Caf Paradiso Sample Business Plan

Business Plan
2007/2008

Commercial-in-Confidence
Date

Table of Contents

1.0

2.0

3.0

4.0

5.0

6.0

Executive Summary

1.1

Business Opportunity

1.2

Product/Service Offering

1.3

Marketing Plan

1.4

Management Team

1.5

Financial Plan

Business Opportunity

2.1

Business Opportunity

2.2

Vision and Mission

2.3

Goals and Objectives

2.4

Nature of the Business

Market Analysis

3.1

Situational & SWOT Analysis

Table 1: SWOT analysis and strategy development

3.2

Industry Analysis

3.3

Competitor Analysis

Table 2: Analysis of competitors

Table 3: Analysis of competitors products and services

7
7

Elements of Success

4.1 Target Market

4.2

Marketing Plan

5.1

Marketing Objectives

5.2

Marketing Mix

Table 4: Value Propositions

5.3

Action Plan

11

5.4

Sales Analysis and Forecast

11

Figure 1 Sales forecast

11

Legal Matters and Risk Management

12

6.1

Business Structure and Business Name

12

6.2

Registrations, Licences and Permits

12

Table 5: Listing of registrations, licences and permits

12

Contracts and Agreements

13

Table 6: Listing of contracts and agreements

13

Risk Management

14

Table 7 Risk assessment

14

Insurances

15

Table 8 Listing of insurance policies

15

Intellectual Property

15

Table 9 Listing of intellectual property owned

Table 10 Listing of permissions for use of intellectual property

15
15

6.3
6.4
6.5
6.6

7.0

Competitive Advantage and Unique Selling Proposition

Human Resource Management

16

7.1

16

Organisational Chart

1.1 Business Opportunity

Brendan and Margaret Elliott have entered into negotiations to purchase a caf business,
called Caf Paradiso, because of its great location in the Mountain Glen Shopping Centre
with the highest number of passing shoppers which is supported by a large and growing local
population. There are a limited number of cafs within the centre and with both Brendans and
Margarets experience with having successfully operated and owned a number of cafes in
Australia and overseas they will be able to increase their market share from 35% to 40% in 12
months.
The competitive advantages of the business are:
location
quality of food and service
knowledge and experience of the industry
available financial resources

1.2 Product/Service Offering

The main activity of the company is the operation of the Caf Paradiso. Business activities
include purchasing, storing, preparing, selling and serving our products to our valued
customers. We expect to serve over 6,000 customers (dine in and take away) per month.
The Caf is open from 8:00am to 5:00pm Monday to Saturday and from 8:00am until midday
on Sunday. The caf comfortably seats 36 persons.
The mission of the business is to satisfy customers needs and wants for high quality coffee,
delicious nutritious meals and excellent service. Our main point of differentiation from other
cafes and coffee shops in the Centre is that one of the business owners is an internationally
trained chef who will be able to produce fresh, light and healthy meals each day as well as
develop new menu items to meet the changing needs and tastes of people who care about
what they eat. The high quality coffee will target staff and shoppers in the Shopping Centre
who enjoy good coffee that simply offers good value for money at highly competitive prices

1.3 Marketing Plan

The objectives of the company are to:
maintain market share through the change of ownership then grow market share to
40%, and
generate a before tax net margin of 20%.
The business will achieve these objectives by:
retaining two key staff members of Caf Paradiso to maintain continuity of customer
relationships during the changeover
upgrading signage to be more visually appealing
maintaining the existing price levels and controlling costs
undertaking more aggressive marketing and promotion.

1.4 Management Team

Brendan and Margaret Elliott, owners of Seaview Pty Ltd are both experienced Caf
owners/managers having successfully operated a number of cafes in Australia and overseas.
Brendan is a qualified chef and has previously worked for the Hilton and the Sofitel groups
before owning his own caf. Margaret has a degree in Business Management (Hospitality)
and she too has worked for the Hilton group of companies and for the Rydges group.
Brendan and Margaret will work full-time in the business, retain two key staff from the
previous owner to maintain the continuity of relationships with customers during the transition,
and will employ an additional four staff. Two of those staff will work on a part-time basis.
.

1.5 Financial Plan

Our projected performance is summarised below:
Turnover: Year 1 $536,650
Year 2 $580,000
Gross margin $378,690 (71%)
Net profit (before tax) of $109,869 in the first year, growing to $131,175 in the second year of
operation.
The business is cash flow positive from the first month of operation
Break-Even is estimated at a monthly sales level of $30,869
Return on Total Assets: 37.3%
Return on Equity: 51.2%
The purchase price of the business is $170,000. Total start-up cost has been calculated at
$209,810 and is to be funded by way of a $104,905 bank loan and equity injection of
$104,905 from Brendan and Margaret. It is proposed that the loan be paid back over a two
year period from cash flow.

2.0 Business Opportunity

2.1 Business Opportunity
Purchase of an established cafe within the Mountain Glen Shopping Centre that is part of a
large, well developed master planned community which is still growing, incorporating a
regional shopping centre, residential, retail and commercial development.
The business is ideally located for a Caf, being situated on the main mall with a high passing
trade due to its close proximity to two national supermarket chains and a number of well
known retail fashion clothing chains. There are a limited number of cafes within the centre and
Caf Paradiso has the best location, with the highest number of passing shoppers.
Caf Parisdos primary customers are shoppers and staff within the Shopping Centre who
take a break from their shopping or work and enjoy fine coffee or other beverages as well as
for people wanting a light, quick and healthy meal that provide a good alternative to the fast
food options. The success of the business is based on its excellent location, quality of
management and staff, great value for money coffee and meals and superior service.

2.2 Vision and Mission

Vision - The companys vision is to be the Caf of preference for Mountain Glen Shopping
Centre customers.
Mission - The mission of the business is to satisfy customers needs and wants for high
quality coffee, delicious nutritious meals and excellent service.

2.3 Goals and Objectives

Goal one: maintain continuity of customer relationships during the changeover by:
Retaining two key staff members of Caf Paradiso
Maintaining the existing price levels
Goal two: maintain market share and sales through the change of ownership then grow
market share to 40% in 18 months. The strategies to achieve this goal are:
Increase the number of customers
Increase the average sales size
Increase repeat trade from customers
Undertaking more aggressive marketing and promotion
Goal three: generate a before tax net margin of 20% for the next two financial years by:
Eliminating high cost purchases
Improving cost control
Improving stock control

Page 6

2.4 Nature of the Business

Caf Paradiso will serve take away beverages (especially fine coffee) and moderately priced
good quality light meals to the casual dining market within the shopping centre precinct.The
caf is profitable, has a strong positive cash flow and may be seen as a strong viable and
growing business.
Seaview Pty Ltd was recently established for the purpose of acquiring the existing caf
business known as Caf Paradiso, located at the Mountain Glen Shopping Centre. Caf
Paradiso was one of the first shops to open at the centre and enjoys an excellent location
from which to operate. Seaview Pty Ltd will be acquiring the business name Caf Paradiso.
Brendan and Margaret Elliott, owners of Seaview Pty Ltd are both experienced Caf
owners/managers having successfully operated a number of cafes in Australia and overseas.
Brendan is a qualified chef and has previously worked for the Hilton and the Sofitel groups
before owning his own caf. Margaret has a degree in Business Management (Hospitality)
and she too has worked for the Hilton group of companies and for the Rydges group.
Brendan and Margaret will work full-time in the business and will employ an additional four
staff. Two of those staff will work on a part-time basis.

Page 7

3.0 Market Analysis

3.1 Situational & SWOT Analysis
STRENGTH
Sales & Marketing Currently holds largest
market share in the shopping

STRATEGY
Maintain and grow market share by
improving marketing and promotions both
within and outside the Shopping Centre
Location within the Shopping Centre for Provide quality products and services to
point of sales
generate word of mouth endorsements and
repeat business
Skills knowledge, skills and experience of Train and develop staff to deliver superior
owners/managers in running successful caf quality of products and services
businesses previously
Financial owners access to financial Fund training, marketing and develop new
resources and strong cash flow from menu items
operations
WEAKNESS
STRATEGY
Location capped capacity due to floor Investigate the option of negotiating
space
acquisition of additional floor space from
adjoining shops
OPPORTUNITY
Economy Well positioned to take
advantage of a strong economy, low
interest rates and high disposable income
Social Patterns Population growth
(residential development) and increased
standard of living
Physical Factors Improved public
transport and infrastructure
WEAKNESS
Environmental Increased cost of
utilities, such as water and electrical
power

STRATEGY
Expand marketing and promotion
maintain prices at current market levels

and

Increase advertising and investigate potential

to increase floor space
Increase advertising in these surrounding
areas to attract new clients
STRATEGY
Look at alternatives to develop capacity to use
gas and implement water saving policies and
practices

Table 1: SWOT analysis and strategy development

See appendix for the situational analysis done on both the internal and external environments

Page 8

3.2 Industry Analysis

The caf market is a competitive market with franchised operators starting to emerge in the
coffee shop segment (also offering light meals), which will over time increase concentration in
this segment. While the level of competition is increasing, the shopping centre in which Caf
Paradiso will be located has capped the number of cafs and coffee shops within the complex
(by covenant in the Lease Agreement). To this extent, there will be limited competition and it is
anticipated that all cafs and coffee shops within the complex will be quite profitable.
Key points about the caf and restaurant industry:
Greater concentration in higher than average household income areas
Sensitive to changes in real household disposable incomes
Trend towards singles, families and business people meeting and eating out
Growth with households increasing purchasing frequency and the amount spent in
each transaction in this area
The current general trend is for cafes and restaurants to concentrate on offering value for
money with an emphasis on family restaurants, as well as franchised opportunities. The
industry will continue to benefit from higher incomes and time constraints on some
households as well as lifestyle changes. This will include more dining out or take away food
consumption.
There are three key success factors in the caf industry that are essential for the business to
do well in order to be competitive. These factors are based on the positioning of the business
as well as its place and physical appearance:

Location of caf in terms of:

o Proximity to surrounding attractions
o Short distance to consumers
o Convenience and accessibility

Physical appearance in terms of:

o Cleanliness of premises
o Quality of food
o Quality of service

Clear market position

3.3 Competitor Analysis

Our two main competitors are Club Caf and Coffee Extravaganza as they both have strong
brand recognition, with high product quality and well-documented processes for how the
business should be run which comes from being a national franchise business. However, they
have the operating boundaries of the franchisor that doesnt give them the flexibility to change
menu items so easily. This flexibility is something Caf Paradiso can take advantage of with
having a chef who can develop new menu items to meet the changing preferences of
customers. Zhavargos Caf is able to be more flexible to market needs attracting the price
conscious clientele with an average quality product but this is not the market space Caf
Paradiso is competing in.
Our competitors have no history of discounting and whilst the number of cafs within the
centre is capped, pricing should remain very stable. The following tables outline an analysis of
the cafs competitors, their products and targeted customers:
Page 9

Table 2: Analysis of competitors

Company Name
Club Caf

Coffee
Extravaganza
ZhavargosCaf

Size
National
franchise 20% market
share
National
franchise
20% market
share
Local
suburban
caf.

Sales Mix
(Product/ Service)
Coffee, wine and beers
and other beverages,
light meals, cakes and
desserts; liquor licence
Coffee and other
beverages, light meals.
Focussing more on
coffee and beverages
Coffee and other
beverages, light meals

Years in
Business
2 years - since
the centre was
opened
2 years - since
the centre was
opened
2 years since
the centre was
developed

Reputation Rating
(1-10)
8 - Franchise chain
has a sound
reputation
8 - Franchise chain
has a sound
reputation
5 6. Variable
quality

Table 3: Analysis of competitors products and services

Marketing mix

Club Cafe

Coffee Extravaganza

Zharvargos Caf

Product Quality
Price

High
Upper end of the market

High
Upper end of the market

Place/Distribution

Franchise Australia
wide. Locally only the
one outlet.
Shop signage, loyalty
cards, sideboards and
well know brand
Franchisees and staff
trained
up
to
the
standards of franchisor
Documented processes
and
standards
to
manage and get the
most value out of the
business
Everything
to
the
standard of the franchise
from the quality of the
product, service, fit-out
of the premises and staff
uniforms etc

Franchise Australia
wide. Locally only the one
outlet.
Shop signage, loyalty
cards, sideboards and
well know brand
Franchisees and staff
trained
up
to
the
standards of franchisor
Documented
processes
and standards to manage
and get the most value
out of the business

Variable
Low end of the
market
Only the local outlet.

Promotion
People
Processes

Physical evidence

Everything to the standard

of the franchise from the
quality of the product,
service, fit-out of the
premises
and
staff
uniforms etc

Shop
signage,
sideboards
Only the local outlet.
Mainly in the head
of the owner

Standards vary in
terms of quality of
products, services,
staff and physical
surroundings

Caf Paradiso will need to maintain current marketing activities and a high level of service and
product quality to ensure its competitiveness. It needs to have a clear market position to target
and promote the quality and value for money of products and services.

Page 10

Page 11

4.0

Elements of Success
4.1 Target Market
There is substantial population growth in the area as residential development continues and
commercial development commences. The master planned community attracts a high socioeconomic demographic with high employment and higher than average per capita income.
Caf Paradiso customers are the passing shoppers and shopping centre staff of all ages who
enjoy a fine coffee (dine-in, or take away) and a healthy, value-for-money meal. The majority
of the general public consulted in the shopping centre were families and young singles. The
cafe will make it particularly easy for a young family to enjoy a meal by providing a range of
childrens meals and activities. Our take away beverages will also appeal to this group and
the segments made up largely of singles between the ages of 18 40 who shop or work
within the shopping centre precinct. They tend to have moderate incomes with high
discretionary spending.
The majority of customers who purchase coffee from Caf Paradiso are social drinkers,
followed by customers who want their daily fix or a pick me up. They are wanting a
convenient, friendly and relaxing environment to recharge their batteries or socialise over a
fine coffee, choice of beverages and quality fresh, light and healthy meals that provide an
alternative to fast food options. The market need being satisfied is based on convenience,
quality and value for the coffee drinkers as well the health conscious consumer who is
concerned about what they eat.

4.2 Competitive Advantage and Unique Selling Proposition

Our first and main competitive advantage that we possess is our location. Caf Paradiso is in
the best possible location for a caf and has 3 years of the initial 5 year lease to run, plus the
option of another 5 years.
Our second competitive advantage is the quality and value of the wide variety of light and
healthy meals offered by the business that cannot be matched by other businesses in the
centre. In addition, one of the owners is an International Chef who can create new menu
items overnight which gives the business the flexibility to sell products to meet the changing
preferences of customers.
Our third competitive advantage is the industry experience and expertise of both owners
running successful caf and restaurant businesses in the past.
These competitive advantages form the basis of our unique selling proposition with the slogan
of Paradisos convenient, light and healthy and will also include widely promoting the
culinary skills of our International Chef.

Page 12

5.0 Marketing Plan

5.1 Marketing Objectives
There are three key marketing objectives:

To achieve sales of $536,650 for the first year and $580,000 for the second year.
To achieve estimated 40% market share next 12 months.
To position the business as a convenient place to eat light and healthy meals

To be reviewed in 6 months.

5.2 Marketing Mix

PRODUCT
Healthy and light meals are the key point of differentiation for the business because the Caf
has the capabilities and flexibility to develop new menu lines to meet the changing needs and
tastes of customers, whereas the two franchise businesses in the centre must conform to the
requirements of the franchisor. While the other products, in particularly fine coffee, are not
unique they do offer excellent value for money that fill the price points between the high and
low ends of the other coffee and caf businesses in the centre.
The caf will provide the relaxed and friendly environment that our customers seek when
searching for a dine in meals, beverages and cakes and dessertsthat offers excellent value
for money, but do recognise that this is not unique as shown in table 4 below:

Table 4:Value Propositions

Features

Benefits

Cafe environment
Fine coffee
Beverages
Fresh & light meals
International chef
Cakes & desserts

Importance
to 10)
Relax and take a break
Enjoyment & social connector
Refresh and relax
Health & well being
Quality and variety of meals
Complements coffee & meals

(1
8
7
4
8
8
4

Unique?
Y/N
No
No
No
Yes
Yes
No

Rating: 1 = Low, 10 = High

PRICE
We propose to offer high quality food and service at a price comparative to our major
competitors we will meet the market on price to retain market share if we need to. Our
clientele have a medium to high disposable income and seek high quality products and good
service, pricing will reflect the value of our products and services.
The shopping centre has a captive market and given the limited number of cafs in the
Page 13

centre, prices have not been discounted in the market. There is no intention to discount to buy
market share as Caf Paradiso currently holds the largest market share of approximately 35%
and we intend to take it to 40%, whilst maintaining existing margins.

PLACE (i.e. DISTRIBUTION)

Customers access and purchase our products and services through our shop front. The
location of the caf is at the southern end of the Mountain Glen Shopping Centre. Mountain
Glen is a very large regional shopping centre drawing customers from up to 15 kilometres
away and is surrounded by a market of approximately 250,000 persons.
It is situated on the main mall, near the major (national) supermarkets and retail fashion
clothing chains. It has a high passing trade due to its close proximity to two national
supermarket chains and a number of well known retail fashion clothing chains. The caf is 60
m and there is three years to run on the current 5 year lease. An option to take another 5
years is available under the lease.
When the proposed commercial development goes ahead, the businesses located there are
potential customers for a catering business. The business plan will be revisited at this time.
PROMOTION
In conjunction with Mountain Glen Centre Management we will be undertaking a range of
promotions when we take over the cafe promoting the new ownership of the caf. These
promotions will include offers of discounted meals and coffee, but they will only run for two
weeks. We estimate that this will be sufficient time to allow a smooth transition to ourselves as
new owners.
Our regular advertising will consist of shopfront A-frame advertising boards, weekly
newspaper advertising and a three monthly flyer drop in local mail boxes. As most of our
business will be passing trade, shop front signage will be bright and appealing. We will
develop and offer a loyalty card scheme to increase repeat business.
Word of mouth advertising is very important and the best advertising we will be providing is
the quality of our products and service.
PEOPLE
Both Brendan and Margaret Elliott have been successful owners and managers of cafs.
Brendan is a French trained chef and his skills will be used new product lines to meet the
changing needs and preferences of consumers which will be a point of differentiation for the
business Margaret with her business and hospitality background will be responsible for the
day to day operations of the Caf.
Two key staff member who worked with the previous owner will be retained to help with the
continuity of existing relationships with customers.
PROCESS
Major processes are flow-charted in the cafs procedure manual that are geared to providing
quality and responsive services to clients as well as efficient and effective operations of the
cafe. This includes sufficient numbers of staff are working during the peak periods to make
sure customers are served in a timely manner. Further information about the processes in
place are detailed in section 8 of this business plan.
PHYSICAL EVIDENCE
The caf is fully fitted out with table, chairs and dcor that projects the desire image of quality
and value as well as aligns with the USP of Light and Healthy Caf Paradiso. This also
Page 14

applies to uniforms for the staff. The cleanliness of the premise, tables and chairs will be
maintained to a consistently high standard at all times.

Page 15

5.3 Action Plan

In conjunction with Mountain Glen Centre Management we will be undertaking a range of
promotions when we take over the cafe promoting the new ownership of the caf. These
promotions will include offers of discounted meals and coffee, but they will only run for two
weeks. We estimate that this will be sufficient time to allow a smooth transition to ourselves as
new owners.
Our regular advertising will consist of shopfront A-frame advertising boards, weekly
newspaper advertising and a three monthly flyer drop in local mail boxes. As most of our
business will be passing trade, shop front signage will be bright and appealing. We will
develop and offer a loyalty card scheme to increase repeat business.
Word of mouth advertising is very important and the best advertising we will be providing is
the quality of our products and service. In this area will be training the staff in customer
service skills
When the proposed commercial development goes ahead, the businesses located there are
potential customers for a catering business. The marketing plan will be revisited at this time.

5.4 Sales Analysis and Forecast

Our sales analysis has revealed that we can expect on average 6,000 customers
(transactions) per month with a general mix of customers buying only coffee, usually take
away and those dining in buying a light meal and coffee. Our sales forecast is based on an
average industry selling price of $3.50 per cup for coffee and average light meal selling price
of $13.00. We expect that the mix of coffee to meals will be approximately 1.5:1 and have
based this on the cafs current figures. On this basis we have projected sales of $536,650 for
the first year and $580,000 for the second year. Sales will spike in the build-up to Christmas
and at times of seasonal celebration e.g. Mothers and Fathers days, Easter etc. Our Sales
Forecast by quarter is shown in the figure below.
Sales performance will be analysed on the basis of sales ($) per employee.

Figure 1 Sales forecast

Page 16

6.0 Legal Matters and Risk Management

6.1 Business Structure and Business Name
Seaview Pty Ltd has been established to carry on the business Caf Paradiso, with
Brendan Elliott and Margaret Elliott being the shareholders and management of the
company.
ACN.
111111111
ABN. 38 111111111
The Business Name Caf Paradiso is an existing registered business name that is
being acquired by Seaview Pty Ltd.
BN.
xxxxxxx
Expires. September 2008

6.2 Registrations, Licences and Permits

Table 5: Listing of registrations, licences and permits
Description
of
Registration/Licenc
e
Registration of
Company
Registration of
Business Name
Australian Business
Number (ABN, TFN,
PAYG, GST)
Food Business
Licence

Date Obtained

Expiry Date

July 1st 2007

Ongoing

July 3rd 2007

July 2nd 2008

July 4th 2007

Ongoing

Current licence
September 2006

3rd September
2007

Page 17

6.3 Contracts and Agreements

Table 6: Listing of contracts and agreements

Contract/Agreement
Business Purchase Contract
Franchise

Contract
or Agt
Yes/No
Yes
No

Shop Lease

Yes

Plant & Equipment Purchase/

Maintenance
Advertising Contracts
Intellectual Property
Distribution Rights
Purchase/Supply Contracts
Service Contracts
Loan Documentation

Yes

Agreements with Customers and

Contractors
Cooperative Agreements with
other Businesses

No
No
No
No
No
Yes

Current Status
Awaiting copy from vendors solicitor.
Subject to due diligence and finance
approval. Refer Business Purchase
Contract.
To be acquired as part of the
business.

Informal agreements
Have held an initial discussion with
the bank awaiting a copy of the
contract, loan application
documentation and finalisation of the
business plan.

No
No

Page 18

6.4 Risk Management

Table 7 Risk assessment
Likelihood

Impact

Priority

(L=low, VL=very low, M=medium. H=high, VH=very high)

Fire loss
of
property/life

Change in
suppliers
terms

Food
poisoning

VL

VH

Use quality products, correct

storage of food stuffs, train staff in
hygiene principles as part of a
Quality Control Process

Supplier
unable to
supply

Arrange alternative suppliers,

evaluate substitute products

Major
dispute with
centre
owner
Loss of key
person

VL

Ensure formal lease agreement is

in order. Develop and maintain a
sound working relationship with the
Centre Manager.
Take out key person insurance,
effect knowledge and skill transfer
to other staff

Risk
Descriptio
n

Preventative Action

Installation of smoke alarms and

sprinkler system, fire extinguishers
installed and regularly checked,
regular staff training in emergency
fire procedures including
evacuation plans (shop & centre),
Ensure insurances including fire,
public liability and business
interruption are adequate and in
place
Maintain good relationships with
suppliers and maintain access to
personal cash reserves

Contingency
Plans
Immediate
access to
personal
resources to
rebuild shop
and business
quickly whilst
waiting for
insurance
payments
Utilise
alternative
suppliers or
increase
working
capital (from
personal cash
reserves)
Develop a
complaint
handling
process.
Investigate
source of food
poisoning and
remediate
Purchase from
alternative
suppliers or
use suitable
substitute
products
Engage
lawyer for
advice
Short term
contract for
suitable
replacement
(until
permanent
staff can do
the job). Call
up insurance
policy

Page 19

6.5 Insurances
Table 8 Listing of insurance policies
Type of
Insurance
Business
Package

Insurer and
Policy #
QBE

Annual
Premium
$ 1,400

Indemnity
Insurance

QBE

$ 500

Key Person
Insurance

AMP

$ 500

Workers
Compensation

WorkCover

$ 200

Commencement
Date
Insurances will be
arranged upon
execution of the
contract.
Insurances will be
arranged upon
execution of the
contract.
Insurances will be
arranged upon
execution of the
contract.
Insurances will be
arranged upon
execution of the
contract.

Expiry Date

The business package will include public liability, fire, theft, burglary and business interruption
insurance. The above is based on quotes obtained from our Insurance Broker. Insurances will
be finalised once the contract has been signed.
Brendan and Margaret have life insurance and income protection policies already in place.

6.6 Intellectual Property

Table 9 Listing of intellectual property owned
IP Description

Registered yes/no

Commencement Date

Expiry Date

The business does not hold any Intellectual Property at this stage.

Table 10 Listing of permissions for use of intellectual property

IP Description

Registered yes/no

Commencement Date

Expiry Date

The business does not require any permission for use of Intellectual Property at this stage.
The caf will not be providing either live or recorded music.

Page 20

7.0 Human Resource Management

The management of the business comprises Brendan and Margaret Elliott who between them
have significant experience in the hospitality industry. Brendan is a qualified chef and has
successfully managed a number of restaurants both here and overseas. Margaret has
experience in the front and back offices of resort hotels and is highly respected in the
industry for her management skills.
The maximum staff requirement (including the owners) is estimated at 6 employees. Two of
the employees will be employed on a part-time basis. The main skill sets required are food
preparation, sales, customer service, front counter, stock control and management. It is
planned to retain two staff members from the previous ownership and recruit two more
appropriately qualified staff. We will be taking them through our in-house induction program
prior to opening.
Salaries and wages in the first year are estimated at $182,000 and $200,000 in the second
year of operation.

7.1 Organisational Chart

Owners/Managers

Team Leader 1

Team Leader 2

Team 1

Team 1

Staff at Caf Paradiso will be organised into two teams. Team 1 will be headed by Margaret
Elliott and will be responsible for customer service and administration. Brendan Elliott will
head Team 2 which will be responsible for the food preparation and the kitchen.
Margaret will have primary responsibility for staff, accounting, sales, marketing, and managing
the operation of the Caf. Brendan will be responsible for HR, stock control, the kitchen and
food preparation.

Page 21

7.2 Owner/Operator Skills and Experience

Table 11: Summary of owners knowledge, skills, qualifications, and
relevant experience
Name

Position

Brendan Elliott

Owner/Manager; Chef

Margaret Elliott

Owner/Manager;
Business Manager;
responsible for the day
to day running of the
Caf

Knowledge, Skills,
Qualifications and Experience
French trained chef, international
and local experience. Local
restaurant and caf experience
Degree in Business Management
(Hospitality). Worked for two
national franchise chains, with the
last role involving turning around
the underperforming restaurants
of the Hotel/Motels

7.3 Industry Knowledge and Experience of Key Personnel

Table 12: Details of personnel with specific industry knowledge and
experience
Name

Staff Member 1
Staff Member 2
Staff M

Position

Knowledge/Experience

Customer Service

Worked with previous owners

Customer Service
Customer

Worked with previous owners

Page 22

7.4 Human Resource Requirements

Table 13: Analysis of human resource requirements
Full Time Staff
Team 1
Team 2
Catering
Total

Permanent
Part Time

Casual Staff

2
2

1
1

Contractors

The
team of
staff
will be

comprised of Brendan and Margaret, plus two service staff (counter and waiting), one
assistant chef, and one kitchen hand. Two of these staff will be casual and will work on a
part-time basis. This equates to 5 full time equivalents (FTEs).

Table 14: Staff and wages estimate

Wages $

Number of Staff

Administration
Sales/Marketing
Management
Production
Secretarial
TOTAL

Current
Year

Next
Year 1

Next
Year 2

Current
Year

Next
Year 1

Next
Year 2

3
2

3
2

4
2

$82,000
$100,000

$90,000
$110,000

$100,000
$120,000

$182,000

$200,000

$220,000

The above includes casual staff. Staff will be employed under the Hospitality Award.

7.5 Job Descriptions

Under review.

7.6 Employment Conditions

As per Hospitality Award.

Page 23

7.7 Training and Development

Table 15: Analysis of qualifications/skills & competencies

Administration
Accounting/ Bookkeeping
Computer/EFTPOS
Legal Matters
Marketing/ Sales
Management
Personnel
Production/Process
Research/ Technology
Secretarial
Strategic Planning
Other

Actual (1-10)

Forecast (1-10)

8
8
10
8
9 - 10
9 - 10
8
8
8
1
8

8
8
10
8
9 - 10
9 - 10
8
8
8
1
8

The skills and competencies are largely covered by Brendan and Margaret and professional
expertise will be provided by our external lawyer and accountant.

Table 16: External or internal on-the-job training courses

Staff Member
All team
members (5
FTE)

Training Course
Details
Induction Course

Date

Duration

Prior to
opening,
then as
required.

2 days

Cost
$2,400

7.8 Workplace Health and Safety

The workplace health and safety plan is based on the advice and guidance provided by
Workplace Health and Safety Queensland www.worksafe.qld.gov.au and their fact sheets for
the restaurant and caf industry.

Page 24

8.0 Operations
8.1 Business Premises and Location
At present the only facility we will be using is the caf. It is ideally located within the shopping
centre to attract passing customers and is also relatively close to our main suppliers i.e.
grocer and bakery. The caf is fully fitted out and is fit for purpose.
There is no need for a separate operating location at this point in time. There is an opportunity
to roast coffee beans and manufacture the cafs own blends at a later date. If this occurs, it
may be necessary to acquire operating premises to implement the idea.

8.2 Plant and Equipment Requirements

Set out below is a listing of the minimum plant and equipment items that are required to
successfully operate the Caf. A schedule of the plant and equipment (and their values)
contained in the purchase price will be included in the contract documentation and will be
subject to due diligence. The purchase price of the plant and equipment items listed below is
stated in the contract at $50,000.
The items to be acquired in the purchase price are two years old and will be subject to a
Mortgage Debenture Charge as part collateral for the bank loan.
We will undertake routine maintenance and plan the replacement of plant and equipment
items on the basis of annual condition assessments.

Table 17: Listing of plant and equipment

Description of Plant /
Equipment Item
Quality coffee maker

Number required

Small commercial
kitchen

Benches & cupboards,

sinks/drains

Cost
and
how
financed
Included in the purchase
price.
Included in the purchase
price.

Ongoing costs and

Maintenance
Under warranty

Included in the purchase

price.

Replace as necessary

Annual maintenance
check

Furniture Chairs &

tables

36 chairs
10 tables

Included in the purchase

price.

Replace as necessary

Signs

Included in the purchase

price.

Crockery, cutlery and

linen
POS Equipment
(including software),
computer

72 settings of
crockery and cutlery
1 of each

Included in the purchase

price.
Included in the purchase
price.

Replace within 6
months as part of
promotional strategy
Replace as necessary
Under warranty

Page 25

8.3 Purchasing and Supply

Brendan has contacted all existing suppliers and has negotiated supply arrangements on very
attractive terms. At this point there are no written contracts although three suppliers have
indicated that they are currently preparing contracts for execution. Where suppliers do not
provide formal contracts we will be requesting an exchange of letters to confirm the basic
arrangements.
In most instances local alternative suppliers exist. Where local alternative suppliers do not
exist, we have identified alternative suppliers from nearby regions who have the capacity to
meet the cafs needs in a timely manner at a reasonable cost.

Table 18: Listing of major suppliers

Product/
Service
Fresh fruit and
vegetables

Volume
Purchased
$1,400 per week

Tasty Meat &

Delicatessen
Supplies

Fresh meat,
manufactured
meat, and
delicatessen
items

Mountain Glen
Bakery
Supplies

Name

Trading Terms

Alternate Suppliers

30 days

Alternative local supplier

The Greengrocer

$500 per week

30 days

Alternative local supplier

Mavs Meat Supplies

Fresh bread,
rolls, and flour
etc

$1,200 per week

30 days

Alternative local supplier

The Daily Bread

Caf Supplies
Pty Ltd

Plant and
equipment

As required.

30 days

No local alternative
supplier
Interstate options

Hot Shot
Coffee
Supplies

Coffee beans

$150 per week

14 days

No local alternative
supplier
Interstate options

BWS (Drink
Suppliers)

Wines, beer,
soft drinks

$350 per week

30 days

Uniforms R Us

Staff uniforms & 4 per quarter

badges

Mountain Glen
Fruit &
Vegetable
Supplies

Caf Supplies

Serviettes,
tablecloths,
promotional
material

A number of alternative
suppliers exist
Various

30 days

Alternative local supplier

Workwear

30 days

No local alternative
supplier
Interstate options

Page 26

8.4 Operating and Production Processes

Our major processes are sales, food and beverage preparation, table service and stock
control (ordering, storing, controlling). Major processes are flow-charted in the cafs
Procedures Manual. A copy of this is appended to the business plan. The processing of Point
of Sale (POS) transactions is electronic, with transactions being automatically posted into the
accounting system (which incorporates a stock control system). The table below represents
the current and the planned level of operation and the standard of these operations.

Table 19: Analysis of operating facilities and processes

Detail

Current Level
of Operation/
Standard

Meets Industry
Standard

Planned Level
of Operation/
Standard

Meets Industry
Standard

Plant/Office Capacity

Dine in seating
for 36.

Yes

36 + May need
to increase floor
space

Yes

Scheduling
(operation,
sequences & timing)

Current
schedules
working well.

Yes

Efficient,
effective &
economical

Yes

Equipment/Tooling
Requirements

Equipment
sufficient for our
needs

Yes

Maintain and
replace as
required.

Yes

Layout of business
premises

Premises well
designed and lay
out excellent.

Yes

Review design
and lay out if
additional space
acquired

Yes

Material
Requirements

All goods and

produce readily
available at
reasonable
prices

Yes

No change
envisaged at this
time.

Yes

Location

Excellent

Yes

Excellent
location

Yes

Distribution

Customers come
into the caf.

Yes

Customers come
into the caf.

Yes

Quality Controls

QA system
working well

Yes

Ongoing
continuous
improvement

Satisfies all
industry
requirements

Staffing Levels

Adequate at
present

Yes. All
appropriately
trained

Appropriate

Yes

Purchasing lead times

Excellent. Great
service from
suppliers

Yes

No change
envisaged at this
time.

Yes

Page 27

8.5 Stock or Inventory

All stock at this stage will be stored on site at the caf. Fresh produce such as vegetables
are purchased in vacuum sealed bags or cartons and meat in vacuum sealed packs. These
will be stored in a small commercial refrigerator. Other items such as coffee beans, canned
and packaged products will be kept in the storage cupboards.
Other perishables including cakes and cheese cakes will be kept in refrigerated display
cabinets and will be stored for a maximum of three days.
On average, we expect to turn stock over once per week.
Stock will be controlled using our stock control system, which is a module of the accounting
software package.

8.6 Information Communication Technology Systems

ICT systems include the computerised EFTPOS system, linked to the accounting system. The
EFTPOS system will process Direct Debit, Credit Card, and Cash transactions directly to the
bank and the accounting system. The accounting system will process the payroll, stock
control, general ledger transactions and maintain the Human Resource records.
These systems effectively reduce manual accounting and processing to a minimum. They
provide real time reports, thus enhancing productivity and management decision making.

8.7 Operational Forecast

We have projected sales transactions at 17,900 for QTR 1, 19,500 for QTR 2, 15,900 for QTR
3, and 18,600 for QTR 4. Our average sale price is estimated to be $7.46 with the average
cost of sales at $2.20.
Our average number of employees is estimated at 5 with 6 required at peak times. This
includes both full time and casual employees.
Profit per person is projected at $4,448 per month. Our target for client satisfaction is a rating
of 85% for the first year.

Figure 2 Operational targets

Page 28

Table 20: Analysis of operational performance (existing/planned)

Rating out of 10
Operational Feature
Current

Expected
(in
next 6 months)

Notes - Methods for

Improvement

Cost

Quality
Wastage

7
8

9
8

Flexibility
Skill Levels

9
7

10
8

Dependability
Scheduling
Downtime
Safety

10
10
10

10
10
10
10

Change menu to match

seasonal availability and cost of
food items
Ongoing QA audits and training
Monitor stock control (orders &
wastage)
Workplace Agreement
On the job training, mentoring
and coaching
None at present
None at present
None at present
None at present

Service

10
8

10

Technology

Innovation

Train staff and encourage

excellence in service
On the job training for the
EFTPOS
Evaluate changes in consumer
tastes and behaviour and
monitor the menus of the
leading restaurants and cafs

The current rating is based on our observation of the existing operation under the current
owner. We propose to lift standards significantly within a few months of taking over. We
believe that this is necessary and achievable.

Page 29

9.0 Financial Plan

Tables attached:
Sales Forecast
Start-up Budget
Annual Profit Budget
Profit and Loss Statement (2 years projected)
Annual Cash Flow Budget
Balance Sheet (2 years projected)
Break-Even Analysis
Financial Analysis

9.1 Start-Up Budget

The start-up budget is estimated at $ 209,810 broken up into one off costs of $187,300 and
monthly expenses in advance of $ 22,510. Included in the one off costs is goodwill valued at
$120,000 and plant and equipment of $ 50,000. The start-up budget is shown in Figure 3
below.

Figure 3 Start-up budget

Page 30

Page 31

The Start-up budget is to be funded by way of equity injection of $104,905 by the owners and
a loan over two years from the bank. The bank loan will be repaid out of the business strong
cash flow. If cash flow is reduced for any reason, Brendan and Margaret have personal
financial resources to more than adequately cover the loan repayment. A Mortgage Debenture
over the business is being offered as collateral along with the Directors personal guarantees.

9.2 Annual Profit Budget

The projected profit for the first year of operation is $109,869, with the second year projected
at $131,175. These projections have been based on the Annual Profit Budget (copy attached).
Financial Highlights over the 2-year period are summarised in the figures below.

Figure 4 Year 1 financial highlights

Figure 5 Year 2 financial highlights

Gross Margin is calculated at 71% for Year 1 and 71.5% for Year 2. Net Profit Margin (Before
Tax) is calculated at 20.5%. for Year 1 and 22.6% for Year 2.
The business is quite profitable and margins are sustainable over the medium to longer term.

Page 32

9.3 Cash Flow Forecast

The Cash Flow Forecast projects a very healthy cash surplus on trading for each month with
the end-of-year cash from operations calculated at $105,847 and an ending cash balance of
$145,657.
Brendan has negotiated very favourable credit terms of 30 days from all suppliers for the first
12 months, although in most cases these arrangements are not in writing. If all suppliers
reduced their terms to 7 days cash flow for two trading months, the peak cash shortfall would
be approximately $1,200 for about 2 months.
Brendan and Margaret have significant liquid assets to call upon should this eventuate.
On the figures provided and the arrangements negotiated, the business has a strong and
positive cash flow. Figure 6 below shows the projected cash-flow by quarter.

Figure 6 Projected cash flow by quarter

Net Cashflow
Budget by QTR
60,000
50,000

40,000
Budget

30,000
20,000
10,000
0
Budget

QTR 1

QTR 2

QTR 3

QTR 4

52,187

25,402

27,947

19,681

Page 33

9.4 Balance Sheet

The opening Balance Sheet shows an equity position of $104,905 growing to $214,774 at the
end of Year 1 and to $345,949 at the end of Year 2. By the end of Year 2 the business will be
clear of any debt and be cashed up to take advantage of further opportunities in the market
place.

Figure 7 Projected opening balance sheet and year-end balance sheet

Page 34

9.5 Break-Even Analysis

The Break-Even point has been calculated at 4138 transactions at an average selling price of
$7.46. This equates to a contribution margin of $6.38 per transaction and a Break-even sales
point of $30,869 per month. The projected level of sales for each month is well above the
Break-even level (approximately 30% above).

Figure 8 Break-even analysis

Page 35

Monthly Sales

Even

Break

Page 36

Monthly unit sales

9.6 Financial Analysis

The Return on Owners Equity calculated on the projected end of year financial performance
and position indicates a return on investment of 51.2%. Return on Total Assets is calculated at
37.3%. Gross Profit Margin over the period is estimated at 71% with the Net profit Margin
estimated at 20.5%.

Figure 9 Financial ratio analysis

The above ratios indicate a very solid financial performance over the period.
Break-Even Chart
60,000
50,000

40,000
30,000
20,000
10,000
0
1,655

2,483

3,310

4,138

4,966

5,793

6,621

Monthly Unit Sales

Page 37

The Current Ratio and the Quick Ratio (Acid Test) are both very high reflecting the fact that
the business has a very strong and positive cash flow. This is due to sales being
predominantly cash, whilst purchases are bought on largely on 30 day terms. Liquidity is
sound.
The business also enjoys a sound financial position with the Debt to Equity ratio calculated at
37.2% and Debt to Total Assets at 27.1%.

Assumptions
Average sale price $7.46 per transaction
Average cost $2.20 per transaction
Sales transactions range from 5900 per month to 7500 in peak period
Historical gross profit margin of 70% will hold.
Seasonal fluctuations Christmas and New Year are peak periods of sales activity (build up
from November, the after New Year slow to February)
The business operates on a cash basis for reporting and paying tax.
PAYG (withholding) is remitted monthly on the Instalment Activity Sheet (IAS), with GST
remitted quarterly in arrears on the Business Activity Statement (BAS).

Page 38

10.0 Financial Worksheets

The following documents have been attached:
Sales Forecast
Start-up Budget
Annual Profit Budget
Profit and Loss Statement (2 years projected)
Annual Cash Flow Budget
Balance Sheet (2 years projected)
Break-Even Analysis
Financial Analysis

Page 39

Page 40

Start- Up Budget

MONTHLY EXPENSES
Salary of owner-manager
All other salaries and wages
Rent/lease
Advertising & promotion
Delivery expense
Supplies (stock-in-trade)
Telephone
Other utilities (electricity, gas etc)
Insurance
Consumables
Interest
Maintenance
Legal and Professional costs

Projected
Monthly
Expenses

Cash
needed
Start

$8,000
$7,000
$2,200
$200

$8,000
$7,000
$2,200
$200

3.8%
3.3%
1.0%
0.1%

$3,100
$300
$500

$3,100
$300
$500

1.5%
0.1%
0.2%

$300
$460
$200
$250

$300
$460
$200
$250

0.1%
0.2%
0.1%
0.1%

to

%
of
Total

Page 41

Miscellaneous
Subtotal

$22,510

One Off' Costs

Fixtures and Equipment
Fitout
Installation charges
Starting Inventory
Deposits for utilities (electricity, gas etc)
Legal and professional fees
Registrations, licenses and permits
Advertising and promotion for opening
Cash
Other
Subtotal

$22,510

10.7%

$50,000

23.8%

$3,000
$400
$2,750
$1,000
$550
$5,000
$124,600
$187,300

1.4%
0.2%
1.3%
0.5%
0.3%
2.4%
59.4%
89.3%

Page 42

Page 43

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Page 46

Page 47

Page 48

Page 49

11.0 Action Plan

Action

Priority

Date
Initiated

Date for Person/s

follow up
Responsible

Work/
Stages to be
done

Deadlines

Complete due
diligence
(including
purchase
contract)
Review
insurances and
arrange as
required
Check that all
necessary
licences and
permits are held
Review business
plan
Prepare finance
proposal
Submit finance
application

May 18th

May 25th

Accountant
Lawyer

June 5th

May 18th

May 25th

Insurance Broker

June 5th

May 18th

Brendan Elliott

June 5th

Arrange
settlement date &
handover

May 25th
1

June 7th

June 10th

Accountant

June 10th

June 11th

June 15th

Accountant

June 15th

June 16th

June 16th

Accountant

June 16th

June 25th

Lawyer

June 25th

June 25th

Page 50

12.0 Refining the plan

This section would not be retained when presenting the business plan to other parties e.g. potential
lenders and investors.

Page 51

Appendices for Business Plan

Appendix 1: Situational analysis external environment
External Environment

Opportunity

Threat

Influence
(1-10)

ECONOMIC:
Stage of the economic cycle

Yes

Current interest rate

Yes

Average disposable income

Yes

Population growth and make-up

Yes

Household structure (e.g. singles.

families)

Yes

Geographic distribution

Yes

Level of education

Yes

DEMOGRAPHIC

TECHNOLOGY:
Innovations in the manufacturing
process
Technological developments (substitute
products)
SOCIAL/CULTURAL
Yes

Corporate social responsibility

Environmentally friendly green

products

Yes

Standard of living

Yes

Percentage of work to leisure time

Yes

POLITICAL/LEGAL:
Regulatory environment and legislation
Compliance with standards and codes
ENVIRONMENTAL
Climate Change & Carbon Trading
Eco-efficient manufacturing
PHYSICAL FACTORS:
Climatic conditions
Water restrictions

Yes

Infrastructure - transport,
communications and services

Yes

Page 52

Appendix 2: Situational analysis internal environment

Page 53

Internal Environment

Strength

Weakness

Factor
(1-10)

Yes

STRATEGY
Competitive advantage - able to differentiate
Key drivers of the business are known

Yes

Strategy and resources for growth

Yes

Detailed action plan

Yes

Clear evidence of market need for your

product/service
Know your specific market & competitors in
detail
Know exactly who your target audience is and
be able to describe them in detail
Spend more resources on your current and
most profitable customers

Yes

Yes

Yes

Competitive and profitable pricing strategy

Yes

Your marketing plan and budget

Yes

SALES & MARKETING

Yes

Measure, learn from and adapt your marketing

activities

Yes

STRUCTURE
Business structure maximise wealth and
minimise risk (e.g. sole trader, company,
partnership, trust)

Yes

Distribution and sales to target markets

Yes

Yes for current Yes limited

level of demand capacity for
expansion
Yes

Are your buildings and facilities adequate?

Is your equipment effective and up to date?

Able to protect your IP from being copied?

SYSTEMS
Information and management systems (e.g.
CRM)

Yes

Performance measurement and rewards

Yes

Documented processes and systems

Yes

Strong debt collection systems

Yes

Purchasing systems and inventory

management

Yes

Yes

STAFFING & SKILLS

Recruit the right people
Training and development of staff

Yes

Staff motivation, satisfaction and remuneration

Yes

7
7

Page 54

Page 55