GARMA

MUSEUM AND
RESTAURANT
 Nikhil Ramnath - 1455419
Manisha Purmessur– 1458607
Andres Umbacia– 1485699
Muhammad Ramjane - 1471358
Ihalagedara Wanasinghe – 1459642
IDEA
Location: Wilson Proms
The name GARMA : “GARMA Festival” taking
place over 4 days each August in Northern Territory
Australia.
 VISITOR
ECONOMY
Visitor Economy plays intrinsic,
sustainable and playing a huge role in the
development in the economic
development in Australia
Tourism is in the top 5 of economic
sectors in Australia.
Lack of development in the regional area
and there is a high rate of unemployment
amongst the youth
Tourists always travel to learn more
about the culture of the country or their
food,
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DEMAND TO BE
MET

Need of innovative ideas

Attract more tourist to the Australian
Culture
Create job opportunities to Aboriginal
People

4
STRATEGIES

 Differentiation Strategy – Fully

Aboriginal food, art, music, art
shows
 Targeting Strategy - Multi-
Segment Targeting

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 POINT OF
DIFFERENCE AND
POINT OF PARITY
Technological
facilities
(Flexible and
Local convenient
ordering)
foods and
High
Budgeted prices, Instore
quality
facilities that represent local
ingredients
culture (Aboriginals), Local
menu with more choices.

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 UNIQUE
VALUE
PROPOSITI
ON
You will fell in love with our food and
restaurant and you it will be a great
memory that you can add to your bucket
list”
• Authentic Gourmet Aboriginal
Cuisine
• virtual experience
 DIFFERENTIATIO
N STRATEGY
Strategic Advantage

Low Cost Product Uniqueness

Cost leadership Strategy Differentiation Strategy

   
 Low maintenance cost  Advance Technology
  (Virtual experience)
 Only Aboriginal Food

(Industry Wide)
 

Board
Strategic Target
Focus Strategy (Low Cost) Focus Strategy
  (Differentiation)
 Budgeted menu  

Segmentation)
   Employees – Aboriginals
 Festival Events

Narrow
(Market
Appearance of the restaurant
(Coping with the Aboriginal
culture)

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MARKET ANALYSIS
PORTER'S 5 FORCES

Threat of New entrance – Low

Bargaining Power of Buyer - Low

Threats of Substitutes - Medium

Bargaining Power of Suppliers - Medium

Rivalry Among Existing Competitors - High

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PROBLEMS AND
OPPORTUNITIES
STATEMENT

• There are low support to Aboriginal People in

Australia
• Government is supporting them on doing
business (THRAMBA BUGHEN”, Victorian
Aboriginal Business Strategy)
• Proms is high with Australian Aboriginal’s
culture.
• Job opportunities to Aboriginal people
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KEY FINDINGS
AND
RECOMMENDATI
ONS

• First mover advantage in the market

• The restaurant may need to take more
differentiation strategies
• budgeting strategies to control the cost
• With the time the market competitors will
adapt this change and will do innovation to
compete

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CONCEPT OF
IMPLEMENTATION
• Everyone in the organization
work together to make it a
success

• Predicted that it will take 8

months to implement

• Businesses needs to be aware of

their actions

• Background knowledge about

the aboriginal culture before
launching the business.
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 KEY
PERSONNEL
AND THEIR
ROLES
General Manager

Human Accounting &

operations Marketing
Resource Finance

Event Planner

Restaurant

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 COST
VALIDATION
& BUDGET
• Start-up cost of $643,299
• Finance source – Bank Loan , Campaigns,
sponsors, government funding

Budgets
• Total budgeted investment 1st year - $557,200.00
• Payback period of Loan – 1year and 3 months
• Profit after tax for first year - $259,720.56
• Mark-up:
• Wine – 150%
• Meal – 50%
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• Museum shop – 42.86%
COST VOLUME
PROFIT ANALYSIS
Cost Volume
Total Costs
ProfitTotal Revenue
3000000

2500000

2000000

1500000

S
1000000

500000

0
2020 2021 2022
Year
 RISK
ASSESSMENT
AND
MANAGEMEN
T
• Inevitable Accidents (Like; Tsunami,
Pandemics, Fire) - Medium Risk
• Food Related Issues – High Risk
• Transport Difficulties – High Risk
• Financial Hardships – Medium Risk
THANK YOU !
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