Planning for

Growth.
Nashwa Shamsu Sherin
HND in Business
Mrs. Femina Sayed
Explore Educational Institute

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Table of Contents
1. Introduction of chosen SME (Bob’s Fusion Heaven Restaurant)
2. Task 1: Key factors that SMEs should consider when evaluating growth opportunities.
2.1 Competitive Strength
2.2 BCG Matrix
2.3 McKinsey 7s Framework
2.4 Ansoff’s Growth Vector Matrix
2.5 Mergers and Acquisitions
2.6 Joint Ventures
2.7 Strategic Alliances
2.8 Franchising
3. Task 2: Various methods through which organizations access funding and when to use
different types of funding.
3.1 Bank Loans
3.2 Grants
3.3 Community Development Investors
3.4 Crowdfunding
3.5 Peer-to-Peer Lending
3.6 Angel Investors
3.7 Venture Capitalists
3.8 Appropriate sources of finance for Bob’s Fusion Heaven Restaurant
4. Task 3: Business Plan for Bob’s Fusion Heaven Restaurant for the purpose of
communicating the growth strategy to the relevant stakeholders.
5. Task 4: Various ways that a small business owner can exit the business and the
implications of each option.
5.1 Mechanisms for Exit in the Event of Failure
5.2 Exit Strategies for Successful Small Businesses and their owners
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 5.3 Factors that affect growth and succession in a family business
5.4 Succession Planning Steps

6. Reference List

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 1. Introduction of Chosen SME
‘Bob’s Fusion Heaven’ (BFH) is a locally owned restaurant in the UAE that aims to position itself as an
international franchise by using innovative approaches to the company's image and providing customers with
the ultimate thrilling experience by offering a variety of cuisines from all over the world. BFH will offer a
combination of top-notch food at affordable prices, as well as creative packaging and a fun environment. BFH
has three outlets in UAE so far. Two in two different malls and one outdoors. BFH also offers fast food options
like burgers, chicken wings, soft drinks, French fries etc. They also have a separate menu with healthier
substitutes for the health-conscious people who also want to enjoy a delicious meal.

2. Task 1: Key factors that SMEs should consider when evaluating growth
opportunities.
Key Considerations for Evaluating Growth Opportunities in SME’s and Adequate
Justifications for These Considerations.
Competitive Advantage: The term "competitive advantage" refers to the elements or qualities that allow a
business to offer goods or services that are more affordable or of higher quality than those of its competitors.
Competitive advantage makes a business's goods or services superior to all the other alternatives by other
companies. Companies must keep up with new trends or technological advancements that might have an impact
on the sales of the product. Competitors include more than just similar companies and products. They also
include any action a customer could do to meet the need your company offers to fulfill. For example, newspaper
companies thought their competition was other newspapers but then they realized it was the emergence of the
internet that allowed access to free newspapers and articles. (Amadeo, 2022)

2.1 Competitive Strategy: A competitive strategy is a set of procedures and guidelines that a company
uses to gain a competitive advantage in the market. It is accomplished through the use of instruments such as
cost, differentiation, focus, and efficiency. Before developing a competitive strategy, it is important to evaluate
all the strengths, weaknesses, opportunities, and threats in the industry and then choose a strategy that will give
the company a competitive advantage. (Indeed, 2022)
Michael Porter’s 4 Types of Competitive Strategies
A) Cost Leadership:
 Cost leadership refers to businesses offering reasonable value at a lower cost. Businesses achieve this by
constantly improving operational efficiency. This includes paying employees less. Some companies
make up for the low pay by providing intangible benefits like stock options, benefits, or promotions.
This strategy works well for large companies that produce goods in large volumes, achieving economies
of scale, which is why Walmart adopted it. Pay at Walmart is below the cost of living. (Amadeo, 2022)

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 B) Differentiation Leadership:
 This strategy allows brands to distinguish themselves from competitors. It involves figuring out what
makes a company stand out from others. Businesses can charge more for their products using this
strategy because they outperform their competitors in the market. Apple and Starbucks are examples of
companies using this strategy. Products of companies using this strategy have superior brand recognition
and quality, big distribution channels, constant promotional support, etc. (MBA Skool, 2022)

C) Cost Focus:
 This strategy is similar to the cost leadership strategy in terms of providing customers with the lowest
price. The only difference is that a cost focus strategy targets a specific market segment with its unique
needs and wants. Companies can establish brand awareness more easily in this way.
D) Differentiation Focus:
 Businesses that use this strategy focus on particular market segments as well, but the unique value is
what motivates them. A differentiation focus strategy includes improving the product with the help of
unique features that will make your business stand out in the market, as opposed to a cost focus strategy,
which focuses on offering the lowest price in a narrow market. For example, there are a few adult-only
hotels in Egypt and Turkey. People can relax knowing that no kid will bother them in this way.
(SendPulse, 2022)
Bob’s Fusion Heaven (BFH) Competitive Strategy
 Cost Focus is the generic strategy used by BFH to gain a competitive advantage through cost reduction.
The company has standardized processes to increase efficiency, cut costs, and guarantee profitability.
The competitive advantage gained by becoming cost focused helps BFH’s growth strategies, particularly
market penetration, market share, and product development.
 BFH purchases its ingredients in bulk from local suppliers. BFH also receives sizeable discounts from
businesses that want to partner with the business. Coca-Cola is partnered with BFH and BFH gains from
this partnership both financially and from a marketing perspective. By using the cost focus strategy BFH
has also increased their profit margin. For example: BFH offers a variety of breakfast items made with
eggs. A dozen eggs cost $1.32 on average, which works out to 11 cents per egg. Even with the price of
additional ingredients like cheese, bacon, English muffin, etc., BFH does not spend more than $1 to

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 make a breakfast sandwich. Yet they still charge $3 to $4 for them. This strategy applies to most of the
items prepared at BFH like beverages, Main course, children's menu, side items, and more.
 BFH also pay low wages to the employees and workers and they maintain a workforce that allows for
cutting down on costs.
 Along with the cost-focus strategy, BFH also employs differentiation as a secondary strategy. They have
a forest theme for all their outlets with a mini playground section for kids. They also offer mix and
match of fusion cuisines which are the restaurant’s bestselling items. In this way BFH is differentiated
from other restaurants and this is a competitive advantage for BFH.

Portfolio Strategies
2.2 A) BCG Matrix: The product portfolio matrix (BCG matrix) developed by the Boston Consulting Group is
intended for long-term strategic planning by helping a company in considering growth opportunities by
reviewing its product portfolio to determine where to invest, where to disinvest, or where to develop products. It
is also known as the Growth/Share Matrix. The matrix displays a company's offerings in a four-square matrix,
with the market share axis on the x-axis and the rate of market growth on the y-axis. The BCG growth-share
matrix divides products into 4 categories, referred to as "dogs," "cash cows," "stars," and "question marks."
Each category quadrant has its own unique set of qualities.

 Question Marks: Question marks include business units with a low market share that are situated in a
high-growth industry. They need a lot of money to maintain or increase their market share. Because of
the high growth rate in this area, they have the potential to become stars and cash cows with the right
strategies and investments. However, due to their small market share, bad investments could still
downgrade them to Dogs even after investing heavily. Products in this quadrant should be analyzed
carefully and frequently to determine whether they are worth keeping. Question marks usually include
new products and services with a good commercial perspective. Cash flows from the cash cow quadrant
are typically used for funding investments in question marks.
 Stars: Star units are the leaders because they represent business units with a large market share in a
high-growth industry. They generate the most cash, but due to the high-growth market, stars require
massive investments to maintain their lead. When the market matures, these stars transform into cash
cows with massive market shares in a low-growth market. These cows are milked to fund other
innovative products that will help develop new stars.
 Cash Cows: Cash Cows include business units with a large market share in a low-growth industry. Cash
cows include businesses that require little to no investment and generate cash that can be invested in
other business units that may come under question marks or stars. These products generate more cash
flow than it consumes. These SBUs, are the core businesses and are the organization's key source of
finance for the company. They serve as an organization's base. These businesses usually follow stability
strategies.
 Dogs: Dogs include businesses with low market shares in low-growth markets. They don't generate any
cash and need more money to actually support the businesses in this unit than the company can invest.
They are to be divested. Because of their high costs, mediocre products, ineffective marketing, etc.,
these companies have a small market share. If there are very few chances for a dog to gain market share,
it should be liquidated unless it has some other strategic goal (for instance, if the products are

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 complementary to existing products in the star category or are used for a competitive purpose). In an
organization, dogs should be avoided and kept to a minimum.
BCG Matrix applied to Bob’s Fusion Heaven Restaurant

Advantages of BCG matrix:

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  It is useful for managers to assess the company's product line and the proportion of stars, dogs, cash
cows, and question marks in their portfolio.
 It is easy and simple to understand.
 Provides management a basis on which they can make decisions regarding which products to keep,
invest in, and remove.
Limitations of BCG Matrix:
 High market share is just one of many important success factors, and market growth is not the only
indicator of market attractiveness.
 Neglects the effects of synergies
 'Dog' products can in some cases generate more cash than cash cows.
 Only two dimensions—market share and growth rate—are used in the matrix. This may tempt
management to divest too soon or to emphasize one product over another.
 A company with a small market share can be profitable.
 The matrix ignores small competitors that have rapidly growing market shares.
2.3 C) McKinsey 7s Framework: The McKinsey 7S Model is a tool used to analyze a company's
"organizational design." This model aims to depict how an organization's effectiveness can be achieved through
the interactions of seven key elements: structure, strategy, skill, system, shared values, style, and staff.
 Structure: The structure represents the organization of business divisions and units, which includes
information about who is accountable to whom and who is responsible for what.
 Strategy: A strategy is a well-crafted business plan that enables a company to develop a plan of action
to achieve a sustainable competitive advantage, which is supported by the company's mission and
values.
 Systems are the company's practices and procedures which reveal the day-to-day operations and
decision-making processes. Systems should be the main area of focus for managers during
organizational change because they are the part of the business that determines how business is done.
 Skills are the abilities that employees of a company perform well. They also include competencies and
capabilities. When there is organizational change, management should assess what skills are required in
employees to reinforce a new strategy or structure.
 The staff element focuses on the type and number of employees that an organization will require, as
well as their recruitment, training, motivation, and reward policies.
 Style represents how top-level managers run the business, including how they interact, what they do,
and the overall message of their actions. It refers to the leadership and management style used in the
organization.
 Shared values are the core of Mckinsey 7s model. They serve as the guidelines for employee conduct
and corporate actions. They serve as the foundation of every organization.
2.4 D) Ansoff’s growth Vector Matrix: Igor Ansoff summarized his four growth strategies into the so-called
Ansoff Matrix. The Product/Market Expansion Grid, another name for the Ansoff Matrix, enables managers to
quickly summarize these potential growth strategies and assess the risk involved with each one. The theory
holds that risk increases every time you enter a new quadrant (horizontally or vertically).

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  Market Penetration (Existing Products in Existing Markets): Market penetration is the process of
selling more of a company's existing products to existing markets. A company may lower prices,
enhance its distribution system, increase marketing investments, and boost existing production capacity
in order to expand its customer base and penetrate the existing market.
 Product Development (New Products in Existing Markets): The goal of product development is to
create and sell new products to existing markets. Companies could modify their existing product
offerings to increase the value they provide to customers, or they could create and introduce new
products in addition to their existing product line.
 Market Development (Existing Products in New Markets): Market development aims to expand the
company's sales of its existing products into new markets. This strategy aims to expand internationally
or reach new customer segment by focusing on new geographic areas.
 Diversification (New Products in New Markets): The goal of diversification strategy is to enter new
markets by introducing new products that are either related to or unrelated to its existing product line.
Three different categories of diversification strategies can be used; Concentric diversification (related
diversification), involves a company introducing a new product that is somewhat related to its existing
product line into a new market. On the other hand, conglomerate diversification (unrelated
diversification) involves a business entering a new market with a brand-new product that has nothing to
do with its existing product line.
Ansoff’s Matrix for Bobs Fusion Heaven Restaurant
 Market Penetration: BFH uses several market penetration strategies. The company offers a variety of
combo meals that come with the main dish, fries, and beverage. Drive-throughs have been set up by
BFH so that customers can easily make purchases. To draw in more customers, the business also
provides home delivery. They also offer seasonal deals and discounts for group purchases. The business
keeps enhancing the efficiency and quality of its customer service. BFH also employs the tactic of
psychological pricing, which means everything is priced ending at .99. This makes the price of the

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 product look lesser than it is. They aggressively advertise their products using various means, including
Television, billboards, social media, and so on. The goal of each marketing campaign is to encourage
current customers to try other items on the menu or ensure repeat purchases.
 Market Development: The market development strategy of BFH involves entering new geographical
markets. Other countries in the Middle East are where BFH plans to expand its business. Saudi Arabia is
their main target. Once they have become large enough, they plan to expand their business to Qatar,
India, USA and UK as well. BFH launches customized products based on the market nature. introduces
products that are specifically tailored to the market. For example, BFH offers local Emirati (culture of
UAE) cuisines. This promotes consumer attraction in the local markets. When BFH enters a new market,
it also lowers its prices to help it establish itself and grow its customer base from the start. The company
is able to successfully enter new markets and boost its revenues through each of these strategies.
 Product Development: BFH puts a lot of effort into determining the needs of consumers before
introducing new products to satisfy their taste buds. They acknowledge vegans and have delicious meals
that are vegan-friendly. They also have healthy alternatives. For example, some of their smoothies use
almond milk instead of full-fat milk and maple syrup instead of sugar. they also have many gluten-free
options. BFH keeps launching new products in its desserts, drinks, and burgers ranges. All of these
strategies help the company launch and succeed with new products in its existing markets.
 Diversification: The Company employs concentric diversification.

Growth Options
2.5 A) Mergers and Acquisitions
 The term "mergers and acquisitions" (M&A) refers to the consolidation of companies or their major
financial assets through B-2-B financial transactions. A company may completely buy and absorb
another company, merge with it to form a new business, take over some or all of its major assets, make
an offer for its stock, or set up a hostile takeover. They are all M&A activities. Although they are
commonly used interchangeably, the terms "mergers" and "acquisitions" have different meanings.
(Hayes, 2022)
 Mergers: A merger is a process by which two or more companies decide to merge into a new company
with a new name. Mergers enable the company to share information, technology, assets, etc., thus
increasing the company’s overall strengths. The merger also helps to gain a competitive advantage in the
market and decrease the weakness. Mergers happen on friendly terms since the information is already
passed to the board of directors, employees, and management.
 Acquisition: Acquisition refers to the process by which one company acquires another. The financially
sound company buys more than 50% of the shares of another company. Acquisitions don't always take
place on friendly terms. A company may be forced to acquire another business for many reasons like
gaining new markets or customers, reducing competition, increasing profits, etc. However, a company
may decide to acquire another without any hostility. The transition following an acquisition is not
always simple because the company that takes over will impose its decisions on staffing, structure,
resource, etc. which leaves the acquired company and its employees feeling uneasy.
Mergers and Acquisitions for SMEs

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At a time when many industry giants have merged or are considering merging with other entities, small and
medium enterprises should no longer view Mergers and Acquisitions as an option but rather as a necessity and a
wise move that guarantees healthy dividends in the long run.
Benefits of (M&A) for SMEs
 Economies of scale - When you increase output through the merger of two businesses that are similar to
one another, you can benefit from lower costs through bulk purchasing, a reduction in fixed costs
(particularly technical costs and administration), and better interest rates that come with a larger
company.
 Geographical reach - A local business is constrained in its ability to grow and in the types of customers
it attracts. For both branches and the company as a whole, purchasing a similar company in a desired
(but different) geographic location can be extremely beneficial for growth.
 Customer acquisition: Mergers and Acquisition helps a business expand its customer base. At the
company level, customer acquisition is generally more expensive, but acquiring new customers through
the acquisition of another business with its own customer base, can be cost-effective and quick.
 Reducing competition: Mergers and Acquisitions enable a company to increase its market share
enormously and having a larger market share gives the company more power and influence in the
market. They will also have less pressure to reduce pricing.
Common risks associated with mergers and acquisitions
 Lack of due diligence: All mergers and acquisitions must undergo due diligence. It enables the acquiring
company to learn important information about the seller, including Contracts, Financial stability,
Insurance, Customer agreements, Distribution agreements, Compensation agreements, Employment
contracts, and Liabilities, such as debts. Inadequate due diligence can cause serious issues. It can lead to
poor valuation.
 Overestimation of synergies: Leveraging the synergies between two companies to boost growth and
competitiveness is one goal of an M&A activity. Synergy can be tangible, like "increase cost efficiencies
by X percent," or intangible, like "becoming a key player in the market." Tangible synergy is grounded
in economic reality and is easier to measure and put a price on. In contrast, if the buyer is prepared to
pay for intangible synergies that are not grounded in economic reality and are therefore difficult to
measure, the buyer will overpay for the transaction. Buyers frequently overestimate synergies.
According to McKinsey, this optimism affects at least 25% of mergers and causes a 5–10% valuation
error. Additionally, buyers usually have unrealistic expectations because they underestimate how long it
will take to achieve the synergies. Therefore, the integration of companies, people, and processes is not
always simple.
 Integration challenges: To lessen the complexity of merging or acquiring, a strong post-merger
integration (PMI) process is essential. A poor PMI process can harm sales and profitability, lower
employee engagement, increase turnover, and, impact customer engagement (Gavin, 2019).
Examples of Mergers and Acquisition
Successful Acquisition: Disney achieved great success with its two most well-known acquisitions: Pixar, a
leader in the animation industry, and Marvel Entertainment. Walt Disney Co. paid $7.4 billion to acquire Pixar
in 2006, and the company has since enjoyed enormous success with movies like WALL-E, Finding Dory, and
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Toy Story 3, each of which has brought in billions of dollars for the business. The acquisition of Pixar by
Disney gave it access to use Pixar's advanced animation technology which was a key factor in the success of the
acquisition. Disney was able to create significant value without destroying what made Pixar so unique and
successful. Shortly after, Disney purchased Marvel Entertainment, paying $4 billion for the entertainment
company in 2009. Since then, a series of highly successful Marvel movies have opened in theaters, and they
have already made their money back- with more to come.
Failed Acquisition: In 2005, e-commerce giant eBay acquired Skype for $2.6 billion with the hope that its
video communication tools would improve connections between buyers and sellers. The acquisition was a
complete failure because users still favor email for planning and carrying out transactions. (Not many desires
video chats with strangers). Skype’s management team was reportedly changed four times in four years by eBay
in an attempt to save the acquisition before they finally sold off 65% of the company in 2009.

2.6 B) Joint Ventures

A joint venture is an agreement between two or more businesses to pool their resources in order to accomplish
a specific goal. The businesses remain separate in legal terms. In a joint venture, two businesses join forces to
create a third, separate legal business entity—a "child" company—through the creation of a legally binding
contract. Each participant in a Joint venture is responsible for the venture's profits, losses, and expenses. The
venture, however, is its own entity and exists independently of the participants' other business interests. In joint
ventures, firms seek to achieve benefits from collaborative work by pooling the risks, funding and expertise.
JVs carry lesser risk than carrying out a full-blown merger. Despite the fact that a JV is a partnership in the
colloquial sense, it can be formed using any legal structure, including corporations, partnerships, limited
liability companies (LLCs), and other business entities. Even though a JV is typically formed for production or
research purposes, it can also be set up for a continuing purpose. Large and small businesses can join forces
through JVs to work projects and deals. (Hargrave, 2022)
Advantages of joint ventures
 To leverage resources: A JV can benefit from the combined resources of the two businesses to
accomplish the venture's objective. One company may have better distribution channels, while the other
company may have a well-established manufacturing process.
 To reduce costs: Through economies of scale, businesses in JVs can leverage production at a lower cost
per unit than they could separately. This is especially relevant for technological advancements that are
costly to implement. A JV can also reduce costs by splitting labor or advertising costs.
 To Enter Foreign Markets: JVs are frequently used to collaborate with a local company to enter a
foreign market. A company that wants to expand its distribution network to new countries can enter into
a JV agreement to supply products to a local business, thus benefiting from an already existing
distribution network. Some countries have restrictions on foreigners entering their market, making a JV
with a local business is the only way to do business in that country.
Risks associated include:
 Lack of understanding of each partner's obligations and responsibilities
 A clash between the management styles and methods of the different partners, frequently causes conflict
 An imbalance of capital and resources pooled in by the partners leading to frequent disputes and
conflicts of interest
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  Ineffective conflict resolution
These risks can be mitigated by the effective use of alternative dispute-resolution techniques. Methods like
mediation and arbitration can help in resolution of conflicts.
Example of joint venture: BMW and Brilliance Auto Group
In 2003, the car manufacturer BMW established a joint venture with the Chinese automobile manufacturer
Brilliance Auto Group. The venture was named BMW Brilliance and was established to manufacture and sell
BMW cars in China. BMW and Brilliance Auto each agreed to invest €450 million in the venture, with BMW
holding a 50% stake and Brilliance Auto holding a 40.5% stake in the child company. The Shenyang municipal
government received the remaining 9.5%. Because Chinese law mandates that manufacturing operations have at
least 50% Chinese ownership, this example of a horizontal joint venture was necessary. However, China has
since started to remove this requirement for automobiles, and as a result, in 2018, BMW announced its intention
to increase its stake in BMW Brilliance to 75%. This makes BMW the first foreign car manufacturer to take
control of its joint venture in China.

2.7 C) Strategic Alliances

A strategic alliance is an agreement between two businesses to work together on a project that will benefit both
parties while maintaining independence. Compared to a joint venture, which involves two companies pooling
resources to form a separate business entity, this agreement is less complex and formal (Kenton, 2022). Joint
ventures and strategic alliances differ in that a joint venture brings together two or more business entities to
form a separate legal entity to continue business operations, whereas a strategic alliance is an arrangement in
which two or more entities collaborate to enhance each other's businesses. Strategic alliances can be classified
into 3 types:
 Joint Venture
 Equity Strategic Alliances: The objectives of an equity strategic alliance may be similar to that of a joint
venture, but they are funded differently because one company invests equity in the other. Panasonic
invested $30 million in Tesla in 2010. The investment was made in order to strengthen the alliance
between the two businesses and push the expansion of the electric vehicle market along more quickly.
Panasonic is one of the top producers of battery cells in the world, and its expertise helped Tesla's goal
of incorporating proprietary packing using cells from various battery suppliers.
 Non-Equity Strategic Alliances: When two organizations realize there is mutual benefit and no equity
transfusion is required, a non-equity strategic alliance is created. Each alliance member contributes their
resources for the other party to use. The two parties agree to pool their resources and capabilities under a
simpler contractual obligation. (Kenton, 2022)
Benefits of Strategic Alliances for SMEs
 Entering New Markets: A company can expand into unfamiliar territory much more easily and less
stressfully by forming an alliance with an international company.
 Reducing Manufacturing Costs: Strategic alliances allow businesses to pool resources or existing
facilities to achieve economies of scale or increase facility use, lowering manufacturing costs. These
alliances help lower costs, particularly in non-profit areas like R&D.

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  Economical Barrier: The introduction of a product into another country may present the company with
political and economic challenges and strict rules imposed by that government. Some countries around
the world have political restrictions, while others are concerned about how foreign businesses will affect
their economies. In this situation, strategic alliances will help large companies break into the local
markets of the targeted country. This can help SMEs as well because it gives them the opportunity to
work with well-known, large companies, which strengthens their overall brand image.
 Competitive Advantage: Elements like synergy and technology advantages help businesses succeed
better. Small businesses are especially drawn to strategic alliances because it gives them access to the
resources they need to be competitive.
Risks
 Communication challenges: Communication problems might occur if a business finds it difficult to
share information with its alliances. To avoid this, Companies should discuss the best communication
strategies to ensure that everyone on the team fully understands the objectives and tasks.
 Unequal benefits: In a strategic alliance, one company may benefit more than the other. For example,
one business may achieve a 5% increase in sales while the other might only experience a 2% increase in
revenue. To avoid this, strategies should be developed to keep the alliance as fair as possible for each
company.
 Conflicts: Combining two or more different work cultures with diverse personalities and workflows can
present difficulties that could irritate or disrupt the team members. Conflicts may result in a setback for
the project or goals of the companies. There should be effective conflict resolution strategies in order to
avoid this.
Example of a Strategic Alliance (Uber and Spotify)
Uber and Spotify have an alliance that makes it simple for users to stream their Spotify playlists whenever they
take an uber ride. This makes the Uber experience feel more personalized and persuades Uber users to purchase
Spotify Premium (for more control of their tunes both inside and outside Uber). Uber competitors lack a similar
personalized music experience and this gives Uber a competitive advantage over other similar services like
Lyft, Additionally, this alliance gives both brands access to new, wider audiences since not all Uber users are
Spotify users and vice versa. (Huhn, 2022)

2.8 D) Franchising
In a franchising agreement, a company permits a franchisee to sell its products or services under the company's
brand name. The franchisee is granted permission to use the company's intellectual property (IP), including
trademarks, copyrights, know-how, and the business model. The company offers support to the franchisee after
they've established their business. Franchisees are required to pay an initial fee to the company along with
royalties, which are generally calculated as a percentage of sales or profits. The company can also generate
money from the markup on the products and services sold to the franchisees.
Reduced risk is one of the main advantages of franchising. Franchisees are responsible for all business expenses
and risks while the franchisor receives a guaranteed fee. Additionally, since franchisees are responsible for
managing their own businesses, the franchisor benefits from limiting its management costs or they can charge

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the franchisees for the franchisor's expertise in management. Franchisees are independent businesses in their
own right, so companies are at risk of losing control over their products, services, or brand. This could result in
reputational or financial troubles and losses.
Franchising is definitely an opportunity for growth for SMEs and small businesses. Be it in fast food, printing,
real estate services, small accounting firms, etc., similar small businesses can pool their resources, create and
agree on one brand, and invite other small players to join a larger business network. Franchising is a way for
businesses to grow collectively, and it is possible to identify potential growth areas by working together.

3. Task- 2: Various methods through which organizations access funding and when to
use different types of funding.
Sources of Funding/Finance
3.1 Bank Loans
A loan is an amount of money borrowed with the intention of repaying it over a specified period of time. The
repayment amount depends on the loan's size, duration, and interest rate. In general, loans are best suited for
paying for assets such as vehicles and computers, as well as start-up capital requirements, and in situations
where the amount of money required is not going to change. Loan conditions and rates will vary between
lenders and reflect the risk and expense incurred by the bank in providing the financing.
Different types of bank loans for SME include:
 Term loan: Term loans, one of the most popular kinds of small business loans, consist of borrowing a
lump sum of money that you pay back over a set period of time. Usually, the fixed monthly payments
will also include interest on top of the principal amount. A term loan gives you the freedom to use it for
a variety of needs, including equipment and operating expenses.
 Business lines of credit: Business lines of credit, like credit cards, give borrowers a revolving credit
limit that they typically have access to through a checking account. This allows businesses to spend up
to their credit limit, pay it back, and then take out more cash. These options are good for businesses that
are not sure of how much money they require since interest is going to be charged only on the amount
withdrawn. This differs from a term loan, in which you must pay interest on whether you use all of it or
not. Many business lines of credit are unsecured, so no collateral is required.
 Equipment loans: These loans are taken by businesses to finance expensive equipment purchases but
lack the necessary funds. The equipment bought will usually be used as collateral if businesses are
unable to repay the loan.
 Invoice factoring and invoice financing loans: Business owners who have trouble getting paid on
time, might want to consider invoice factoring or invoice financing (also known as accounts receivable
financing). Through invoice factoring, one can sell unpaid invoices to a lender and receive a percentage
of the invoice value upfront. Invoice financing allows the use of unpaid invoices as collateral to get an
advance on the amount you're owed. The main difference between the two is that factoring gives the
company purchasing your invoices control over the process of collecting payments while financing still
requires you to collect payments in order to repay the amount borrowed.

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  Commercial real estate loans: These help businesses finance a new or existing property, such as an
office, warehouse, or retail space. These loans act as term loans and allows for the purchase of a new
commercial real estate, expansion of business in a new location, or refinancing of an existing loan
 Microloans: Microloans are small loans that can give you funding of up to $50,000. These loans can be
a good choice for start-up companies or those who don't require large sums of money. In order to be
eligible, you may need to put up collateral (such as business equipment, real estate, or personal assets).
 Merchant cash advances: Merchant cash advances are expensive. With this kind of cash advance, you
must take out a loan against your future sales. This involves accepting a lump sum of money in
exchange for repaying it either with a percentage of your daily credit card sales or through weekly bank
account transfers. Although a merchant cash advance can be obtained quickly, the high-interest rates
make this kind of loan a big risk. Merchant cash advances, as opposed to invoice financing/factoring,
use credit card sales as collateral. (White, 2021)
Benefits of bank loans:
 Allows you to grow your company. Bank loans are an easy way to get additional funding without
having to wait until your company has made enough money for you to fund growth yourself. By taking
out a loan, you can start executing your plans much earlier and seize any business opportunities that
arise, allowing for faster and more accelerated growth.
 Total control over the business: As with any small business loan, the main benefit of a bank loan is the
ability to increase cash flow without sacrificing any control over the business. Other funding options,
such as equity financing, require you to sell your company's stock to investors in order to obtain quick
funding, which means you must split the profits while the investor(s) are still on board.
 Reputation: A bank's familiar name and trusted reputation make it stand out from other lending options.
A bank may be preferred by some small businesses because of its long-standing name and the security
they believe banks bring. In comparison to the newer, online-only lenders, the established banks might
seem to be a more trustworthy option, but this is growing less relevant as online lenders are becoming
more popular today.
 No interference from the bank: One of the benefits of a small business bank loan is that, as long as
you make the repayments, the bank shouldn't interfere or place restrictions on how you use the money.
Of course, a business plan outlining the intended use for the money must be submitted with the initial
loan application so the bank can evaluate the risk of lending to your company but once you have the
money you have the freedom to change your plans without the bank's interference as long as you
continue making loan payments.
 Favorable interest rates: Compared to other online lenders, small business bank loans have more
favorable interest rates. For existing businesses with good credit scores and a good financial history,
banks are a cost-effecting option. If your business is well-established and successful, banks will view
you as less of a risk and are therefore more likely to approve your application and offer low-interest
rates. (Philps, 2022)
Drawbacks:
 Strict eligibility criteria: Banks may be wary of lending to small businesses, which is one of the main
drawbacks of a bank loan. Start-ups and newer businesses may find it challenging to be approved for a
loan since they lack the financial or trading history to support their loan application.

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  Long application process: Applying for a business loan takes a lot of time. Business owners need to
show that their company is a viable lending prospect by submitting a business plan, financial history,
and financial projections.
 Not suitable for ongoing costs: Another drawback of a bank loan is that businesses cannot use the fund
for ongoing expenses; rather, it can only be used for specific projects or purposes that will help grow the
business. Banks will seek companies that will use their loans to invest, grow, and generate returns and
use the returns to repay the loans.
 Secured loans are risky: Although obtaining a secured business loan from a bank can be advantageous
due to its lower interest rates, companies should keep in mind that doing so could result in the loss of
their assets which they have given as collateral if they are unable to repay the loan.

3.2 Grants
A government grant is a sum of money awarded to a project by a federal, state, or local government body. It is
kind of a transfer payment. The grantee is not required to repay the money but instead, the grantee is expected
to use it for the stated purpose.
Benefits:
 They are Non-Repayable: One of the biggest advantages is that grants are never required to be paid
back. They are very appealing compared to other sources of funding because they are like a donation
from the government.
 Widely available: Government grants are widely accessible, offering a huge variety across all
industries; from healthcare to education to commerce.
 They Increase Credibility: Because government grants are so competitive to obtain, receiving one is
seen as a major accomplishment that is highly credible, and in the future, other lenders will trust the
organization as well.
Drawbacks:
 Strict application requirements: Unfortunately, applying for grants from the government can be a
difficult process. For a proposal to be taken into consideration, many requirements must be met. From
standing out from the crowd, proving one's worth, and meeting the strict criteria.
 Contractually Binding: There are always strings attached to government funding. This means that the
government will only give you the grant if they think your mission is in line with their needs. A
business' spending is controlled by the government in this case.
 Short-Term Solution: Government grants are not sustainable because they are only a short-term
solution, despite the fact that they initially provide a good financial boost. As a result, you can't count on
them to keep you afloat for very long.

3.3 Community Development Investors

Community investing (CI) is a type of financing that creates opportunities and resources for communities that
are economically disadvantaged and underserved by conventional financial institutions. CI supports
development programs in low-income communities. CI financing gives access to affordable financial services,
affordable housing, job opportunities, education, healthcare, financial counseling, child care, and the
development of micro and small businesses.
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Benefits for Community Investors: If everything goes as planned, community investing can be very
profitable. By increasing economic opportunities for others, the investor will also be able to create wealth for
themselves through the return on their investment. At its best, CI is similar to charitable giving, but with the
possibility of financial reward.
Drawbacks for community investors: Higher risk may be involved because community investors invest in
individuals and businesses that traditional lenders deem to be too risky to lend to. Unlike traditional
investments, this increased risk cannot be compensated with higher returns. Investment options are also limited
with CI, and a lot of community investments are made in vehicles that give low returns like savings accounts
and government bonds.

3.4 Crowdfunding
Crowdfunding is the practice of using small amounts of money from a large number of people to finance a new
business venture. Large networks of people are easily accessible through social media and crowdfunding
websites to bring investors and entrepreneurs together. Hundreds of thousands of people visit crowdfunding
websites like Kickstarter, Indiegogo, and GoFundMe in an effort to start or fund the next big thing. (Smith,
2022)
Types
 Investment-based crowdfunding: Businesses seeking funding frequently use this kind of
crowdfunding. Businesses promise to use the funding to develop their product or business idea, and in
exchange, investors get a stake in the company in exchange for the finance provided.
 Donation-based crowdfunding: Under donation-based crowdfunding, donors are requested to make a
donation in support of the project. People will essentially donate money in order to meet the project
finance goal, and in exchange, the donors do not expect to receive any shares or financial returns.
Example of a huge crowdfunding success
The American company Oculus VR, which creates hardware and software for virtual reality, received funding
from the website "Kickstarter." In 2012 founder Palmer Luckey launched a Kickstarter campaign to raise funds
for making virtual reality headsets designed for video gaming available to developers. The campaign received
$2.4 million which was ten times the initial $250,000 goal. Oculus VR was later acquired by Facebook, now
known as Meta (META), in March 2014 for $2.3 billion in cash and stock.
Benefits of crowdfunding for SMEs
 The ability to access a larger and wide variety of groups of investors and supporters is the most obvious
benefit of crowdfunding for a small business.
 It is an effective method of raising funds with no up-front costs.
 Using a social media platform is an effective way to pitch a project or business idea and get media
attention and feedback.
 It is a good way to market test a product or idea - if people are keen to invest in an idea, it is a good sign
that the idea has the potential to do well in the market.

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  Through the financing process, your investors may frequently end up becoming your most loyal
customers
 It's an alternative source of funding for individuals and businesses who are having trouble getting bank
loans or other forms of traditional financing.
Drawbacks
 Any pledged funds are typically returned to the investors if the funding target is not met, and the person
or business who started the fun will receive nothing. (Smith, 2022)
 In case of failed projects, the reputation of the company and the reputation of people who have pledged
money to the company could be damaged.
 It's possible for someone to steal the concept if the business idea isn't protected by a patent or copyright.

3.5 Peer-to-peer Lending

Peer-to-peer (P2P) lending eliminates the need for a middleman financial institution by allowing individuals to
get loans directly from other individuals. P2P lending has become much more popular as an alternative to
traditional financing due to the popularity of websites that facilitate it. It is also known as social lending or
crowd lending. (Kagan, 2022) There are many p2p lending platforms like Prosper, BlockFi, Upstart, SoLo
Funds, Funding Circle and Kiva.
P2P lending and crowdfunding both provide funding to your company from private sources. The main
difference between the two is that while crowdfunding provides you with funds that you never have to repay,
peer-to-peer lending provides you with a business loan that you must repay. Even though crowdfunding may be
offered in exchange for company equity. The SEC has established rules for equity-based crowdfunding. Equity
does not guarantee repayment. The future success of the business or organization will determine how much the
equity is worth. However, peer-to-peer lending ensures repayment to the lenders regardless of the project's or
business's success. (Aristotle, 2022).
Benefits of P2P lending
 Application and processing times for P2P loans are a lot shorter than those for loans from traditional
lenders. Majority of loan applications in p2p lending platforms are accepted or rejected almost
immediately, and those that pass the approval stage are typically processed within two weeks.
 The collective funding approach by the P2P lending model protects investors from facing severe
financial losses.
 Reduced possibility of loan rejection or denial is another important advantage.
 Simplified customer experience is one main feature that draws everyone to the peer-to-peer lending
model. For example, the majority of P2P financing platforms are accessible via dedicated mobile apps,
allowing investors to review funding applications and borrowers to check interest rates and application
updates from the comfort of their homes.
Drawbacks
 If there are difficulties in repaying the loan, you might not get the same protection as you would if you
took out a loan from a traditional lender. For example, a P2P website might transfer the bad debt to a
debt collection agency, which could take you to court.

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  The fact that P2P lending platforms are designed to accept individual borrowers rather than legal entities
like small to medium-sized businesses should also be noted as this could seriously harm their credit
score.
 P2P platforms also don't encourage bonds with lenders or borrowers, as opposed to the know-your-
customer approach used by banks.

3.6 Angel Investors

An angel investor also referred to as a private investor, seed investor, or angel funder is a wealthy individual
who provides funding for small businesses or entrepreneurs in return for ownership equity in the company.
Angel investors are frequently found among friends and family of an entrepreneur. The money that angel
investors invest may be one-time to get the business off the ground or a regular infusion to help the business get
through its difficult early stages. They seek to invest at the early stages of a business. Most angel investors have
extra money on hand and are seeking investment opportunities that will yield higher returns than those offered
by traditional investment opportunities. Instead of concentrating on the potential profit they might make from
the business, angel investors help startups take their first steps. Angel investors usually use their own money
unlike venture capitalists, who manage the pooled money from many other investors and place them in a highly
controlled fund. Although angel investors frequently act as individuals, the actual source of the funds may be a
limited liability company (LLC), a business, a trust, or an investment fund. (Ganti, 2022)
Advantages for SMEs
 Less risk: Getting funding from an angel investor usually carries a lower level of risk than getting a
small business loan. Unlike loans, the money you receive from an angel investor does not have to be
repaid because they receive equity in return for their investment.
 Mentorship: Angel investors can offer mentorship to the startup because they have a lot of business
experience. They can give advice and insights because they have the desire to see the company succeed.
 Credibility: When an angel investor supports a company, they give it credibility and value in the
market. They give off the impression that they think the company will succeed, which could bring in
more funding and investors.
Drawbacks
 Less equity: An angel investor who owns a stake in the company also gets a say in the operations. In
exchange for funding, many business owners give away 10% to 50% of their startups.
 Pressure: Angel investors might expect a substantial return on their investment, putting pressure on
business owners and employees.
 Less control: After investing their money in a startup, many angel investors take a hands-on approach
to the business. For example, experienced angel investors sometimes prefer to have an exit plan in place,
such as going public with a business or selling it to a bigger corporation. (Indeed, 2020)

3.7 Venture Capitalists

A venture capitalist (VC) is a private equity investor who invests money in growing businesses in exchange for
an equity stake. This could involve supporting small businesses that want to grow but lack the resources for new
ventures. Venture capitalist firms are usually created as limited partnerships (LPs), where the partners invest in
the VC fund. Usually, the fund has a committee in charge of choosing investments. Once promising emerging
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growth companies have been identified, the pooled investor capital is used to finance these businesses in
exchange for a sizeable equity stake. (Ganti, 2022)

Difference between Venture Capitalists and Angel Investors

 Angel investors typically invest their own money, as opposed to venture capitalists who invest using
other people's money.
 Angel investors often add to the seed funding provided by friends and family for new businesses.
Venture capitalists support larger, more robust startups and offer much more funding.
 Venture capitalists typically fund a proof of concept and are much more involved in business operations
than angel investors, who usually only fund ideas.
Advantages of Venture Capitalists
 Business expertise: Obtaining venture capital financing provides a start-up with a valuable source of
guidance and consultation in addition to financial support. This can help various business decisions,
involving financial management and human resource management decisions.
 Connections: The business community is typically well-connected to venture capitalists. Exploiting
these connections might be very advantageous for start-ups and SMEs.
 No collateral necessary and No obligation to repay the venture capital.
Disadvantages
 Loss of control: VC partners will probably want to get involved if there is a significant cash infusion.
How much influence they have over the direction your business takes may depend on the size of their
stake.
 Minority ownership status: You may lose management control of your company if the VC firm
acquires a stake that is greater than 50% in it. In essence, you might be giving away ownership of your
own business.
 Venture capitalists usually take a long time to make a decision.
3.8 Appropriate sources of finance for Bob’s Fusion Heaven Restaurant

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  BFH should use multiple sources of finance for funding their businesses in all different locations. BFH
can initially use bank loans as a main source of finance as it was a great way to get initial investment
and working capital for the restaurant.
 There is potential for venture capitalists investing in the business. Restaurants are a new "Investment
Interest," according to venture capitalists. Investors are starting to realize the enormous potential of the
industry as more people are starting to order food and eat out. For this reason, many venture capitalists
are investing more in restaurant chains. VCs may be drawn to BFH because of its unique restaurant
theme and setting and its weekly entertainment nights which attracts a lot of customers.
 BFH can also use crowdfunding platforms like GoFundMe and Kickstarter. The company has good
media attention. Many customers who enjoyed the services BFH provided, captured moments and
videos at BFH restaurant and had posted about it on different social media platforms like Instagram and
TikTok due to which they are now being widely recognized as a fun themed restaurant with exciting
entertainment and liveliness. This will increase their ability to get funding from crowdfunding platforms.

Task 3: Business Plan for Bob’s Fusion Heaven Restaurant for the purpose of
communicating the growth strategy to the relevant stakeholders.

Executive Summary

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‘Bob’s Fusion Heaven’ (BFH) is a locally owned restaurant in the UAE that aims to position itself as an
international franchise by using innovative approaches to the company's image and providing customers with
the ultimate thrilling experience by offering a variety of cuisines from all over the world. We offer a
combination of top-notch food at affordable prices, as well as creative packaging and a fun environment. We
have three outlets in UAE so far. Two in two different malls and one outdoors.
Our top priority is to open two outlets in Saudi Arabia, preferably in one of the well-known malls in the
country. Later on, our effort will involve expanding the number of outlets in the surrounding areas. For the two
outlets, additional financing must be obtained along with the capital investments made by shareholders. The
financing will enable BFH to successfully open and expand the outlets. The timeline for this project is 3 years.

Vision
At BFH, we strive to surprise and excite each customer with a fusion of flavors while enhancing and educating
the palate with the freshest ingredients and quality meals to give the ultimate extraordinary restaurant
experience.

Mission
Our main goal is to be one of the most successful restaurant outlets in Saudi Arabia starting with one outlet
located inside a major shopping mall as a "market tester". We want our customers to have the ultimate dining
experience when visiting our outlet(s) as they will learn about our fusion and forest themes and settings. We
aim to provide entertainment along with our food service. We are also working toward the greater good for our
employees, community, and environment.

Objectives
 To establish a presence as a successful local restaurant and gain 5% market share in the restaurant
industry of Saudi Arabia.
 To open another outlet in India by the 3rd year.
 To earn a profit margin of 9%
Requirements of Start-up of one outlet
Start-up Expenses

Kitchen and Fixtures $21,600

Furniture and Interior $16,500
Legal $3,000
Rent $15,000
Packaging and Stationary $8,500
Contingencies $4,200
Total Start-up Expenses $68,800

Start-up Assets
Cash Required $50,000
Other Current Assets $0

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 Long-term Assets $0
Total Assets $50,000

Total Requirements $118,800

Expected Returns

Company Description
Company Ownership
BFH is a privately held company. It will be registered as a Limited company, with ownership of 30% - Person
A, 25% - Person B, 25% - Person C, 20%-Person D. All of them have more than 6 years of experience in the
food industry. Person A and B hold an MSC. in Entrepreneurship MBA degree from University V. Person C
and D hold a Master's degree in Tourism and Hospitality from University G.
We will combine atmosphere, a knowledgeable and friendly staff, and a diverse menu to give our customers an
unforgettable dining experience and to achieve our goal of having high value in the fusion food niche. Although
our gross margin is higher than the industry standard, we still intend to increase payroll in order to recruit the
best team. For the first two years, we expect moderate growth as the surrounding areas learn about our
restaurant through word-of-mouth.
Keys to Success:
 Create a menu that will set us apart from the rest of the competition by being unique, innovative, and
entertaining.
 Costs should always be kept under control in all areas, and growth policies should be conservative.
 To sell the highest-quality products while maintaining customer satisfaction.
 Ensure complete customer satisfaction while maintaining the highest quality of services compared to
competitors.

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  Promote brand image, which is most crucial to success because they are the key to marketing
communications.
 Get access to high-traffic shopping malls near the target market.
 Promote good values of organizational culture.

Products Description
BFH offers a wide range of cuisines of different countries, Including Italian, Indian, Arabic, Chinese, Greek and
Mexican. They also offer fusion meals where cuisines of different countries are mixed and matched to create the
perfect combo meal. The fusion meals are the signature dishes and bestsellers of BFH. BFH also offers many
healthy alternatives like salad bowls, gluten free options, vegan alternatives and a variety of vegetarian meals.
Their dessert section also has vegan alternatives. Their bestselling dessert includes Gulab Jamun (Indian),
Kunafa (Arabic) and Crème Brûlée (French, English). They offer a variety of fruit juices and smoothies. They
also have shisha lounges for people who want smoke shisha.
Open every day
Our stores are open every day from 10 am to 12 pm.
Outlet Locations
We have 3 outlets in UAE, Dubai. We plan to open two more outlets in Riyadh, Saudi Arabia

Industry Analysis
More and more people in Saudi Arabia are dining out as the country has significantly become wealthier over the
past ten years. For the typical Saudi family, time has also become a concern. More than 40% of Saudi families
eat out at least once a week. Additionally, people are now much busier. The custom of staying in and preparing
meals at home is diminishing as more and more families start to have two sources of income. BFH will seek to
capitalize on this trend by providing a variety of meals to satisfy customers and offer them convenience.
BFH also has a competitive edge over other similar restaurants in that they provide entertainment in the forms
of musicals, dance shows, light music concerts etc. People now look towards more than just good food; they
want a good experience and BFH provides exactly that. BFH interiors, themes and settings also makes
customers never want to leave. It is a thrilling experience for most people.

Market Analysis
The food industry has seen significant growth as seen by the increasing number of new businesses in Saudi
Arabia including fancy restaurants, fast food franchises, and gourmet bakeries. According to a study by
Okaz/Saudi Gazette based on government reports, the total sales for the restaurants and cafes sector in Saudi
Arabia recorded a significant increase at the end of 2021, reaching SR62.65 billion, setting the highest historical
record in the process.
Target Market
 Age – Young Adults and Middle-Aged individuals. Children too as there are fast-food and kids' meal
options as well.
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  Family unit – We will also appeal to families (young families) with children.
 Gender - We will target both sexes, with a slight skew for females due to their higher attention to dietary
concerns.
 Income - We will appeal to the medium income to high income individuals.
 Health-conscious people looking for preservative-free, vegan, healthy, fresh food.
 Adventurous people looking to try different types of cuisines and love experimenting with new and
variety of flavors.
 People seeking for an entertaining dining experience as BFH puts up fun musicals and calm music
concerts.
Market Segmentation
BFH will be located in malls. We are targeting working class, middle-aged adults and family outing as our
primary market. Due to heavy traffic jam in Riyadh, it is common for the working-class people to have lunch
and supper in BFH, and not at home. Our secondary market segment are young adults and college students.
With shopping malls in the vicinity, Riyadh is the haven for shoppers. Young adults, college students and even
school students visit shopping malls frequently and plan a dine out there. BFH is a great place for dining
especially with groups of friends and family.
Families contribute to the 67% of the revenue generated at dinnertime.
 have 2-4 kids and
 67% of people have a bachelor's degree.
 26% have graduate-level coursework.
 Eat out 1 time per week.
 Since neither parent has the time to prepare a meal at home, dinners out are used as a meal replacement.
 sophisticated families residing three miles or less from the site
Working class make up 69% of lunchtime revenue.
 Ages 19-47
 Average individual income is $36,000.
 72% of people over the age of 23 have a bachelor's degree.
 Eat out 2 times a week
 young professionals who reside close by
 Customers who shop at the nearby stores
Our Target Audience:
 Desires a fun and entertaining experience.
 Wants variety and flavor in its food.
 Looks for speedy service.
 Enjoys eating out.
 Leads an active lifestyle.
 Comes from various ethnic backgrounds.
 Wants a good offer at a good price.

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  Wants healthy but delicious meals.

Competition Analysis
Competitive Landscape
Types of restaurants and food services that are competing with BFH:
 Fast food: Provides the ease of quick service. Although the food product is not competitive, some
consumers are willing to sacrifice quality for convenience. This can be tackled as BFH provides drive-
through services allowing for quick and convenient orders of meals.
 Takeout: A customer can enjoy already prepared food in their home thanks to a takeout service. This can
also be tackled as BFH provides quick online deliveries.
 Takeout: A customer can enjoy already prepared food in their home thanks to a takeout service. This can
also be tackled as BFH provides quick online deliveries.
 Sit-down dining: Customers who have the time to enjoy a leisurely meal choose sit-down dining. The
menu has a variety of food and is usually expensive, and food service takes longer.
 Sandwich shops, which are included in the fast-food category and compete with BFH because their food
is healthier than the fried fast-food alternatives, The lunch hour is when this competition usually occurs.
 Supermarkets: Offer prepared foods and are even more convenient than drive-throughs or fast food. This
competition can be tackled by partnering with supermarket chains and selling prepared meals at these
supermarkets.
Direct Competitors
 Al-Baik
 Applebee's
 Chili’s
 Nando’s
 KFC
 Hardees
 Bombay Chowpatty
 Panda Express
 PF Chang’s
Competitive Advantage
BFH unlike all the above-mentioned restaurants has mix and match options where cuisines of different
countries are mixed and matched n the perfect way. These are BFH’s bestsellers. Another thing that makes BFH
unique from the rest is their forest-themed restaurants. All the competitors have a simple theme but BFH has a
very calming outdoor/forest them which attracts a lot of customers. This also helps BFH gain a good social
media presence as customers take pictures and usually post them on social media platforms where more people
are drawn to the restaurant’s theme. Another competitive advantage BFH has is the entertainment nights they
plant out. These attract customers looking for a fun night out with friends or family or work buddies. These
nights include musicals, small concerts, dance shows and magic shows.

Marketing Strategy
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Pricing Strategy
We use the cost-plus pricing strategy, in which BFH takes into account all expenses related to making a plate of
food, including fixed expenses like the wages paid to cooks and wait staff, rent, and utility costs. After a
reasonable price for a dish has been established, the profit margin is then added. Depending on the complexity
of the dish, the ingredients used, and the amount of effort involved in making the dish, prices can vary from
meal to meal. We intend to use the penetration pricing strategy upon the opening of the outlet in Saudi Arabia.
After 2 years we plan to increase the pricing as our customer base grows. We also use the psychological pricing
strategy where every item on the menu is priced ending with .99 which gives customers the idea that the food is
cheaper than it appears to be.
Marketing programs
Word-of-mouth, social media, public relations and in-store marketing will be our key strategies. Due to the high
traffic in the targeted shopping locations, this marketing program will be by far the most cost effective and
successful.
In-store marketing strategies:
 Brochures available in-store that outline our philosophy and concept.
 Wall posters
 Our design concepts
 In-store viewing of certain cooking processes
 Our outdoor and forest theme
 Posters outside
 Grand opening promotion
 Publicizing internally
Advertisement mediums used:
1. Social Media: Along with the social media attention gained by word-of-mouth, we also plan to make
social media pages on TikTok and Instagram specifically and post fun and entertaining content which
will create customer engagement and spread brand awareness. We will also post about offers, news
about the entertainment nights at BFH and more.
2. Web Page: Consisting of company philosophy, values, history, menu, delivery processes and news.
3. Local Magazines that target our core customers
4. Billboards.
Sales promotion strategies:
 VIP cards
 Gifts: For people whose order exceeds 204 Riyal, they get to choose any dessert or smoothie which will
be free of cost.
 Discounts- On customers’ birthdays, engagement, wedding anniversaries' etc.
 Seasonal Discounts- On festivals and occasions.
Ansoff’s Matrix for Bobs Fusion Heaven Restaurant

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  Market Penetration: BFH uses several market penetration strategies. The company offers a variety of
combo meals that come with the main dish, fries, and beverage. Drive-throughs have been set up by
BFH so that customers can easily make purchases. To draw in more customers, the business also
provides home delivery. They also offer seasonal deals and discounts for group purchases. The business
keeps enhancing the efficiency and quality of its customer service. BFH also employs the tactic of
psychological pricing, which means everything is priced ending at .99. This makes the price of the
product look lesser than it is. They aggressively advertise their products using various means, including
Television, billboards, social media, and so on. The goal of each marketing campaign is to encourage
current customers to try other items on the menu or ensure repeat purchases.
 Market Development: The market development strategy of BFH involves entering new geographical
markets. Other countries in the Middle East are where BFH plans to expand its business. Saudi Arabia is
their main target. Once they have become large enough, they plan to expand their business to Qatar,
India, USA and UK as well. BFH launches customized products based on the market nature. introduces
products that are specifically tailored to the market. For example, BFH offers local Emirati (culture of
UAE) cuisines. This promotes consumer attraction in the local markets. When BFH enters a new market,
it also lowers its prices to help it establish itself and grow its customer base from the start. The company
is able to successfully enter new markets and boost its revenues through each of these strategies.
 Product Development: BFH puts a lot of effort into determining the needs of consumers before
introducing new products to satisfy their taste buds. They acknowledge vegans and have delicious meals
that are vegan-friendly. They also have healthy alternatives. For example, some of their smoothies use
almond milk instead of full-fat milk and maple syrup instead of sugar. they also have many gluten-free
options. BFH keeps launching new products in its desserts, drinks, and burgers ranges. All of these
strategies help the company launch and succeed with new products in its existing markets.
 Diversification: The Company employs concentric diversification.
Sales Strategy
The sales strategy is to build and open new locations to increase income. This plan, however, will be
implemented when the one "market tester" outlet in the mall shows growth prospects. As each individual
location continues to build its local customer base over the first three years of operation, the goal for each store
is $104,250 in yearly sales, with the original flagship store expected to earn nearly $200,000 per year.
Integration and Growth Strategy
Franchising is an effective way for forward integration. BFH will franchise the brand, logo, technique and
management to other businesses.
BFH will also form strategic alliances with soft-drink and beverage companies like Coca-Cola and Starbucks.
With this BFH can benefit by sharing risks and entering new markets (Beverage industry) and also increase the
brand awareness as Coca-cola and Starbucks are well-known brand giants.

Personnel/Human Resource Plan and Budget

Year 1 2 3
Owner $ 40,000 $ 41,200 $ 42,436
Chefs $105,000 $108,150 $111,395
Wait Staff $ 40,000 $ 41,200 $ 42,436
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 Busing Staff $ 25,000 $ 25,750 $ 26,523
Administrative $ 20,000 $ 20,600 $ 21,218
Total $230,000 $236,900 $244,007

Number of Personnel per outlet

Owner 1 1 1
Chefs 3 3 3
Wait Staff 4 4 4
Busing Staff 2 2 2
Administrative 1 1 1
Totals 11 11 11

Financial Plan
Sources of finance
 BFH uses multiple sources of finance for funding their businesses in all different locations. BFH uses
bank loans as a main source of finance as it was a great way to get initial investment and working capital
for the restaurant.
 Few venture capitalists are also investing in the business. Restaurants are a new "Investment Interest,"
according to venture capitalists. Investors are starting to realize the enormous potential of the industry as
more people are starting to order food and eat out. For this reason, many venture capitalists are investing
more in restaurant chains. VCs are particularly drawn to BFH because of its unique restaurant theme and
setting and its weekly entertainment nights which attracts a lot of customers.
 BFH also uses crowdfunding platforms like GoFundMe and Kickstarter.
Financing
Equity Financing
Owner’s/Management Investment $ 25,000
Total Equity Financing $ 25,000
Debt Financing
Bank Loan $ 100,000
Lines of Credit $ 100,000
Peer-peer lending $ 100,000
Total Debt Financing $ 300,000
Total Financing $ 350,000

General Assumptions
General Assumptions can include projected profit and loss, balance sheet and cash flow statements.

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 5. Task 3: Various ways that a small business owner can exit the business and the
implications of each option.
5.1 Mechanisms for Exit in the Event of Failure
 Bankruptcy: Bankruptcy applies to sole proprietors and partnerships. Declaring bankruptcy legally
acknowledges that you are unable to pay your debts. Bankruptcy typically lasts three years, but it will
also appear on the credit report for up to five years, or longer in some cases. You will be unable to run
another business or work in certain professions while you are bankrupt.
 Liquidation: Liquidation is only applicable to companies and occurs when they are unable to pay their
debts. When a company goes into liquidation, its assets may be sold to pay off its debts. It should only
be used as a last resort because it can harm your reputation and drive away customers. This exit strategy
is used when there is simply not enough money to keep the business afloat. The main difference between
liquidation and bankruptcy is that liquidation is for companies while bankruptcy is for individuals.
Liquidation is a method or tool to end a business in a systematic way, whereas bankruptcy is a legal state
in which an individual is declared insolvent, with associated legal consequences.
 Business Abandonment: This exit strategy involves closing the business or at the least pausing
operations until further notice. This suggests that you take a break, evaluate the circumstances, and then
if the owner is able to, resume the work later on. The owner might eventually find funding again or
discover a different source of income that will enable them to bounce back later on stronger than before.
 Sale of Business: Sometimes the only exit strategy would be to sell the failing company. Even if the
owner might not want to, it might be the only way to move forward. Potential buyers might buy the
company for a bargain price. (Harrington, 2021)
5.2 Exit Strategies for Successful Small Businesses and their owners.
1. Mergers and Acquisition deals: An M&A is a strong exit strategy for any company looking to sell
their business, and it's also a good choice for startups. You'll be selling your company to a different
organization, which might want to expand geographically, overthrow competitors, or acquire your staff,
facilities, or products.
Pros: The ability to control price negotiations and establish your own terms makes this one of the strongest exit
strategies for business owners. You might be able to raise the price even more if you're selling to a competitor
or taking multiple bids.
Cons: M&A procedures frequently fail and can be time- and money-consuming.
2. Sale of Ownership to partner or Investor: One can sell their ownership to a partner or venture
capitalist while the company is still operating as long as they are not the sole proprietor of the company.
In this kind of exit strategy, the phrase "friendly buyer" is frequently used because it's likely that the
owner would sell their stake to a person they know and trust.
Pros: The business can continue operating with little disruption to regular operations, maintaining steady
revenue streams. This person probably already has a stake in the company and is dedicated to its long-term
success.

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Cons: It may be difficult to find an investor who will buy one's share of the company. The sale might not be as
financially beneficial because it is less objective; the owner may lower the selling price if the buyer is someone
close to them.
3. Family Succession: Family succession exit (or legacy exit) is the concept of keeping a successful
business "in the family". It is important to note that planning for a family succession in a business is just
as important as planning for any other type of exit. This is a desirable option for those who want to leave
their business legacy to a child or family member, but it's crucial to make sure the person is capable of
handling the responsibility.
Pros: Because they are a family member, they are more likely to be familiar with the company and its
operations. Over many years, this person can be prepared to move into a leadership position. With business in
the family, the owner can still have close connections to the business, possibly in an advisory or consulting
capacity.
Cons: Even though it might sound appealing, there might not be anyone qualified to lead a multiple-generation
family business. The family may experience unnecessary financial or emotional stress as a result of blurring the
lines between work and personal life.
4. Acquihires: Acquihires is a business exit strategy in which a company is purchased only to acquire its
talent. This type of acquisition can be very advantageous for skilled employees as the owner can be
confident, employees will be well looked after once the business is sold.
Pros: The owner will be able to negotiate more favorable terms of the acquisition if someone is actively trying
to acquire the company's talent. Future prospects for the employees will be more secure and prosperous.
Cons: Finding a buyer who is interested in an acquihire may be difficult. This can be a challenging and
expensive process, just like regular acquisitions.
5. Management and Employee Buyouts: In management buyouts, employees who are already employed
by the company can advance into more senior positions to fill the leadership gap. They should be
capable of running the business because they are already familiar with it.
Pros: The owner can be confident that the company is being managed by someone experienced. In comparison
to a sale to a third party, the handover procedure is simpler.
Cons: There might not be a manager or employee available who is eager to take over. Significant management
changes may have a negative effect on the company.
6. Initial Public Offering: In an IPO exit, the owner takes the company to the public and sells shares as
stock to shareholders. Here the company’s ownership is transitioning from private to public ownership.
Although an IPO has the potential to be very profitable, it is also very challenging. Private investors
might see tremendous potential in the company, but the larger industry might not. Many people choose
to remain private for a variety of reasons, including high regulatory costs and increased pressure and
scrutiny from shareholders.
Pros: The chance of earning a sizable profit, more so than with any other exit strategy.

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Cons: The public, regulatory agencies, and stockholders will all be watching closely. Mandatory progress and
performance reporting are additional requirements for an IPO. Due diligence for IPOs is difficult, expensive,
and time-consuming.
7. Recapitalization: In a recapitalization, an investor (typically a private equity group or "PEG") buys an
equity stake in the business using a combination of cash and debt financing. They expect to grow the
business and make a good return on their cash investment when they sell the company at a higher price
in three to seven years. The PEG gains a majority (controlling) interest but is not involved in day-to-day
management. Accelerating the company’s growth and maturity is a part of the recapitalization strategy.
A recapitalization provides an owner with significant liquidity now AND more liquidity when the PEG
is prepared to exit and the company is completely sold to another PE firm or strategic acquirer.
Recapitalization can include:
 the buyout of specific shareholders,
 the transfer of partial ownership to the next generation, and
 equity participation by management.

8. Liquidation
9. Bankruptcy

Family Businesses
5.3 Factors that affect growth and succession in a family business:
1. Effective Succession Planning: The two main causes of family business failures are poor transitions and
a lack of succession planning. The establishment of a strong and effective board involving independent
directors is necessary to prepare for a handover from one generation to the next.
2. Professionalizing Structures: At some point, many growing businesses will need to professionalize their
operations, but family businesses frequently face an additional layer of complexity. Due to the intimate
nature of family relationships, mistakes could have disastrous effects on the company.
3. Innovations: Family-owned businesses struggle with a lack of understanding of how technology affects
their business and the opportunities and threats it presents. Consumer targeting on social media, e-
commerce, and online advertising are all effective new tools that were not available to previous
generations.
4. Family Unity: Unified families are much better at adjusting to change and frequently prioritize the
interests of their families and businesses over their own. Families build unity by prioritizing
communication.
5.4 Succession Planning Steps
1. Identifying Key Positions: Start the succession planning process by determining the skills necessary for
the business to succeed. This could include years of experience, qualifications or licenses, or other "soft
skills" that affect a company's success (like customer relations abilities, for example).
2. Building Success Profiles: The manager should focus on understanding each role's requirements after
identifying the critical roles. In this phase of succession planning, we define the talent composition
necessary for success by taking into account both current and upcoming organizational needs. In order to

33
 select and prepare future leaders, you should take into account the knowledge, skills, and abilities that
this step provides.
3. Nominating Successors: One can start nominating potential succession candidates once they have
gained an understanding of the competencies necessary for success in a critical role.
4. Assessing Development Needs: The bench strength will be assessed in more detail after the Nomination
Survey. Using scientifically valid leadership assessments to add objectivity at this point in the
succession planning process is a huge opportunity.
5. Developing Talent: It's time to develop a development plan after evaluating talent and determining
development requirements. These strategies, which are intended to help candidates fill in any gaps in
their knowledge and/or experience, should be customized for each succession candidate. This will help
them increase their capacity to take on new responsibilities within the organization.
6. Measuring Progress: Tracking measurable progress indicators and regularly informing important
stakeholders of the results helps to demonstrate the value of the succession plan. This can be done by
examining the metrics that can be easily measured within the organization.

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