Proposal Official 3

Golden Lotus vegetarian restaurant
BUSINESS PROPOSAL
GOLDEN LOTUS
VEGETARIAN RESTAURANT
Contact information
goldenlotus@gmail.com
www.goldenlotusrestaurant.com
Phone: 0935774280
280 Nguyen Huu Canh, Ward 22, Binh Thanh District, Ho Chi Minh City
0
PARTICIPATION
1. Nguyễn Trần Quỳnh An: 95%
2. Đỗ Đức Anh: 100%
3. Nguyễn Thị Vân Anh: 100%
4. Phạm Bùi Lâm Anh: 90%
5. Trần Quế Anh: 95%
6. Nguyễn Thị Kim Chi: 100%
7. Vũ Thị Tùng Chi: 100%
1
TABLE OF CONTENT
BUSINESS DESCRIPTION…………………………………………3
BUSINESS PLAN SUMMARY……………………………… ……...3
BUSINESS IDEA……………………………………………………...3
PROJECT PURPOSE…………………………………………… …….3
OPPORTUNITY…………………………………………………… …7
TARGET MARKET …………………………………………………..7
MARKET SIZE…………………………………………...…………... 7
CUSTOMER SEGMENT………………………………………………7
COMPETITION………………………………………………………..7
COMPANY……………………...…………………….……………….9
OVERVIEW…………………………………………………………… 9
PRODUCTS & SERVICES………………………………………… .10
OPERATION PLAN……………...…………………………………..13
EXCUTION………………………………………………………….. 15
MARKETING & SALES …………………………………………… .15
MILESTONES & METRICS………………………………….……..1 7
FINANCIAL PLAN …………………………………………………..18
RISK ANALYST……………………………………………………… 31
APPENDIX………..……………………………………………… ..…33
PROFIT AND LOSS STATEMENT……………………………..…. 33
BALANCE SHEET……………………………………………….…...34
CASH FLOW STATEMENT………………………………………….3 5
2
BUSINESS DESCRIPTION
Business plan summary
Today's vegetarian diet is no longer limited to religion or for those who want to lose
weight or heal ailments but it has become a trend of the times. Vegetarianism is gradually
becoming a trendy cuisine in modern life in developed countries, especially among the
young, middle and upper class, artists, and intellectuals. All people regardless of age or
gender can choose a vegetarian diet as a method of preventing disease, keeping fit,
prolonging life, and many people think the vegetarian diet is for peace of mind. In terms of
uses, everyone already knows that, according to scientific studies, a vegetarian diet will help
prevent cardiovascular diseases, first of all, hypertension and Coronary artery disease,
vegetarians with a low atherosclerotic index. Vegetarian foods are low in cholesterol, low in
fatty acids, vitamins, and have antioxidant effects, so vegetarian dishes are suitable for those
who want to have a slim and young appearance.
When successful, the Golden Lotus vegetarian restaurant project will create a great
profit not only for the investor but also impact on the culture and economy of the city. The
project will create jobs, generate income, stimulate consumption and enrich the choice of
vegetarian diners. Additionally, the project will also promote other industries to develop, and
the industry that provides input to restaurants will have a large number of consumers with
high reputation and reliability.
Business idea
Today, from large-scale shops, food courts to small restaurants ... all aim to satisfy the
increasing food and drink demands of people. Especially food derived from nature because
people are more and more interested in their health. In particular, the vegetarian trend is
developing quickly in the Vietnamese market. For a long time, people have known vegetarian
food as natural food, rich in nutrients. The diverse and attractive vegetarian dishes are easy to
attract consumers, so vegetarian food has become an increasingly popular food source.
During a hustle and bustle life, many people like to invite each other to vegetarian
restaurants to find peaceful moments, relax or prepare nutritious vegetarian dishes at
home.The vegetarian diet is the closest path to reducing environmental damage and
combating climate change.Besides, the analysis of food market information shows that Ho
Chi Minh City has an exciting culinary market. Because this is an easy-to-attract and
nutritious food, the demand for vegetarian food will increase in the future. Because of the
above reasons, our group decided to use the accumulated capital and available knowledge to
build a restaurant specializing in providing vegetarian food, served in a cozy and peaceful
space.
Project purpose
Vegetarianism is no longer a strange thing for Vietnamese people. Some of them are
vegans and the others are vegetarians on special occasions. People are not vegetarian because
3
of their beliefs or thoughts, but because vegetarian dishes not only help to change the taste
but also are very good for health.
In August 2012, W&S Online Market Research Company conducted a survey on
Vietnamese vegetarian trends to learn about this special culinary culture. The survey was
conducted with 659 people, including 355 men and 304 women, aged 16 and over. Survey
results show that the percentage of people who regularly eat vegetarian food accounts for
14.7%, sometimes vegetarians account for 58.9%, and rare vegetarians accounting for 26.4%.
There are many reasons for vegetarianism: to keep the soul calm and gentle (40.7%);
to supply and prevent certain substances, enhance health protection (33.1%); the vegetarian
food is very delicious (28.7%); they want to train themselves (23.5%) ...
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In addition, 46% of respondents to the survey said that vegetarianism is a meaningful

thing for their lives.
The survey results also showed that the

majority of people tended to cook
vegetarian dishes at home with 75.6%,
followed by eating at vegetarian
restaurants with 21.5%.
The above survey shows that
vegetarianism is not just the demand of
those who follow Buddhism anymore.
It has become an indispensable part of
everyday life for many reasons and the
most important reason is improving
health.
Moreover, through the research article published on the page:
https://phatgiao.org.vn/cau-chuyen-an-chay-cua-nhung-nguoi-quyen-luc-d38708.html
Talking about "The vegetarian story of powerful people" has partly affirmed that the current
vegetarian trend of the middle and upper class is gradually getting higher and of course
requires higher requests for quality as well as the form of the dish.
Therefore, more and more vegetarian restaurants should be opened to meet the needs of the
group of customers who are vegetarians.
5
From the survey above, we opened the Golden Lotus vegetarian restaurant for:
• Serving the current vegetarian trend of Vietnamese people in particular and the group
of customers who tend to eat at vegetarian restaurants in general.
• Meeting the increasing demand of the group of high-end vegetarian customers - those
with high food requirements (for food quality, hygiene, space, service ...)
• Contributing to enhancing the position of vegetarian food in the current high-class
culinary field of Vietnam.
• Introducing the diversity and abundance of Vietnamese-style vegetarian food to the
elite, the gourmet, and foreign visitors.
6
OPPORTUNITY
Target Market
The market of the project is mainly the middle and upper class living in Ho Chi Minh
City. This is an expanding market, the population is increasing and the continuous
development of high-end apartments, per capita, income, and consumption expenditure of
this market are considered to be higher than that of apartments in other areas.
Besides, the project's market is also customers outside Ho Chi Minh City and also
foreign tourists from relationships with travel agencies in Ho Chi Minh City. This is a
potential market and also an opportunity to promote the restaurant brand as well as
Vietnamese culinary culture to friends from five continents.
Market size
From the survey above we predict the market size will be 67,500 customers.
Customer segment
Our restaurant is targeting a group of middle and upper-class customers, who are Buddhists
and vegetarians or non-Buddhists but want to be vegetarian to stay healthy and keep fit. These are
high-income customers who are willing to spend large sums of money on a meal in a luxurious
restaurant with considerate service and high-quality food. Their characteristic is that they often have a
habit of eating in places that not only satisfy their need to enjoy food but also help them relax,
entertain, be well served, and they are willing to pay the higher cost than normal for those.
Competition
Current competition
• Vegetarian restaurants in the high-end segment located in the city center area: (Hoan
Hy Vegetarian Restaurant - 290/7 Nam Ky Khoi Nghia, Ward 8, District 3, Ho Chi
Minh City; Vegetarian Restaurant 4An - 61 Nam Ky Khoi Nghia, Ben Thanh Ward,
District 1, HCMC ...)
In the context of the vegetarian restaurant business is not too new but not completely popular
in Vietnam, to become a high-end restaurant in the upscale segment, furthermore being the
industry's leading vegetarian chain, high-end restaurants currently operating in the city center
are potential competitors for Golden Lotus vegetarian restaurant to target in the business
process.
• Vegetarian restaurants with unique style
With the increasingly diverse needs of diners, creating your own unique feature is essential
with the goal of leading the vegetarian restaurant business. Therefore, analyzing the
competitiveness of restaurants with unique styles also contributes to reinforcing the
construction and development plan of our restaurant in the process of expanding and
accessing new markets.
• Competitors that appeared first have had several loyal customers.
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Potential competitors' competitiveness analysis.

Advantages:
• Most of the vegetarian restaurants in the region are targeting middle-class customers.
This is a popular customer segment in the market, mainly from Buddhists,
vegetarians, ... This helps restaurants easily access the market and have a large
number of customers because this segment tends to be vegetarian in a sustainable
manner and create a stable income for the regional vegetarian restaurants.
• The menu has the quintessential combination of cultures. To attract a variety of
customers of all ages, vegetarian restaurants not only provide food but also have to
change and combine many styles to suit each person's taste. Combining the
quintessence of cultures in cuisine requires chefs to spend a lot of effort and research.
This is an important strength of potential competitors that businesses need to research
to develop their restaurant.
• Most of the vegetarian restaurants in the area have a quiet and classic atmosphere.
This is completely consistent with the attitude of vegetarians, especially older
customers.
Disadvantages:
• Restaurants do not stand out in the high-end segment due to their size and target
audience.
• Several restaurants are located in small alleyways in the center. This gives them the
advantage of quiet space, but makes it more difficult for customers to move, causing
the number of customers to decrease.
Our advantages
• We focus on developing a system of nutritious menus, in line with today's healthy
eating and living needs.
• We focus on building a high-end, luxurious space that is no less polite, elegant colors,
bringing lightness, relaxation, suitable for middle and high-end customers with a view
to becoming a leading luxury restaurant in the vegetarian restaurant business.
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COMPANY
Overview
− Company name: Golden Lotus high-class vegetarian restaurant
− Type of business: Limited liability company
− Owner: Mr. Do Duc Anh
− Charter capital: 20 billion VND
− Address: 3rd floor, 208 Nguyen Huu Canh, Ward 22, Binh Thanh District, Ho Chi
Minh City (ie Landmark 81)
− Date of establishment: The enterprise completed the business registration procedure
on April 5, 2020, is currently building and preparing facilities, and opening the first
branch on April 5, 2021. It is expected that when opened, the restaurant will open to
welcome guests from 10 am to 23 pm every day (13 hours/day).
− About us: Golden Lotus Vegetarian Restaurant is an ideal destination for both vegans
and vegetarians and savory eaters with the desire to both enjoy delicious food and
enjoy the beautiful scenery. Sen Vang Vegetarian Restaurant will be a familiar
address, a cozy and comfortable space for family and friends to gather to enjoy
delicious food every day, even meet partners. Through the restaurant, it will
contribute to promoting Vietnamese cuisine to foreign diners
− Financial situation: The enterprise consists of 7 business capital contributors:
• Mr.: Do Duc Anh
Major: Finance - University of Economics Ho Chi Minh City

Position: Chairman of
Contact:
Capital contributed: 6,000,000,000 VND (Six billion VND).
• Ms. Nguyen Thi Kim Chi:

Position: General Director
Contact: 0765245162
Capital contributed: 5,000,000,000 VND (Five billion VND).
• Ms.: Vu Thi Tung Chi

Position: Chief Financial Officer
Contact: 0987011559
Capital contributed: 3,000,000,000 VND (Three billion VND).
• Mr.: Pham Bui Lam Anh

Position: Operation Manager
Contact: 0929090734
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Capital contributed: 1,000,000,000 VND (One billion VND).
• Ms.: Nguyen Thi Van Anh

Position: Marketing Director
Contact: 0978616683
Capital contributed: 2,000,000,000 VND (Two billion VND).
• Ms.: Nguyen Tran Quynh An

Position: Commercial Director
Contact: 0823499343
• Ms.: Tran Que Anh

Position: Legal director
Contact: 0929441395
Product and services

Products
− About food: The restaurant

specializes in serving a variety of
vegetarian dishes, made from fresh
ingredients and tested for quality, tasted
suitably for both newcomers and early
vegetarians.
− About drinks: the restaurant
serves drinks to accompany vegetarian
dishes: in addition to popular soft drinks
on the market, the restaurant also serves
aromatic teas and herbal juices to
stimulate the taste of the customers.
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Services
In addition to serving order service, customers coming to Golden Lotus high-class vegetarian
restaurant can also experience other services, including:
• Vegetarian buffet with a variety of dishes

• Get the chef's come to the house to cook the dishes
• Get party reservation at the bar or home
• Home delivery service, at an additional charge
• Service of reservation by phone or restaurant website.
Operation plan
In our 7-year plan, we aim to open Sen Vang Vegetarian Restaurant at the place that is
considered the most prominent at the time of opening the restaurant, in line with our criterion
of "luxury":
− Location: 3rd floor, commercial center, Landmark 81 building

− Address: 280 Nguyen Huu Canh, Ward 22, Binh Thanh District, Ho Chi Minh City
− Site area: 200 m2
− Site rental: 100 million VND / month
Advantages:
• This is considered the most special place right now because this is the tallest building
in Ho Chi Minh City, the view covers the whole city. Because of this heat, the
building has earned a large number of visitors, not only residents of Ho Chi Minh City
but also visitors from other cities outside Ho Chi Minh City and foreign tourists. The
choice of location is the 3rd floor (i.e. the commercial center floor) because this place
concentrates most visitors, crowded people, so it attracts easy attention, great
accessibility to customers, service for branding marketing purposes initially. In
addition, because the restaurant brand is still quite new, so there is not much trust in
customers, so it will not choose a location on a higher floor (although with a better
view, it takes an extra amount of money to buy tickets - because the regulations of the
Landmark building - for a restaurant with a new name, no one knows the quality, so
they will not accept to spend a large amount of money to go to the restaurant)
The existing business models in Landmark are very diverse from Italian food,
Japanese food, Thai food ... and salty food. I realized at Landmark, there is still no
business model of a pure vegetarian restaurant with bold Vietnamese characteristics,
so the fact that the restaurant I put here has a pretty good competitive advantage
because I exclusively sell vegetarian food here.
• This location is located in a place with a lot of target customers living around with
high incomes.
• The security area is relatively stable
Disadvantage:
• The cost of renting a space is quite expensive
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Describe:
The restaurant is designed in the typical style of tradition and Buddhism. The walls
are painted light yellow, decorated with bamboo around them, and Buddha statues are
displayed. Painting murals about lotus flowers to bring a cozy private space, creating a
feeling of lightness, tranquility but equally luxurious.
Image: Restaurant design diagram
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EXECUTION
Marketing & Sales
Marketing plan
1. Market and competitor research
In order to understand the upcoming market, we have learned and understood the following
important information:
• The area around Landmark is an unmet market segment for vegetarian demand.
• This market size is large enough to make the restaurant profitable.
• This market has very few competitors.
• The competitor's weakness is that it doesn't meet everyone's needs. We will capture the
opponent's weaknesses so that we can fully exploit them and turn the opponent's weakness
into the strength of our restaurant.
• The competitive advantage of the restaurant: The restaurant is located in the center of a
crowded place but there are no high-end vegetarian restaurants in the surrounding area.
2. Knowing your customer

Because the demand for vegetarian food today is not simply from Buddhists, but mostly
for health reasons, the number of vegetarians is increasing more and more. However, the
number of restaurants to meet everyone's needs is not enough, so our restaurant is opened
with the hope of full comfort, luxury, delicious food, and special services, which will attract
customers from the most easy-going one to the most fastidious.
3. Marketing budget
The restaurant's Marketing Plan must suit the size of the restaurant and it must be within
budget. Details of the marketing costs we have listed in the cost section.
4. Build media content and messages

• Apart from meeting the culinary needs of customers, we deeply exploit a new aspect
of cuisine, specializing in nutritious food.
• Bring to everyone pure vegetarian meals, for the good health of Vietnam.
• Bring a sense of purity to each person's soul.
• Our restaurant's slogan: Let us take care of your health!
5. Social media
To make our restaurant more popular. We have carried out advertising in many media
aspects such as: Posting articles on Facebook, Zalo, Google or food forums, videos on
Youtube, and hanging posters in shopping malls.
6. Measuring and evaluating marketing performance

We have made a detailed marketing plan and implemented all the items. To evaluate the
effectiveness of marketing activities, we use measuring tools to determine where we are
doing well and where there are shortcomings to provide timely solutions. After implementing
a marketing campaign, it is necessary to reassess whether restaurant revenue has grown
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thanks to that campaign or not? How much percent of revenue does advertising cost? ... from
which we will have the most comprehensive view of the restaurant's performance.
Sales plan
1. Revenue target:
Bring in 9% more revenue per month. This goal can be set for an individual
salesperson or for an entire sales team to achieve the goal of increasing the number of sales
they bring. In addition, more sales can be achieved by increasing the number of customers.
Reducing the rate of leaving customers by 3% in 2nd quarter and 4th quarter. Quitting
the restaurant is often the result of poor service or inadequate provision to the customer.
Identify what makes the restaurant's customers decide to turn their heads and set out what to
do about it and limit it.
Development of delivery services on vegetarian occasions has skyrocketed. At this

time, door-to-door service will be effective when the restaurant is overloaded or customers
far away want to order.
In addition, the restaurant also provides a service to invite chefs to serve at their own
home for customers who want to enjoy the delicious food at home without worrying about
the quality of the food being affected by the transport process.
Disadvantage
The first is the personnel training: the staff is always the face of the store, leaving an
impression on customers. The staff of a vegetarian restaurant, especially a luxury high-class
vegetarian restaurant, should be courteous and moderate, keep quiet and friendly towards
customers, and train qualified staff. This takes quite a while.
Second, the non-selective customer survey leads the restaurant to "run" according to
each person's taste. The consequence of this is that the quality of the food can be
downgraded, not only that, the staff will be confused by having to constantly change the
menu according to the customer's wishes.
The third is the need to find our restaurant's unique difference compared to other
vegetarian restaurants in the region to attract customers, especially creative investment in a
tranquil bar space, calendar. The green, many trees create friendliness with customers.
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Milestones and metrics

Milestones
Year Milestones Start date End date Budget/Target Manager

Constructing restaurant 5/3/2021 10/3/2021 2,200,000,000 Kim Chi
Getting furniture for restaurant 6/3/2021 7/1/2021 793,000,000 Kim Chi
20,000,000
Valet preparations 7/1/2021 8/1/2021
(included in salary) Kim Chi
1
Ingredient preparations for opening 12/26/2021 1/2/2022 43,120,000 Kim Chi
Completing and opening the restaurant 10/3/2021 4/5/2022 120,000,000 Kim Chi
Advertising the restaurant 1/2/2022 12/30/2022 362,200,000 Kim Chi
Revenue 1/2/2022 12/30/2022 16,710,005,776 Kim Chi
Advertising the restaurant 1/1/2022 12/30/2023 363,000,000 Tùng Chi
2
Revenue 1/1/2022 12/30/2023 18,102,506,257 Tùng Chi
Advertising the restaurant 1/1/2023 12/30/2024 363,000,000 Quế Anh
3
Revenue 1/1/2023 12/30/2024 18,938,006,546 Quế Anh
Advertising the restaurant 1/1/2024 12/30/2025 362,200,000 Quỳnh An
4
Revenue 1/1/2024 12/30/2025 17,824,006,161 Quỳnh An
Advertising the restaurant 1/1/2025 12/30/2026 362,200,000 Lâm Anh
5
Revenue 1/1/2025 12/30/2026 18,381,006,353 Lâm Anh
Advertising the restaurant 1/1/2026 12/30/2027 362,200,000 Vân Anh
6
Revenue 1/1/2026 12/30/2027 18,938,006,546 Vân Anh
Advertising the restaurant 1/1/2027 12/30/2028 362,200,000 Đức Anh
7 Revenue 1/1/2027 12/30/2028 18,102,506,257 Đức Anh
Ending (After tax salvage value) 12/30/2028 4/30/2029 160,000,000 Đức Anh
Key Metric
Year 1 2 3 4 5 6 7
ROA 0,21729 0,20321 0,18021 0,13495 0,12537 0,11674 0,08946
Margin profit 0,33226 0,36000 0,37224 0,34233 0,35258 0,36079 0,33674
ROE 0,21729 0,20321 0,18021 0,13495 0,12537 0,11674 0,08967
Cash ratio 0,74144 0,79787 0,83745 0,86112 0,88086 0,89506 1,00000
The lower the ROA, the less efficient the asset's use. Our margin profit is stable over the
year, while ROE decreases over the years. Cash ratio increases quickly which means the
restaurant can pay debts quickly.
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FINANCIAL PLAN
Forecast
Key assumption
Cost
1. Building cost
Infrastructure systems have a particularly important role for businesses. Building a

restaurant with a unique structure and beautiful decoration will attract more customers. With
long-term business goals, it is necessary to invest in building a spacious, solid restaurant with
special features that attract customers but still within the allowable cost limit.
From the beginning of 2021, the restaurant has begun to be built. The estimated total
cost of basic construction is 2,320,000,000 VND, the estimated life-span of the restaurant is 7
years.
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Building cost
Cost (VND)
Category
(Year 0)
1 Interior designing 400,000,000
2 Constructing 1,800,000,000
Total 2,200,000,000
Note:
• Designing: 2,000,000/m2
• Constructing: 9,000,000/m2
Branch opening costs
Cost(VND)
Category
(Year 0)
1 Event management 50,000,000
2 Promotions 20,000,000
3 Media 50,000,000
Total 120,000,000
2. Rent expense
The price of rent: 3,360,000,000/year
Note:
• Area: 200 m2
• The price of rent: 280,000,000/month
3. Company registration fees
Category Cost(VND)
1 Register for establishing businesses 200,000
2 Business registration content 100,000
3 Logo designing 5,000,000
4 Enterprise seals 700,000
(Include: company, position seal)
5 Opening bank account 2,000,000
6 Business sign 10,000,000
Total 18,000,000
4. General & administration costs
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Cost Cost Cost Cost Cost Cost Cost

Category (VND) (VND) (VND) (VND) (VND) (VND) (VND)
(Year 1) (Year 2) (Year 3) (Year 4) (Year 5) (Year 6) (Year 7)
1 Buy & sell E-bills 800.000 800.000 800.000 800.000 800.000 800.000 800.000
2 Buy digital signature 550.000 550.000 550.000 550.000 550.000 550.000 550.000
3 Business-license tax 3.000.000 3.000.000 3.000.000 3.000.000 3.000.000 3.000.000 3.000.000
Total 4.350.000 4.350.000 4.350.000 4.350.000 4.350.000 4.350.000 4.350.000
5. Software management costs
Cost Cost Cost Cost Cost Cost Cost

Category (VND) (VND) (VND) (VND) (VND) (VND) (VND)
(Year 1) (Year 2) (Year 3) (Year 4) (Year 5) (Year 6) (Year 7)
Buying website domain
20,000,000 20,000,000 20,000,000 20,000,000 20,000,000 20,000,000 20,000,000
name
Renting data storage
15,000,000 15,000,000 15,000,000 15,000,000 15,000,000 15,000,000 15,000,000
server
Designing specializing
15,000,000
features
Restaurant management
softwares
(Including: business
50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000
management, system
management, revenue
statement,…)
Digital paying system by
POS machine
(Include: Mandatory fees
192,165,066 208,178,822 217,787,075 204,976,071 211,381,573 217,787,075 208,178,822
from the bank for each
using unit )
= 1,15%*Revenue
Total 292,165,066 293,178,822 302,787,075 289,976,071 296,381,573 302,787,075 293,178,822
6. Marketing
The major marketing activity of our restaurant is advertising. Advertising is all means
of informing and persuading a business to buy. To help convey our restaurant's message and
bring products to consumers, it is necessary to use advertising media. Moreover, Golden
Lotus is a newly established restaurant, so it is necessary to pay special attention to
advertising so that consumers can feel the attraction of vegetarian dishes that are both safe
and nutritious.
Our restaurant is expected to use the form of advertising on social networks such as
Facebook, Zalo...; via articles on google; videos posted on youtube; through posters, business
cards….
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Year 1
Category Unit price Cost(VND)
1. Website design service cost 60,000,000/website (lifetime warranty) 60,000,000
2 Facebook 5,000,000/month 60,000,000
3 Zalo 2,500,000/month 30,000,000
4 Google 2,700,000/article (About 6 articles per year) 16,200,000
5 Video on Youtube 3,000,000/month 36,000,000
6 Poster 5,000,000/large poster (printed 4 posters) 20,000,000
7. Printing costs: Business cards 1,000,000/box of 20 pieces (printed 50 boxes) 50,000,000
Expenses to pay for Agency,
8. 40,000,000 40,000,000
third party advertising
9 Advertising design costs 50,000,000 50,000,000
Total 362,200,000
Year 2 – 7
Category Unit price Cost(VND)
1 Facebook 3,000,000/month 36,000,000
2 Zalo 1,500,000/month 18,000,000
3 Google 3,000,000/article (About 6 articles per year) 18,000,000
4 Video on Youtube 3,000,000/month 36,000,000
5 Printing costs: Business cards 300,000/box of 20 pieces (printed 50 boxes) 15,000,000
Expenses to pay for Agency,
6 20,000,000/month
third party advertising 240,000,000
Total 363,000,000
7. Equipment and tools
Short-term assets
Category Quantity Unit price Cost

1 Camera 8 pieces 1,875,000/piece 15,000,000
2 Table and chairs for 4 people 12 sets 7,000,000/set 84,000,000
3 Table and chairs for 6 people 8 sets 10,000,000/set 80,000,000
4 Dining substances SLL - 80,000,000
5 Kitchen tools SLL - 50,000,000
6 Napkins, tablecloths 20 pieces 200,000/piece 4,000,000
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7 Lockers for employees and customers 2 pieces 7,500,000/piece 15,000,000

8 Other items SLL - 25,000,000
9 Wifi 3 pieces 1,500,000/piece 4,500,000
10 Menu printing costs 10 books 3,000,000/book 30,000,000
TOTAL 387,500,000
Long-term assets
8.
Category Quantity Unit price Cost
1 Restaurant air conditioning system 4 machines 30,000,000/machine 120,000,000
2 Kitchen air filtration system 4 machines 30,000,000/machine 120,000,000
3 Frozen fridge 2 pieces 30,000,000/piece 60,000,000
4 Fridge 2 pieces 31,000,000/piece 62,000,000
5 Gas stove 4 pieces 30,000,000/piece 120,000,000
6 Grill 2 pieces 30,000,000/piece 60,000,000
7 Televisions 2 pieces 31,000,000/piece 62,000,000
8 Speak 1 set 30,000,000/set 30,000,000
TOTAL 634,000,000
9.
10.
11. Wage, Electricity and Water expense
Quantity Salary Received Monthly

Position
(People) (VND/person)
Culinary department
1 Chef 2 60,000,000
2 Cook Assistant 3 60,000,000
3 Food Runner 2 14,000,000
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Service Department
4 Manager 2 40,000,000
5 Cashier 2 28,000,000
6 Waiter/ waitress 8 48,000,000
Total cost per month for all employees 250,000,000
Year 1 2 3 4 5 6 7
Electricity & water bill 300,000,000 300,000,000 300,000,000 300,000,000 300,000,000 300,000,000 300,000,000
Wage expense 3,000,000,000 3,000,000,000 3,000,000,000 3,000,000,000 3,000,000,000 3,000,000,000 3,000,000,000
Note: Electricity & water bill: 25,000,000/month
12. The cost of direct ingredients
The necessary ingredients used per day and the estimated cost of a branch are shown in the
following table: (Unit price x 3.85)
Year 1
Unit price
Ingredient Cost
(VND)
1 Tubers 200,000 770,000
2 Bean 150,000 577,500
3 Vegetable 150,000 577,500
4 Tofu 150,000 577,500
5 Mushroom 500,000 1,925,000
6 Cooking spices 50,000 192,500
7 Cooking oil 150,000 577,500
8 Soft drinks 200,000 770,000
9 Other ingredients 50,000 192,500
Total cost per day 6,160,000
Total cost per year 1,971,200,000
23
Year 2
Unit price
Ingredient Cost
(VND)
1 Tubers 1,135,750 770,000
2 Bean 596,750 577,500
3 Vegetable 673,750 577,500
4 Tofu 577,500 577,500
5 Mushroom Year 3 2,021,250 1,925,000
6 Cooking spices Unit192,500
price 192,500
Ingredient Cost
7 Cooking oil (VND)
577,500 577,500
18 Tubers
Soft drinks 300,000
770,000 1.155.000
770,000
29 Bean
Other ingredients 155,000
192,500 596.750
192,500
3 Total
Vegetable
cost per day 175,000 673.750
6,737,500
4 Tofu 150,000 577.500
5 Mushroom 525,000 2.021.250
6 Cooking spices 75,000 288.750
7 Cooking oil 150,000 577.500
8 Soft drinks 200,000 770.000
9 Other ingredients 150,000 577.500
Total cost per day 7.238.000
Total cost per year 2.316.160.000
Year 4
Unit price
Ingredient Cost
(VND)
1 Tubers 304,000 1,170,400
2 Bean 155,000 596,750
3 Vegetable 175,000 673,750
4 Tofu 150,000 577,500
5 Mushroom 525,000 2,021,250
7 Cooking oil 150,000 577,500
8 Soft drinks 225,000 866,250
9 Other ingredients 150,000 577500
24
Year 5
Unit price
Ingredient Cost
(VND)
1 Tubers 310,000 1,193,500
2 Bean 175,000 673,750
3 Vegetable 175,000 673,750
4 Tofu 185,000 712,250
5 Mushroom 525,000 2,021,250
7 Cooking oil 150,000 577,500
8 Soft drinks 225,000 866,250
Year 6
Unit price
Ingredient Cost
(VND)
1 Tubers 310,000 1,193,500
2 Bean 175,000 673,750
3 Vegetable 175,000 673,750
4 Tofu 185,000 712,250
5 Mushroom 525,000 2,021,250
7 Cooking oil 180,000 693,000
8 Soft drinks 250,000 962,500
Year 7
Unit price
Ingredient Cost
(VND)
1 Tubers 310,000 1,193,500
2 Bean 175,000 673,750
25
3 Vegetable 175,000 673,750

4 Tofu 185,000 712,250
5 Mushroom 575,000 2,213,750
7 Cooking oil 180,000 797,370
8 Soft drinks 250,000 962,500
b. Revenue analysis
• Time to start opening the restaurant: April 5, 2022, making an investment plan for 7
years.
• Enterprises pay tax each year equal to 20% of revenue
• Depreciation rates for fixed assets are calculated using the straight-line method.
• Excess cash in the business will be kept by the restaurant, not invested in other areas
• Revenue grew strongly when businesses deployed to expand the scale
• Annual operating costs tend to decrease due to demand allocation and close
adjustment to actual data
Revenue Forecast
Revenue is estimated through 2 factors:
• Average spending per customer

• Average real output
Forecast of Average Spending of Each Customer: Golden Lotus restaurant provides two
services: order and buffet, revenue can be estimated by determining the average price for
Ordered dishes, buffet dishes and beverages.
P = PAF1 + PAF2 + PAD
= 106,023 + 381,000 + 70,869 = 557,893 (VND)
Where:
P: average price level
PAF1 : average price of food on order menu
PAF2: average price of food on buffet menu
PAD : average price of drinks
Forecast Actual Output
26
The output in this business project is the number of customers served (per day, per month, per
year) of Golden Lotus restaurant. With this business project, we can rely on qualitative
factors (such as eating habits, seasonality, cultural factors..); refer to the serving frequency of
rival restaurants and the serving size of Golden Lotus restaurant... from which we can
estimate the average amount of output that the restaurant must meet instead of using
complicated quantitative factors.
Take Year 1 for example:

Number of The time that Maximum
Maximum Restaurant’s Maximum
working customers are in number of
capacity opening hours output
days the restaurant guests
320 96 60 Minutes 13 65 780
Y = Working Hours *Customer Flow

Max
= 13*60 = 780 (Customers/day)

In fact, in the restaurant service industry in Vietnam today, the actual capacity is only
about 25-35% of the maximum capacity. In addition, Restaurant X is also a vegetarian
restaurant specializing in the business of dishes that only meet the needs of a small portion of
consumers. At the same time, in the process of entering the market and comparing with
restaurants that have the same customers, the actual serving capacity is only about 12% of the
maximum capacity.
The restaurant has 45 days off each year (including unforeseen events or annual
holidays), the output per year that the restaurant achieves is:
Y(Yield) = YMax*0.12*320 = 29,952(Customers/year)
ANNUAL OUTPUT
YEAR Y
1 29,952
2 32,448
3 33,946
4 31,949
5 32,947
6 33,946
7 32,448
27
ANNUAL OUTPUT CHART
Restaurant’s revenue forecast is based on average customer spending and actual output
levels.
ANNUAL REVENUE TABLE

YEAR REVENUE
1 16,710,005,776
2 18,102,506,257
3 18,938,006,546
4 17,824,006,161
5 18,381,006,353
6 18,938,006,546
7 18,102,506,257
ANNUAL REVENUE CHART
28
ANNUAL NET INCOME
29
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7

NI 5,552,129,710 6,516,839,091 7,049,424,719 6,095,666,815 6,480,820,967 6,832,592,719 6,095,880,371
30
Financing
Sources of fund
The total investment of the project is 20,000,000,000 VND (twenty billion VND). Here, we use owner's investment to invest in fixed
assets and capital needed for production and business, without using debt.
Use of fund
Initial costs is estimated about 8,790,700,000 VND including several items:
Long-term facilities 634,000,000

Cash 11,209,300,000
Deposit 3,360,000,000
Constructing cost 2,338,000,000
Ingredients 2,071,200,000
Short-term facilities 387,500,000
Total 8,790,700,000
Financial metrics analysis

Year 0 1 2 3 4 5 6 7
Revenue 16,710,005,776 18,102,506,257 18,938,006,546 17,824,006,161 18,381,006,353 18,938,006,546 18,102,506,257
OPEX 9,289,915,066 9,476,528,822 9,646,297,075 9,724,494,071 9,800,051,573 9,917,337,075 10,002,727,222
Depreciation 424,571,429 424,571,429 424,571,429 424,571,429 424,571,429 424,571,429 424,571,429
Allocation cost 55,357,143 55,357,143 55,357,143 55,357,143 55,357,143 55,357,143 55,357,143
EBIT 6,940,162,138 8,146,048,863 8,811,780,899 7,619,583,518 8,101,026,209 8,540,740,899 7,619,850,463
30
Taxes 1,388,032,428 1,629,209,773 1,762,356,180 1,523,916,704 1,620,205,242 1,708,148,180 1,523,970,093

NI 5,552,129,710 6,516,839,091 7,049,424,719 6,095,666,815 6,480,820,967 6,832,592,719 6,095,880,371
OCF 6,032,058,282 6,996,767,662 7,529,353,291 6,575,595,386 6,960,749,538 7,312,521,291 6,575,808,942
NCS 2,972,000,000 -160,000,000
Other short-term
assets 387,500,000
Deposit 3,360,000,000 -3,360,000,000
NWC2
(Ingredients) 2,071,200,000 2,256,000,000 2,416,160,000 2,501,168,000 2,576,320,000 2,687,200,000 2,682,198,400 0
Change NWC2 2,071,200,000 184,800,000 160,160,000 85,008,000 75,152,000 110,880,000 -5,001,600 -2,682,198,400
CFFA -8,790,700,000 5,847,258,282 6,836,607,662 7,444,345,291 6,500,443,386 6,849,869,538 7,317,522,891 12,778,007,342
Opex includes business registration costs, marketing costs, wage, electricity and water expenses, rental costs, direct ingredients costs, software
management costs, and short-term facilities costs.
Depreciation: Includes long-term facility depreciation and amortization, using the straight-line method.
NCS includes long-term infrastructure costs and long-term purchasing costs.
License tax: according to business law: If the charter capital of an enterprise is over 10 billion VND, the annual license tax rate is 3,000,000
VND/branch.
Liquidation: the restaurant has a life of 7 years, is liquidated at the end of the year 7
Market value 200,000,000

Book value 0
31
After tax salvage value 160,000,000
1. NPV:
NPV = 24.684.261.675
Because NPV>0, we accept the project.
2. IRR
NPV= 0 ⇔ IRR = 0,7322748447726
Because IRR = 73% > R = 12% so we accept the project.
3. Determine the payback period

The payback period is 3.5 years from the beginning of the restaurant opening (4/5/2022) to the point where the present value of the net income
stream is equal to the total present value of the investment.
Risk analysis
1. Break-even point
2. Opening hours 13 13 13 13 13 13 13
Maximum turns of guest 37,52465888 40,65171379 42,52794673 40,02630281 41,27712477 42,52794673 40,65171379
Maximum output (days) 487,8205655 528,4722793 552,8633075 520,3419365 536,602622 552,8633075 528,4722793
Real output 58,53846786 63,41667351 66,3435969 62,44103238 64,39231464 66,3435969 63,41667351
1 year production 18,732 20,293 21,230 19,981 20,606 21,230 20,293
AVERAGE PRICE 1 PERSON
ONLY INTO CONSUMPTION 557,893 557,893 557,893 557,893 557,893 557,893 557,893
32
3. Scenario
Current Values: BINH CHANH DISTRICT 1

Changing Cells:
Cost Rental 3,360,000,000 2,250,000,000 5,470,000,000
Real Output
Year 1 29,952 26,952 30,908
Year 2 32,448 29,448 33,478
Year 3 33,946 30,946 34,950
Year 4 31,949 27,949 32,913
Year 5 32,947 28,947 33,907
Year 6 33,946 30,946 34,968
Year 7 32,448 27,448 36,467
Investment (8,790,700,000) (7,550,600,000) (9,098,500,000)
Result Cells:
IRR 0.73 0.78 0.58
NPV 24,684,261,675 22,925,697,375 19,298,226,816
• We compare 3 different scenarios with 3 different restaurant locations: Landmark81, Binh Chanh district and District 1.
• The results show that the decision to open a restaurant in Landmark has a higher company value and higher project profitability than the
decision to open a restaurant in the Binh Chanh area even though Binh Chanh’s Project has larger IRR.
• Compared with District 1’s Project, District 1 has great potential and an exciting market - the Real Output shows that , but the downside
of it is the Cost Rental. Due to very high Cost Rental, NPV is smaller than Landmark’s Project
33
APPENDIX
Profit and Loss statement
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Revenue 16,710,005,776 18,102,506,257 18,938,006,546 17,824,006,161 18,381,006,353 18,938,006,546 18,102,506,257
Direct costs 1,971,200,000 2,156,000,000 2,316,160,000 2,401,168,000 2,476,320,000 2,587,200,000 2,682,198,400
Gross margin 14,738,805,776 15,946,506,257 16,621,846,546 15,422,838,161 15,904,686,353 16,350,806,546 15,420,307,857
Gross margin % 88,20 88,09 87,77 86,53 86,53 86,34 85,18
Operating expenses
Salary 3,000,000,000 3,000,000,000 3,000,000,000 3,000,000,000 3,000,000,000 3,000,000,000 3,000,000,000
Electricity and water
charges 300,000,000 300,000,000 300,000,000 300,000,000 300,000,000 300,000,000 300,000,000
Rent Expense 3,360,000,000 3,360,000,000 3,360,000,000 3,360,000,000 3,360,000,000 3,360,000,000 3,360,000,000
Administrative Expenses 4,350,000 4,350,000 4,350,000 4,350,000 4,350,000 4,350,000 4,350,000
Software management
expenses 292,165,066 293,178,822 302,787,075 289,976,071 296,381,573 302,787,075 293,178,822
Marketing expense 362,200,000 363,000,000 363,000,000 363,000,000 363,000,000 363,000,000 363,000,000
Total Operating
Expenses 7,318,715,066 7,320,528,822 7,330,137,075 7,317,326,071 7,323,731,573 7,330,137,075 7,320,528,822
Operating Income 7,420,090,709 8,625,977,435 9,291,709,470 8,105,512,090 8,580,954,780 9,020,669,470 8,099,779,035
Other incomes 160,000,000
Depreciation and
Amortization 424,571,429 424,571,429 424,571,429 424,571,429 424,571,429 424,571,429 424,571,429
34
Distributed expenses 55,357,143 55,357,143 55,357,143 55,357,143 55,357,143 55,357,143 55,357,143

EBIT 6,940,162,138 8,146,048,863 8,811,780,899 7,625,583,518 8,101,026,209 8,540,740,899 7,619,850,463
Income Taxes (20%) 1,388,032,428 1,629,209,773 1,762,356,180 1,523,916,704 1,620,205,242 1,708,148,180 1,523,970,093
Net Profit 5,552,129,710 6,516,839,091 7,049,424,719 6,101,666,815 6,480,820,967 6,832,592,719 6,095,880,371
Net Profit / Sales 0.3323 0.3600 0.3722 0.3423 0.3526 0.3608 0.3367
Balance sheet
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Cash 11,209,300,000 17,056,558,281 23,893,165,944 31,337,511,234 37,837,954,620 44,787,824,159 52,005,347,049 68,143,354,391
Inventory 2,071,200,000 2,256,000,000 2,416,160,000 2,501,168,000 2,576,320,000 2,587,200,000 2,682,198,400 0
Deposit 3,360,000,000 3,360,000,000 3,360,000,000 3,360,000,000 3,360,000,000 3,360,000,000 3,360,000,000 0
Other current
assets 387,500,000 332,142,857 276,785,714 221,428,571 166,071,429 110,714,286 55,357,143 0
Total short-
term assets 17,028,000,000 23,004,701,138 29,946,111,658 37,420,107,806 43,940,346,049 50,845,738,445 58,102,902,592 68,143,354,391
Fixed assets
Tangible fixed
assets 634,000,000 543,428,571 452,857,143 362,285,714 271,714,286 181,142,857 90,571,429 0
- Original price 634,000,000 634,000,000 634,000,000 634,000,000 634,000,000 634,000,000 634,000,000 634,000,000
- Accumulated
depreciation 0 -90,571,429 -181,142,857 -271,714,286 -362,285,714 -452,857,143 -543,428,571 -634000000
Prepaid 2,338,000,000 2,004,000,000 1,670,000,000 1,336,000,000 1,002,000,000 668,000,000 334,000,000 0
35
expenses
Total long-term
assets 2,972,000,000 2,547,428,571 2,122,857,143 1,698,285,714 1,273,714,286 849,142,857 424,571,429 0
Total assets 20,000,000,000 25,552,129,710 32,068,968,801 39,118,393,520 45,214,060,334 51,694,881,302 58,527,474,021 68,143,354,391
CAPITAL
Paid-in Capital 20,000,000,000 20,000,000,000 25,552,129,710 32,068,968,801 39,118,393,520 45,214,060,335 51,694,881,302 61,887,474,021
Retained
earnings 5,552,129,710 6,516,839,091 7,049,424,719 6,095,666,815 6,480,820,967 6,832,592,719 6,095,880,371
Total Equity 20,000,000,000 25,552,129,710 32,068,968,801 39,118,393,520 45,214,060,335 51,694,881,302 58,527,474,021 67,983,354,391
Total debt and
capital 20,000,000,000 25,552,129,710 32,068,968,801 39,118,393,520 45,214,060,335 51,694,881,302 58,527,474,021 68,143,354,391
Cash flow Statement
Y0 Y1 Y2 Y3 Y4 Y5 Y6 Y7
Net Cash Flow from Operations
Proceeds from sales and
16,710,005,776 18,102,506,257 18,938,006,546 17,824,006,161 18,381,006,353 18,938,006,546 18,102,506,257
provision of services
Payments for employees (3,000,000,000) (3,000,000,000) (3,000,000,000) (3,000,000,000) (3,000,000,000) (3,000,000,000) (3,000,000,000)
Other expenses for (4,318,715,066) (4,320,528,822) (4,330,137,075) (4,317,326,071) (4,323,731,573) (4,330,137,075) (4,320,528,822)
business activities
Payment for ingredients (1,971,200,000) (2,156,000,000) (2,316,160,000) (2,401,168,000) (2,476,320,000) (2,587,200,000) (2,682,198,400)
36
Income tax payment (1,388,032,428) (1,629,209,773) (1,762,356,180) (1,523,916,704) (1,620,205,242) (1,708,148,180) (1,523,970,093)
Net Cash Flow from
6,032,058,282 6,996,767,662 7,529,353,291 6,581,595,386 6,960,749,538 7,312,521,291 6,575,808,942
Operations
Investing
Assets Purchased (8,790,700,000) (184,800,000) (184,800,000) (85,007,992) (81,152,009) (10,879,999) (94,998,400)
Assets Sold - - - - - 3,520,000,000
Net Cash Flow from
(8,790,700,000) (184,800,000) (184,800,000) (85,007,992) (81,152,009) (10,879,999) (94,998,400) 3,520,000,000
Investing
Cash at Beginning of
20,000,000,000 11,209,300,000 17,056,558,282 23,893,165,944 31,337,511,243 37,837,954,620 44,787,824,159 52,005,347,049
Period
Net Change in Cash (8,790,700,000) 5,847,258,282 6,811,967,662 7,444,345,299 6,500,443,377 6,949,869,539 7,217,522,891 10,095,808,942
Cash at End of Period 11,209,300,000 17,056,558,282 23,893,165,944 31,337,511,243 37,837,954,620 44,787,824,159 52,005,347,049 62,101,155,992
37
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Golden Lotus vegetarian restaurant

In addition, 46% of respondents to the survey said that vegetarianism is a meaningful

The survey results also showed that the

Moreover, through the research article published on the page:

Potential competitors' competitiveness analysis.

Major: Finance - University of Economics Ho Chi Minh City

• Ms. Nguyen Thi Kim Chi:

• Ms.: Vu Thi Tung Chi

• Mr.: Pham Bui Lam Anh

Capital contributed: 1,000,000,000 VND (One billion VND).

• Ms.: Nguyen Thi Van Anh

• Ms.: Nguyen Tran Quynh An

• Ms.: Tran Que Anh

Product and services

− About food: The restaurant

• Vegetarian buffet with a variety of dishes

− Location: 3rd floor, commercial center, Landmark 81 building

Image: Restaurant design diagram

2. Knowing your customer

4. Build media content and messages

6. Measuring and evaluating marketing performance

Development of delivery services on vegetarian occasions has skyrocketed. At this

Milestones and metrics

Year Milestones Start date End date Budget/Target Manager

Infrastructure systems have a particularly important role for businesses. Building a

Branch opening costs

3. Company registration fees

4. General & administration costs

Cost Cost Cost Cost Cost Cost Cost

5. Software management costs

Cost Cost Cost Cost Cost Cost Cost

7. Equipment and tools

Category Quantity Unit price Cost

7 Lockers for employees and customers 2 pieces 7,500,000/piece 15,000,000

Quantity Salary Received Monthly

2 Cook Assistant 3 60,000,000

3 Food Runner 2 14,000,000

6 Waiter/ waitress 8 48,000,000

Total cost per month for all employees 250,000,000

Note: Electricity & water bill: 25,000,000/month

12. The cost of direct ingredients

3 Vegetable 175,000 673,750

• Average spending per customer

P = PAF1 + PAF2 + PAD

= 106,023 + 381,000 + 70,869 = 557,893 (VND)

P: average price level

PAF1 : average price of food on order menu

PAF2: average price of food on buffet menu

PAD : average price of drinks

Forecast Actual Output

Take Year 1 for example:

Y = Working Hours *Customer Flow

= 13*60 = 780 (Customers/day)

ANNUAL OUTPUT CHART

ANNUAL REVENUE TABLE

ANNUAL REVENUE CHART

ANNUAL NET INCOME

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7

Long-term facilities 634,000,000

Financial metrics analysis

Taxes 1,388,032,428 1,629,209,773 1,762,356,180 1,523,916,704 1,620,205,242 1,708,148,180 1,523,970,093

NCS includes long-term infrastructure costs and long-term purchasing costs.

Market value 200,000,000