in the Henley Beach area
exceeds one million, which means that, theoretically, the maximum number of pizza (1/2 pie
portions) ordered per month at different restaurants in the area (total market) would be 100,000
pies. To this number we would need add the orders that will be made by many of the five hundred
businesses in the area, which we estimate at 5 percent of the retail market, respectively 5,000 pies.
The estimated total market in Henley Beach area is 105,000 pies per month, and our target market
share would be 4 percent. We believe this target market share to be reasonable and achievable.

4.4. Milestones
The following table lists important start-up program milestones, with dates, managers in charge, and
budgets for each. The schedule indicates Pizza-On-The-Go, Inc.'s emphasis on planning for
implementation.
 4.5. Marketing Strategy
The marketing strategy of Pizza-On-The-Go, Inc. centres on creating and developing a corporate
identity that clearly defines our market niche in terms that benefit our retail and corporate
customers. Market needs and trends. One of the key points of Pizza-On-The-Go, Inc.' strategy is to
focus on these target segments that know and understand these needs and are willing to pay a
reasonable price to have them fulfilled. Factors such as current local trends and historical sales data
of similar businesses in the area, ensure that the high demand for pizza will continue over the next
five years.

In addition, we will produce in-house flyers on an as-needed basis that will also serve to advertise
special events and sales promotions. The flyers and catalogues will be distributed using traditional
methods: a) give-away in store, b) enclose in order shipments, c) hire distributors or personally hand
out in the Henley Beach Industrial Park area, e) distribute at local trade shows and other business
events organized by the local Chamber of Commerce, and f) attach business card and coupons.

 Direct mail
 Grand opening
 Industry specific trade shows and other local business events
 Internet marketing
 Word of mouth

All marketing decisions about specific media choices, frequency, size and costs will be conducted on
an ongoing basis with careful consideration of results (generated returns).

4.6. Pricing Strategy

Our retail and corporate clients are particularly delicate to support esteem. Pizza-On-The-Go, Inc.
should guarantee that cost and administration are seen to be a decent worth to our clients. Top
notch Gluten free and vegetarian amicable pizza will be offered at a sensible cost, yet the cost will
surely not be the most reduced nearby. Thusly, our valuing methodology will be serious inside the
different item range, however won't depend on the offering cost to eclipse different benefits of
working with our organization, like an assorted line of top notch pizza items, that are promptly
accessible, sensibly estimated, and supported by administration greatness and on-time conveyance.
What's more, we perceive that value adaptability is basic to our prosperity. We are set up to offer
limits and stipends, deals advancement costs, and to decrease the cost throughout restricted
timeframes during the sluggish deal’s hours, to expand our working limit use, and lessen or dispose
of inactive limit and ensuing misfortunes. Cargo out costs will be represented in such a way that
conveyance costs won't contrast from the costs offered at the counter. One illustration of pizza
conveyance costs is introduced underneath: 18-inch Gluten free and veggie lover amicable pizza,
vegan, plain pies.

4.7. Sourcing Strategy

There are several U.S.-based manufacturers and suppliers of pizzeria equipment, food supplies,
ingredients, packing, and accessories for pizza preparation. The specific restaurant equipment
vendors will be chosen soon, based on competitive bidding process. We need to focus on making
sure our volume gives us negotiating strengths. We will purchase our inventory both from local
wholesalers and direct from manufacturers. Because of our past work experience in purchasing
materials and ingredients for pizza preparation, we have a vast number of supplier contacts within
the industry. Ultimately, these suppliers will help us to achieve lower cost-of-goods and reach our
financial performance objectives.
 4.8. Locations and Facilities
The company's location is very favourable, providing high visibility, high traffic, and a high flow of
customers (travellers) wishing to stop at our restaurant. Accordingly, the rent that was accounted for
in this plan is higher than in other areas of the city. The restaurant will be located just minutes from
downtown, which provides shopping, dining, and entertainment. The restaurant is also conveniently
located, just three blocks from Henley Beach shopping mall. Other advantages of the chosen location
include:

 Plenty of parking, garages, and additional storage area available

 Excellent central location with easy access to major destinations, freeways and other
transportation means
 Short commute to major employers in Henley Beach
 High flow of pedestrians
 A recent new commercial complex opening, just across the street, that will attract many
potential customers to our immediate vicinity
 Strategically located on one of the busiest streets in downtown
 High profile area with easy access from all parts of town
 Proximity to the business community and the Henley Beach Industrial Park; there are more
than five hundred businesses in the area
 Proximity to trendy, upscale restaurants and recreational facilities
 All utilities required for operating a restaurant are available

All these characteristics of the location are consistent with Pizza-

On-The-Go’s goal of providing excellent Gluten free and vegan
friendly pizza and delivery services for the Henley Beach
community. The restaurant will utilize 1250 square feet. The
market rent in this high-profile area is between $1.45 and $1.90
per square foot per month. We have estimated $2,000 monthly
rent expense. As the company gains community recognition, and
our Henley Beach market is developed, further expansion to one or both neighbouring shopping
malls will be considered as a possible second stage capital investment option.

5. Management Summary
Our management is expected to use resources wisely, operate profitably, pay debts, and abide by
laws and regulations. Our management philosophy is based on teamwork, responsibility, and mutual
respect. People who work at Pizza-On-The-Go, Inc. would want to be part of our team because we
operate in an environment that encourages creativity, diversity, growth, and performance. Co-owner
be the manager of Pizza-On-The-Go, Inc., assisted by another co-owner. They constantly focus on
continuous improvement of their business by applying modern management techniques, such as
total quality, activity-based management, theory of constraints, and just-in-time operating
environment.

6. Financial Plan
As indicated by our moderate assessments, Pizza-On-The-Go, Inc. is required to keep a sound
monetary situation throughout the following five years. The accompanying arrangement diagrams
the monetary improvement of our organization. The business will be at first financed by a $30,000
five-year term advance and an all-out capital venture of $101,500. The source to reimburse the
advance will be the income produced from activities. The organization will likewise back
development through income. After an underlying time of five years, the organization will want to
make a further extension. Around then, it is imagined that a bank advance or value subsidizing will
be looked to fund the new turn of events, notwithstanding held profit. The projected fiscal
summaries have been set up as per the overall bookkeeping standards, and fundamentally
incorporate a few sums that depend on sensible evaluations and judgment. For bookkeeping
purposes, the drawn-out resources are discounted utilizing the straight-line devaluation technique,
and stock is represented dependent on the First-In, First-Out (FIFO) strategy. The accompanying
segments layout significant monetary data.

6.1. Break Even Analysis

For our break-even analysis, we assume running costs of approximately $16,874 per month, which
include payroll, utilities, insurance, rent and other fixed costs. We need to sell about 1,996 pies for
minimum $35,155 per month to break even, based on our assumptions. Since our normal operating
capacity is 300 pies per day (4,224 pies for $122,400 per month, as explained in the sales forecast
section), and the average projected sales of $72,000 per month, or 176 pies per day (at only 58
percent of normal operating capacity) are expected to be much greater than the computed break-
even point, we believe that our company is likely to easily reach and maintain profitability. Pizza-On-
The-Go, Inc. is expected to break even in the third month of operations.

6.2. Projected Profit & Loss

 6.3. Projected Cash Flow
Many profitable companies go bankrupt because of cash flow deficiencies. That is why our main
concern will be to have enough cash on hand to meet our payment obligations and be prepared for
unexpected needs of cash. In addition to normal cash inflows and outflows, we will focus on
establishing enough cash reserves for contingencies. That includes a possible line of credit with our
bank, that could be used in slow sales periods as well. This is a good way to control the cash flow
risk. In addition, excess cash, as projected, should not remain idle, especially during periods of high
interest rates. Management will consider investing idle funds in time deposits or certificates of
deposit at banks, in government securities such as U.S. Treasury notes, or in other trading securities
(cash equivalents). The following table and chart show the projected cash flow for five years.
 6.4. Projected Balance Sheet
We expect a healthy growth in net worth and a healthy financial position. We do not project any real
trouble meeting our debt obligations, if we achieve our specific objectives. The following table is the
projected balance sheet for five years.

6.5. Business Ratio

Business ratios for the five years of this plan are shown below. Industry profile ratios based on the
standard industrial classifications, SIC code 5812 and NAICS code 722212, limited-service
restaurants, are shown for comparison.
 6.6. Risks
Company management is responsible for constantly evaluating risks and taking corrective actions to
provide adequate prevention, control and risk reserves. We have identified several risks that are
associated with our business project. There are many possible classifications of risks, but for the
purposes of this plan, we have chosen to group them as follows:

a) External Risks (These risks come from outside the company and are more difficult to prevent
and control.)
 Economic discouragement. Latest things show that the monetary slump is arriving at the
base, and chances are that the recuperation interaction will start soon.
 Competition and purchasing behaviours changes. There is a high danger that new
contenders will show up in the applicable commercial centre.
 Suppliers. Our organization's buys don't rely upon a solitary or a restricted gathering of
providers. The danger to confront supply choking influences is low.
 Technology. New and more proficient food arrangement gear is required to open up. Be that
as it may, by choosing to buy just cutting edge, energy-proficient hardware, we accept to
have diminished this danger throughout the following five years.
 Location. The picked area will be rented for least five years, with the likelihood to expand
the rent over another comparative period. There could be no other development
advancements predicted in this profoundly thick populace space of Henley Beach that may
influence our business area soon.
 Inflation. As indicated by master assesses, the expansion rate is probably going to stay
leveled out over the course of the following five years. We have represented a 5 percent
yearly expansion rate.
 Currency. Every one of our tasks are in U.S. dollars, and both hardware and materials are
made in the United States. No money hazard has been represented.
 U.S. tax collection and monetary arrangement changes. These progressions are probably
going to happen, and it isn't clear how they may impact our monetary presentation. That is
another motivation behind why our appraisals are moderate. This danger is high.
b) Internal Risks (These risks come from inside the company and can be better prevented or
controlled.)
 Personnel. There are numerous gifted food-administration representatives in the Henley
Beach territory. We will want to choose the best new staff individuals from numerous
significant candidates. Our work force system incorporates current administration strategies
that will be applied to choose, recruit, rouse, and reward the representatives. This technique
is required to fabricate and keep up representative unwaveringness and increment
profitability. Be that as it may, prior to recruiting new workers, their record verification will
be explored, to stay away from conceivable representative burglary, which is a regular
danger in the eatery business.
 Cash stream inadequacy. Our principle concern will be to have adequate money close by to
meet our instalment commitments and be ready for sudden requirements of money. Our
moderate projections demonstrate that our business can produce positive incomes and
adequate money stores to decrease the danger of income lack. • Business progression
throughout the following five years. In the occasion something happens to one of the
organization's administrators and co-proprietors (a couple), the other will have the right
stuff and experience needed to dominate and proceed with tasks. Also, the organization's
joining authoritative archives remember extraordinary arrangements for security for such
cases.
  Management. Co-proprietors have demonstrated involvement with effectively maintaining a
comparable business. They likewise have applicable abilities and a strong foundation in the
food business.

6.7. Entry Strategy

Pizza-On-The-Go, Inc. plans to issue 10,150 shares of $100 per share common stock. The issued and
outstanding par value common stock will be $101,500. Co-owner will invest $36,000 each in the
company's capital They will receive respectively 3,600 shares of $100 par value, or 35.47 percent
ownership. Together, they will hold more than 50 percent of the voting stock, allowing them to
exercise control over the operating and financial policies of the company. For investing $29,500 in
the company's capital, the new investor would receive a portion of ownership of 29.06 percent
(2,950 shares of $100 par value). As the investor will hold between 20 and 50 percent of the voting
stock, he or she will exercise significant influence over the company's policies.

6.8. Exit Strategy

We perceive that any financial backer in a new business, regardless of how well on paper, eventually
needs a leave vehicle. Our motivation is to give the best choices to ensure financial backer's
advantage, while keeping up the likely development of our organization, the liquidity, and the
benefit of future activities. Commonly, the dread of financial backers is that they will get secured in
an organization that may give no indication of either opening to the world or failing. To defeat this
possible danger, we are available to examine with the financial backer a few leave choices and
remember the best arrangements for the arrangements that are normal be reached when of the
joining. There are a few choices that could be examined while considering elective strategies for the
financial backer to transform illiquid protections into promptly tradable protections or money. These
options include, but are not limited to:

 IPO (Initial Public Offering)

 Acquisition terms
 Liquidation terms, certain rights and liquidation preferences over common stock
 Selling to a friendly buyer
 Preferred stock, redeemable at option of the holder
 Convertible preferred stock
 Investor's right of first refusal in the next round of financing
 Anti-dilution measures
 Buy-back after the initial five years

In addition, we believe that following negotiating terms are expected to increase investor
confidence, and improve management-investor communication:

 A board position and possible a consulting role of the investor

 Good communication between company's management and the investor (For example:
quarterly reports, monthly updates, etc.)
 Setting clear return objectives for the management (projected IRR, potential returns, sales
projections, etc.)
 Not taking certain actions without investor's approval, such as: selling all or substantially all
of the company's assets, setting stock options programs, issuing additional stock to existing
management, selling stock below prices paid by the investor, or creating classes of stock
with liquidation preferences or other rights senior to the investor's class of security.
 Stock price protection, an anti-dilution provision that will result in the investor receiving
more stock, should the company issue stock at a lower price that paid by the investor
 Corporate governance provisions.
7. Appendix