British School of Commerce, Colombo

MBA for Executives

Student Name:
University Student ID:
Module Lecturer: Dr. Lester Massingham
Module Tutors: Ms. Apsara Hewage, Mr. Nagendram Skandakumar, Mr. Priyanka
Nishantha and Mr. Ajendra Selvaratnam
Word Count:
Date:
Title: Business development plan for opening a Food Restaurant in Maldives: Crisp n’
Tasty Food Restaurant
Crisp n’ Tasty
Executive Summary
The restaurant Crisp n' Tasty is a reasonably sized restaurant with a total of 86 seats providing
distinct meals and service. In the current rivalry, Asian food is the main focus of the Restaurant,
which is not focused on west cuisine, and would give clients a cuisine product that matches
distinct types of visitors coming to Maldives such as Italians and Spanish. This gap is being
filled by the restaurant. The restaurant also provides the finest flavors of local Maldives visitor
cuisine in town.
Michael Jones and Andrew Tekna will own and manage the restaurant. Together the couple have
over 25 + years of restaurant and hospitality expertise. Wrights would be a space of 3400 square
foot in the suburb of Male, Maldives. Bulk of furniture, furnishings and machinery, quality of
food, ambiance, the unique selling point and the quality of service the restaurant would offer will
remain the key resources of the restaurant.

Wood benches with red and white tiled table cloths are included in the decor. Dinner tables with
cozy seating pillows will be encircled by the wooden benches.
It is expected that the weekly sales of 1,700 clients are just over $19,777 or $1,028,000 per year.
This is equivalent to approximately $302 for each feet of revenues a year, placing Crisp n’ Tasty
food Restaurant as the extremely desirable idea for property on a table services markets with
mildly lucrative and thus positive investments of $20 to $325 per square foot. The total cost of
startup will be $363,000, of which the holders will contribute $174,000 and the rest will be
achieved with the bank loan offered.
Because of the familiarity of the island Maldives, regions which have not been treated correctly
such as the participation of tourists, traditional products and many others have been discovered.
Local food is made up of allergens, such as seafood that are unwilling and eager to attempt many
Westerners, because their local food was demanded.
Contents
Executive Summary.........................................................................................................................4
1. Introduction..............................................................................................................................6
1.1 Business Objective............................................................................................................7
1.2 Mission Objective.............................................................................................................7
1.3 Guiding Principles.................................................................................................................8
1.4 Key to Success.......................................................................................................................8
2 Company Description...............................................................................................................8
2.1 Ownership.........................................................................................................................9
2.2 Legal Form........................................................................................................................9
2.3 Start-up Summary.............................................................................................................9
2.4 Location and Facilities......................................................................................................9
2.5 Guests, Ambience and Menu..........................................................................................10
3 Services..................................................................................................................................11
3.1 Daily Operations and Production....................................................................................11
3.2 Competitive Comparison................................................................................................12
3.3 Suppliers..........................................................................................................................13
3.4 Management Control.......................................................................................................13
3.5 Administrative Systems..................................................................................................14
3.6 Future Services................................................................................................................14
4 Market Analysis.....................................................................................................................14
4.1 Industry Analysis............................................................................................................17
4.2 Market Size.....................................................................................................................18
4.3 Industry Participation......................................................................................................19
4.4 Main Competitors...........................................................................................................19
4.5 Market Segmentation......................................................................................................21
4.6 Market Test.....................................................................................................................22
4.7 Target market segment strategy......................................................................................22
4.7.1 Market Trend...........................................................................................................22
4.7.2 Market Growth.........................................................................................................23
4.8 Positioning......................................................................................................................23
5 Marketing Techniques...........................................................................................................23
5.1 Target Market..................................................................................................................23
5.2 Restaurant’s Product Feature and Benefits.....................................................................24
6 Customer Satisfaction Techniques........................................................................................25
6.1 Price................................................................................................................................25
6.2 Physical Design...............................................................................................................26
6.3 Product Quality and Reliability.......................................................................................26
6.4 Responsiveness...............................................................................................................26
7 Market strategy and Implementation.....................................................................................27
7.1 Research approach..........................................................................................................28
7.2 Research design...............................................................................................................28
7.3 Macro environmental analysis........................................................................................30
7.4 Political...........................................................................................................................30
7.5 Economic........................................................................................................................31
7.6 Social...............................................................................................................................32
7.7 Technological..................................................................................................................32
8 Porter five force analysis.......................................................................................................33
8.1 Competition in the industry.............................................................................................33
8.2 Potential of new entrants.................................................................................................33
8.3 Power of suppliers...........................................................................................................34
8.4 Power of buyers..............................................................................................................34
8.5 Threat of substitute products...........................................................................................35
9 Organizational management..................................................................................................35
9.1 Organizational structure..................................................................................................35
9.2 Management teams.........................................................................................................35
9.3 Managing team gaps.......................................................................................................36
9.4 Personal planning............................................................................................................36
10 Financial planning.................................................................................................................37
10.1 Some necessary considerations.......................................................................................37
10.2 Budget required for opening this restaurant....................................................................38
10.3 Sources and funds allocation...........................................................................................39
11 Break-Even analysis..............................................................................................................41
12 Projection...............................................................................................................................42
12.1 Projection of profit and loss............................................................................................42
12.2 Ratio analysis..................................................................................................................43
13 Statement for Income.............................................................................................................44
14 Balance sheet.........................................................................................................................44
15 Weekly sales projection.........................................................................................................45
References......................................................................................................................................48
1. Introduction
The Republic of Maldives has some 1,192 populated and uninhabited islands, and a country
distributed over 90,000 square kilometers of the Indian Ocean in two lines of 26 major atolls.
Known as one of the finest diversions in the globe for its natural beauty with white sandy
beaches and crystal transparent water. The powerful growth of the economy in latest centuries
has been driven by high-end tourism, and Maldives have gained medium income status. The
immediate and complete input of Travel and Tourism to 52.4 percent and in 2018, 96.5 percent
of the total of GDP According to the World Travel and Tourism Council, Maldives Gross
Domestic Product (GDP). Therefore, maintaining its picture and appeal as tropical island
escapade for unique occasions and activities is essential for the island nation.
In influencing tourism in the Maldives, the Ministry of Tourism performs a significant part. The
government plans to expand Male’s primary gateway airport, to increase the advent of tourism.

Fig.1: Maldives’s Economic Indicator; Source:

https://www.hospitalitynet.org/file/152006404.pdf
In 2015, Maldives ' GDP development was primarily attributable to significant government
expenditure, which has increased building industry development to 40%. The state of Maldivia
intends to increase by 140% in its public-sector equity program (fueling building and actual
property development) in 2016 by 9.1 billion Rufiyaa (nearly 60 million US$). From 2012 to
2019, the average number of tourist arrivals to the Maldives was 10.70 and the total period was
16.583 in February 2019, while the record level was 5.9379 in June 2012
(Tradingeconomics.com. 2019To provide all clients who have come to the restaurant with a tidy
and hygienic setting to take their meals in multiple savoureux and crunchy products. Tourist
tourism and local young adults aged 18-36 are our target customers. Maldives an island is the
site of heavy tourists visiting the island, and there are strong opportunities for the food and
entertainment sector to grow. Because the competitive ecosystem is strong because more tourists
visit the island, it chooses to take benefit of the rivalry by offering organic food and offering
cuisine of diverse kinds. Maldives cuisine and restaurants are among the penalties. The spot is, of
course, paradise for enthusiasts of seafood and the enthusiasts of genuine Indians, Chinese and
European cuisine will enjoy. Vegetarians don't need to care because they too have great choices.
Where the narrow lanes of the capital, Male, serve countless local delicacies, you discover many
street restaurants. Here is a guide to hotels in the Maldives with which we were loved.
This report is a business proposal for opening a Restaurant in Male, capital of Maldives, by the
name “Crisp n’ Tasty”.

1.1 Business Objective

The main business objectives of this proposal are:
 To be first restaurant in Maldives to serve different cuisine along with local food.
 Achieve outreach maximum customers at each lunch or dinner between the age group of 18-
40 years.
 To achieve 65% input cost, revive in first 3 months
 Provide exceptional service for quality food at decent rates

1.2 Mission Objective

Our task is to deliver a unique, pleasant dinner experience, similar to that of home restaurants
(Davis et al 2018). We shall strive to achieve this goal by:
1) Offering menus that incorporate quality ingredients and luxury at the same time at sensible
prices.
2) Paying attention to the well-being of our clients and employees treating everyone with dignity
and regard just as we would at home.

1.3 Guiding Principles

1. Being aware that our customers and staff coincide with the company's family values, we will
treat both our customers and staff in a manner that we want to serve ourselves.
2. Gratitude "An attitude of gratitude" indicates our customers, employees and suppliers because
our business would not be here without them without their input, service, job and time.
3. Our service offers a friendly and enjoyable service from a family-style restaurant that
produces a casual, enjoyable environment that satisfies customers and returns again and again
(Nohria 2017).

1.4 Key to Success

Hire top notch chefs to keep the chef on top of his / her match and receive top wages to make
sure they stay with us.
Any customer who comes once should come home and give us advice. A powerful associate is
word-of-mouth marketing.
A choice of "bottom house" menus that produce legitimacy at a fairly cost, but not as large as
customer limitations.

2 Company Description
Crisp n’ Tasty Food Restaurant is a traditional home-style restaurant which is being planned to
be opened in Male, Maldives. The restaurant aims at providing tasty and crunchy food to all the
customers. From pot roast and mashed beans to patty melts and vanilla ice cream, the restaurant
will offer a range of classic home-style favourites. The target of the restaurant are the tourists
visiting Maldives and local and young adults aged 18-36.
The restaurant will open for 7 days a week in the following hours:
Monday 10:00am-10:00pm
Tuesday 10:00am-10:00pm
 Wednesda 10:00am-10:00pm
y
Thursday 10:00am-10:00pm
Friday 10:00am-10:00pm
Saturday 10:00am-12:00pm
Sunday 10:00am-12:00pm
2.1 Ownership
The restaurant is a joint venture and is owned by Michael Jones and Andrew Tekna. At the age
of 15, Jones started his restaurant profession in a fast food service company and gained his place
as a college server and barman. He worked for a national restaurant chain and an autonomous
fine dining restaurant after graduating. He was Assistant Manager and then General Manager of
these organisations.
The Maldives Art Institute granted Andrew Tekna his Culinary Degree. After graduation, he was
employed by a local chain restaurant and then at a Five Star Hotel in Maldives. Crisp n ' tasty
products will be recruited as the kitchen manager at the restaurant. With the large turnover of
support for start-up establishments, we will depend on families to fill in when needed until we're
off the floor and make a profit.
2.2 Legal Form
Crisp n ' Tasty Food Restaurant will be arranged by Jones and Tekna d/b/a Traditional Home-
Style Restaurant as a sole proprietorship in a joint venture. Crisp n ' Tasty Food Restaurant will
be recorded in Maldives ' island capital, Male (Robinson et al. 2016).
2.3 Start-up Summary
The restaurant's opening price is $363000. Most of the expenditures are completely spent on
$150180 in furniture installations and machinery. The place needs a total of $10,200 built-out
and refurbishment and it will take about 30 days to finish. The company associates themselves
are going to subcontract the job.
The owners ' start-up costs will finance $174,000. The propriety or has a cash source, primarily
from their present catering business, consisting of a combination of liquid and commercial
resources.
2.4 Location and Facilities
Hulhumale Beach, Male, Maldives will be home to the 2,300 square foot restaurant. The
restaurant is in a lovely crowded beach region. In the immediate region, the residential
population consists of a combination of single family and multi-family homes (Antonelli and
Yeung 2019). The average revenue of the family is $46,532. Major population are employees in
manufacturing or retail sector.
For successful Restaurants, there are other factors that are responsible too:
2.5 Guests, Ambience and Menu
The restaurant will provide melting bowl of flavoured alive cooking. The restaurant further will
aim at providing Dine in lounge, facilities like having a nice lunch on the beach for two or
choose a culinary adventure at one of the various cuisines we offer. We will also offer various
luxuries like barefoot beach bar or vibrant evening clubs with live entertainment to make the
dance movements and life come true. The restaurant will also provide the guests with meal
programs that will give the customers the greatest value for cash and generate a pleasant
atmosphere for customers. And we flourish when we see customers laughing.
Meal Plan:

Half board
Price: US$ 70++ per adult / US$ 49++ per kid / night for adolescents / US$ 28++.
Includes: International Tea, Coffee and Water Buffet Dinner.
Extra Benefits: 50% discount for lunch (meals only) at any of the establishments with a pre-
booked booking.

Full board
Price: US$ 90++ per adult / US$ 63++ per kid / night for teenagers / US$ 36++. Includes: Tea,
coffee and water for lunch & international buffet dinner.
Extra Benefits: 50% discount for lunch (meals only) at any of the establishments with a pre-
booked booking.

Full board all-inclusive

Price: US$ 125++ per adult / US$ 87.5++ per kid / night for teenagers / US$ 50++.
Includes: Lunch & International Buffet Dinner with drinks.
Outlets for additional drinks: Athiri, Kandu and Fez Lounge.
Non-alcoholic beverages: soft beverages, canned juices, water, tea and coffee.
Alcoholic: beer, wine, liquor & cocktail choice.
Exclusions: brands and mini bar for premium versioning.
Extra Benefits: Excursion choice: Safari or Malé Tour snorkeling: preferred prices for chosen in-
house excursions and mini bar.
50% bonus for lunch (meals only) at any of the hotels with a pre-booked booking.

Dine around all-inclusive

Price: US$ 155++ per person / US$108.5++ per child / night for teens / US$62++.
Includes: lunch with a selection of two menus with drinks in three places.
Dinner selected from eight beverage establishments.
Outlets for additional drinks: Athiri, Kandu and Fez Lounge.
Non-alcoholic beverages: soft drinks, canned juices, water, tea and coffee.
Alcoholic: beer, wine, liquor & cocktail selection.
Exclusions: Starred menu items, room service, brands premium versioning & mini bar.
Snorkeling Safari, Malé Tour: Preferred prices for other chosen in-house excursions and mini
bar: 50% discount on “In Villa Dining”.
3 Services
3.1 Daily Operations and Production
Crisp and Tasty are available for lunch and dinner seven days a week, needing various moves.
Jones ' plans will be written. The schedules will be published in a way that allows the capacity to
raise or reduce hourly labor by quantity of revenues to keep coherent monitoring of labor costs.
Proper labeling and rotation methods, together with sufficient storage equipment, will guarantee
that high-quality ready item is adequately accessible during peak business hours to fulfill the
requirements. During off peak business hours, replenishment and continuous training will remain
active (Kumari and Kapur 2018).
Jones is accountable for purchasing, obtaining and keeping adequate inventory to satisfy the
requirements of manufacturing. In order to maintain quality, Perishable products purchased at
different moments a week will postpone order dates. Standard supermarket and distribution
orders are less frequently ordered, depending on a predetermined schedule and storage capacity.
Mr. Andrew Tekna will depend on operational checklists to check that each job shift has been
correctly ready and to ensure compliance with safety norms before, during and after job periods.
The restaurant design has been intended to fit the fluctuation in client numbers and maximum
service phases, including the dining room, kitchen and laundry basket.
Upon arrival, either the manager assistant or a server will immediately welcome clients and
request room preferences. Getting orders and customer access to our complimentary rolls will be
put. The order will be automatically transmitted to a grille ##d printer once the order from the
client is obtained. To monitor the directions and place the meal below Heating Lights until the
order is complete the Grill Manager will use the printed sheet. The training line was designed for
operating by certain minimum staff with1-line cook and a total of 4 cooks. This structure makes
it possible to adjust line staffing to the size of the company. Shift modifications will require
cleaning, storage and preparing for all employees. At the end of each transition, all money will
be resolved. The opening period will require specified finishing tasks that will keep the
restaurant tidy and fully ready for the following day.
3.2 Competitive Comparison
The following are local rivals within a five-mile radius:
1. The Asian Wok Restaurant: The Asian Wok is a magnificent restaurant in Vilamendhoo,
which enables you to savor Asian food including Teppanyaki, parched above water. With
 meals from Asia to the Far East you'll have the possibility to eat a Chinese fondue, which
allows you to boil your seafood and meat and vegetables in a warm tub in the middle of
the table, traditional Thai Tom Yam Soup, Sushi, Sashimi & Maki, Naan and Tandoori,
Indonesian Bami Goreng, Asian Fried Rice and many more.
2. The Sea House Café: Sea House Cafe, conveniently placed above Hulhumale's Ferry
Terminal, offers visitors a wonderful escape from Male, a hustle and bustle town. Prices
vary from $8.00 to $15 per admission.
3. Citron by Lemon Grass: The restaurant has always been a pioneer of Maldivian
hospitality since the beginning of Seahouse's Sea House in Male', offering great care of
information and an un-paralleled service. The restaurant currently has some of the most
beautiful hotels and coffee stores on the Maldives and still has the same norms and
commitment with which we have started. This is also a standard fare chain restaurant.
The choice of food varies from $8 to $21.
4. Ben's Barbeque – This is the only company with barbecued items in the main. While
there is no direct competition in the meal offerings, the restaurant has been targeted by
the same neighborhood households and is in use at the same place since 1978. Entrance is
between $8.99 and $12.
3.3 Suppliers
Thanks to their years of knowledge and their current catering business, Michael and Andrew
have created alliances with qualified suppliers. These sellers can deliver goods at fair prices
which are provided on schedule.
3.4 Management Control
The executives of the new restaurant will conduct sound management procedures in the manager
of expenditures, guarantee product value and offer enjoyable client service (Heng 2018).
Management will use the following systems: order guide: a product-specific order guide will be
used by the supermarket to follow the order history and maintain allocated inventory customer
levels.
Weekly Inventory: Management carries out a weekly inventory to assess the use for weekly
income and loss accounts.
Daily Inventory Tracking: Specific products will be collected on a daily basis. Movement will be
contrasted with marketing information to guarantee proper accounting for specified products
(Gardetti et al. 2017).
3.5 Administrative Systems
With limited employees, it is essential that with regular money outlay, the owners stay present.
With these daily administrative records, buying a POS scheme will assist them greatly (Nives et
al. 2015):
Cash control on a daily basis: The POS system regularly compares revenues and receipts with
actual cash and transfers by credit card. Appropriate amounts over / out of $5.00 a day are
limited. Discrepancies in excess of $5.00 lead to immediate controls to resolve the difference.
The complete monthly is opposed to true P&L reports for accuracy. Cash, credit card and
receipts for deposit will be collected.
Weekly Prime Cost Report: The weekly report from Michael Jones will show the net margin for
profit after selling products and the deduction of labor costs from marketing incomes. The
primary cost of this dining type is expected to range from 60% to 65%. The most effective metric
of the restaurant's executive operational ability is proper main price control.
Records / Payables purchase: A part-time bookkeeper processes and records regular invoices and
awards. Reports describing money expenditure, check payments and sales payable reports are
easily accessible. The bookkeeper will prepare check disbursements. The general director will be
provided the signing power for the overall working account.
Payroll processing: two-month payroll inspections are provided. Michael Jones will keep time &
attendance documents, make necessary adjustments and prepare for the wage change. The
payroll is processed by a payroll supplier.
3.6 Future Services
The Crisp and Tasty Food Restaurant intends to offer catering services for family meetings,
weddings and other events in the future that require a variety of home-like operations. Owners
are aiming for year 2, and a marketing agent is hired instantly to sell the products for periodic
shipments or for catered services.
4 Market Analysis
There is a tale of significant market analysis among rivals and clients behind every good item or
service current on the business today. It is the first and foremost stage of any marketing plan's
growth. Market assessment is the comprehensive method of information compilation in order to
determine whether the item or service to be delivered satisfies customer requirements. Economic
assessment can assist gain useful insights into economic changes, rivals, current market trends,
population characteristics and the characteristics of customer cost. One of the essential elements
in helping companies with all the important data and making wise company choices is market
analysis.
With the entry of 1.3 million visitors in 2017 the tourism of Maldives has reached fresh heights.
In 2017 a total of 1,389,542 tourists visited the Maldives, an 8% increase in tourist arrivals
compared to 2016, as reported by the Ministry of Tourism. According to the Maldives ministry ()
said the number of tourists arriving from Asia and Europe increased with 74,322 Europeans, an
increase of 21.3 percent with 55,976 Asian and Pacific visitors, an improvement of 17.9 percent
over 2016 (May 2016).
This study indicates that during December 2017, 143,041 visitors visited the Maldives. Mr.
Moosa Zameer, the minister of tourism, said that the Maldives were visited in December 2017 by
a record number of visitors. "The most significant element that I want to show is that our stats
show that during the month of December, a record amount of visitors visited in the Maldives,
and historically, the majority of visitors came in December 2017 in a month."
The amount of luxury and upscale hotels in the Maldives has stayed comparatively stable over
the previous couple of years, according to the Ministry of Tourism (MOT) (Tourism.gov.mv
2019). A total of 11 upscale and luxurious hotels are scheduled to be built by 2019, consisting of
various cuisines spaces.
Tourism in the Maldives is mainly motivated by the section of International Leisure. Many
restaurants, however, suffered from the global economy & weakness, particularly in 2015, as the
island nation had earlier depended strongly on Russia and China & feeder markets. The market
median weekly frequency (ADR) and occupancy (OCC) were smaller relative to other national
towns due to the decline of the Russian Rouble and the Chinese Yuan. But now the restaurants
business has seen an increase in results this year 2018-19, in both main economies experiencing
a stable financial scenario. Restaurant business has been the third largest industry in Maldives
after retail and manufacturing according to Census (2006).

Fig.1: Division of Establishments in Maldives; Source: http://statisticsmaldives.gov.mv/nbs/wp-

content/uploads/2006/12/analysiscd/pdf/15.pdf
Airport of Maldives being in Male, provides a large potential for restaurant and food junction. As
that can be seen in the above figure, though the number of hotels plus restaurants in Male is less,
but the percentage contribution of sale in Male, in comparison to other cities of the country is
more. This is only because that of the fact that Airport of Maldives is present in Male. Hence the
feasibility of opening and running a successful restaurant in Male is much high. There are around
1000 plus restaurants and hotel present in Male that would be in direct competition to Crips n’
Tasty (Fathimath and Milne 2011).
 Figure 2: Number of Establishment Comparison in Male; Source:
http://statisticsmaldives.gov.mv/nbs/wp-content/uploads/2006/12/analysiscd/pdf/15.pdf

4.1 Industry Analysis

Fishing, agriculture and tourism, which represent 28% of the Gross National Product (BNP), are
the focus of the Maldives industry. The Maldives ' tourism sector is constructed around the idea
of the "one island, one hotel." Every island has only one hotel or resort under this scheme, and
employees live on the estate (Obejas 2016).

Each island has its own reef, with a natural aquamarine existence for its tourists. Many homes
have a relaxing lifestyle, but some have a club-like atmosphere, with a variety of amenities and
events. But one factor that has contributed to the rise of individual restaurant growth is that the
one island, one hotel concept is too expensive that are visiting the place. Most of the people
visiting are from India or China, and they find these one island, one hotel concept too costly, and
the food serve their even costliest. Hence, this increase the potential for a dedicated restaurant of
food.
This assessment is focused on the Standard Industry Code ("SIC") 5812: food and drink facilities
which are principally involved in on - the-go or direct-to-use retail sales of ready-made meat and
beverages in Maldives.
This Maldives restaurant sector includes institutions which mainly provide meal facilities to
employers who order and are served while sitting (i.e. waiter / waitress) and pay for them when
dining. The centres can provide clients with meal facilities in conjunction with the sale of
alcoholic drinks, facilities or live entertainment. The Maldives demand is driven by
demographics, customer tastes and personal incomes. While efficient activities and large volume
revenues will make the restaurant dependent on elevated rates and effective marketing,
profitability of the individual businesses may differ. Buying, finance and advertising benefits
have been advantaged in large businesses. This sector remains high-quality and labour intensive,
and Crisp n' Tasty restaurant offers service.
Wages will constitute a considerable share of Crisp n' Tasty operating costs. The presence of a
statutory minimum salary in most countries improves competitors ' need for lean other expenses,
which in turn improves providers ' significance. One minor complication is that food service
providers in some countries can view advice their employees receive as contributing to salaries;
this strategy in those countries decreases the effect from the point of view of workers of the
minimum wage. Annual revenue that will go per worker would be less than US $560,000.
Crisp n' Tasty would be competing with food and ready businesses, including food shops,
storage facilities, delicatessen facilities and commodity shops. Restaurants also compete with
home-made food.
To enhance the connection between meal preparing and service activities, computerized data
devices are mounted. To guarantee precise communication of client commands, touchscreen
purchase programs. Timing schemes track meal advancement and can warn personnel if there is
a scheduled order. Maximize traffic flow and seating by reservation programmers. Inventory
leadership schemes monitor amounts of demand and can contribute to spoilage reductions. Cost
accounting programs assist enterprises to determine the profitability of each menu item.
POS systems enable servers to place commands and print table-side controls, enhance precision
and reduce purchase time.

4.2 Market Size

The restaurant industry is a large and diverse business: Restaurant-industry sales are forecasted
to be approximately $825 billion around the world, while 7.9% of the sales are generated from
Maldives (Kundur 2012)
4.3 Industry Participation
Major participants include brands like McDonald's; YUM! Brands (KFC, Pizza Hut, Taco Bell);
Pizza Bouna; Belle Amie Bistro; Sala Thai Restaurant; Pizza Mania; The Asian Wok Restaurant;
Citron by Lemon Grass; and Darden Restaurants.

4.4 Main Competitors

The following restaurant are the main competitors of Crisp n’ Tasty in Male, within 5 miles’
radius:
 The Asian Wok Restaurant: The Asian Wok is a magnificent restaurant in Vilamendhoo,
which enables you to savor Asian food including Teppanyaki, parched above water. With
meals from Asia to the Far East you'll have the possibility to eat a Chinese fondue, which
allows you to boil your seafood and meat and vegetables in a warm tub in the middle of the
table, traditional Thai Tom Yam Soup, Sushi, Sashimi & Maki, Naan and Tandoori,
Indonesian Bami Goreng, Asian Fried Rice and many more. The restaurant also offers Spa
facility, many recreational activities and entertainment. The restaurant operates as a sole
owner and has 17 staff, generating annual income of $1.7 million. Prices vary from $10.00 to
$20 per admission and are greater than Crisp n’ Tasty.

Fig.3: The Asian Wok Restaurant; Source: https://www.vilamendhoo.com/blog/the-asian-wok-

restaurant
 The Sea House Café: Sea House Cafe, conveniently placed above Hulhumale's Ferry
Terminal, offers visitors a wonderful escape from Male, a hustle and bustle town. Prices vary
from $8.00 to $15 per admission.
Features:
 At most relaxing and elegant decoration.
 Dine on the greatest perspective in the city on our Sea Deck.
 Free access to Wi-Fi breakfast, buffet lunch and dinner.
 Live music & events by famous local performers and entertainers in the nights.

 Citron by Lemon Grass: The restaurant has always been a pioneer of Maldivian hospitality
since the beginning of Seahouse's Sea House in Male', offering great care of information and
an un-paralleled service. The restaurant currently has some of the most beautiful hotels and
coffee stores on the Maldives and still has the same norms and commitment with which we
have started. This is also a standard fare chain restaurant. The choice of food varies from $8
to $21.

Fig. 4: Citron by Lemongrass; Source: https://www.seahousemaldives.com/about

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Tradingeconomics.com. 2019. Maldives Tourist Arrivals | 2019 | Data | Chart | Calendar |

Forecast | News. Available [online] at: https://tradingeconomics.com/maldives/tourist-arrivals

Tradingeconomics.com. 2019. Maldives Tourist Arrivals | 2019 | Data | Chart | Calendar |

Forecast | News. Available [online] at: https://tradingeconomics.com/maldives/tourist-arrivals