business-plan

Business Plan

Table of Contents

Executive Summary...............................................................................................................................3

Introduction...........................................................................................................................................4

Industry Analysis....................................................................................................................................5

Overview of the Industry...................................................................................................................5

Mapping........................................................................................................................................5

Perceptions....................................................................................................................................6

Industry Growth................................................................................................................................6

Industry Trends..................................................................................................................................6

Major Consumers..............................................................................................................................7

Target Market....................................................................................................................................8

Competitor Analysis..............................................................................................................................8

Competitive Threats..............................................................................................................................9

The Venture.........................................................................................................................................10

Product/ Service..............................................................................................................................10

Price.................................................................................................................................................10

Place................................................................................................................................................10

Promotion........................................................................................................................................10

People..............................................................................................................................................10

Process............................................................................................................................................11

Physical Evidence.............................................................................................................................11

USP..................................................................................................................................................11

Environmental Analysis (PESTEL).........................................................................................................11

Political............................................................................................................................................11

Economic.........................................................................................................................................11

Social...............................................................................................................................................12

Technology......................................................................................................................................12

Environmental.................................................................................................................................12

Legal................................................................................................................................................12

Marketing Plan....................................................................................................................................12

Operational Plan..................................................................................................................................13

Financial Analysis and Projection.........................................................................................................13

Milestones...........................................................................................................................................14

Conclusion...........................................................................................................................................14

References...........................................................................................................................................15

Appendix 1: Detailed Projections........................................................................................................16

Appendix 2: Management Resume.....................................................................................................25

Executive Summary

Main purpose of this assignment was to work at next stage following idea generation. The

assignment tends to draw on an original idea and create a practical business plan drawing on

various aspects such as business environment, financial sustainability, legal requirements,

marketing and operational plans.

In this context, very first step has been taken by conducting a comprehensive industry review.

While doing this, various sub aspects such as target market, industry growth, industry trends,

opportunity in the industry have been described in detail.

Business environment has been scanned with the help of established tools such as PORTER’s

Five Force Model of Competition and PESTEL Analysis.

Financial sustainability of the business has been verified by evaluating available startup

capital against various expenses such as purchasing a food cart, stationary, getting legal

licenses etc. Breakeven point and profit calculations have been made on a per month basis.

Finally, a plan to market the service and its operability has been drawn by deploying the

marketing mix of the service.

Introduction

Food carts more closely resemble mobile kitchens that are capable of being set up on the

street and facilitating street food for pedestrian traffic (Baumol 2012). These food carts are

extremely common among all major cities and towns and make ample profit as they offer a

great variety of food at an affordable price (Baumol 2012). In earlier days, the concept of

food carts brought ugly images of standard grey trucks that sold extremely unhealthy food

full of calories. This concept however has completely taken a back seat with popular

restaurants and chefs adding these carts to their service menu for added revenue (Baumol

2012).

Drawing inspiration from this concept, we got motivated to provide this service within our

school premises and facilitate food products such as chicken burgers, beef burgers, fish

burgers, fries, hotdogs and fresh salads. We acknowledged the fact that our biggest

competitor is the school cafeteria which already has these varieties on board. However, the

school cafeteria is operational only during certain hours and makes these food items available

only during its lunch hours. Also, since the cafeteria serves a large population, we have often

heard negative reviews regarding quality if food served.

In this context, mission of our organization would be to comply with highest professionalism

standards by promoting high customer satisfaction. This would be fuelled by our urge for

constant innovation, providing top quality products and excellent service.

This mission would be complimented by our vision to be soon widely recognized as a food

cart that offers quality food and excellent service at an affordable price. We also see

ourselves as upholding a constant profit margin and being known for our performance.

Our organization would seek to foster a performance based culture. Since, the organization

would only have three employees (me along with two other friends) we would

comprehensively read up on norms of professionalism and customer service. We would also

rely on our existing knowledge about dealing with individuals.

Since this is a start-up venture, our first step would be to get licensed. We would need

certificates from the health department in order to prove that the food we provide is hygienic

and compliant with health standards. We would also have to overcome parking restrictions

and avail permissions from our school authorities. Other legal requirements would include

getting the cart registered with the state department and filling out tax regulations.

Industry Analysis

Overview of the Industry

Mapping

A database for the number of mobile food handlers was accessed with the help of school

authorities in order to map the total number of active carts serving customers in the San

Fernando Valley. Drive through coffee carts and other inactive carts were not considered for

the purpose of mapping. We were unable to determine the precise location for a number of

carts due to incomplete address information. Mapping with the help of Google Maps revealed

a total number of 195 stationary and mobile food carts in neighboring areas.

Perceptions

Secondary data was collected regarding perceptions of people about these mobile food carts

with the help of school databases. Data analysis revealed that food carts were considered as

an economically and commercially viable alternative by pedestrians. Data also revealed that

these carts promoted livability and economic development in their neighborhoods and thus

were profitable to the community as a whole.

Industry Growth

Last two years collectively have witnessed huge amounts of growth in the Food Cart

Industry. According to the ‘Intuit Research Report’ 2020, the industry is expected to generate

combined revenue of $2.7 billion by the year 2017 (NRA 2004). Reports also suggest that

this is a four times increase from the current estimated figure of $650 million in the year 2012

(NRA 2004). Estimates for the current year have been provided by National Restaurant

Association. Emergent Research in collaboration with National Restaurant Association

interviewed 272 regular food cart customers in order to reach the estimated figure (NRA

2004). Food cart owners were interviewed with the help of phone or email. These interviews

were conducted in the San Francisco area and nearing suburbs.

Industry Trends

Many powerful trends are reflected in ongoing growth and success of the industry. Following

is a representation of these trends (NRA 2004):

Value, Speed and Quality- According to research data, these three are the most sought

after attributes by any customer seeking service at a fast food or quick serve restaurant.

Survey results of the year 2012 as published by the National Restaurant Association

suggests that food carts often succeed in outperforming traditional food restaurants when

it comes to delivering these attributes. Food offered by these carts is fresh as most carts

cannot afford to store food products over a period. Also, since their operational procedure

is standard (with a fixed menu), their speed of delivery is great.

Local and Fresh Food- A research conducted by the Hartman Group suggested that

these food carts have caused a national shift towards the usage of fresh food materials.

Unlike traditional fast food restaurants which have an inventory of their own, these food

carts bank on fresh everyday purchases of raw materials. Also, menu provided by these

food carts is highly localized and flexible unlike chain fast food restaurants.

Local Affinity- Research reports also suggest that these food carts foster economic

developments in their neighborhood thereby increasing livability of the area as a whole.

Part of this is facilitated by customers who extend their full support to local businesses in

their area. This according to customers increases their sense of belonging to a local

neighborhood. Customers also believe that their interactions with local food cart owners

on everyday basis foster fruitful and long term relationships thus making the entire

community a more livable place.

Sustainable and small- Food carts present a considerable challenge to a popular belief

that quality depends on size of restaurant. Modern food carts have outperformed chain

fast food restaurants in providing quality despite their compact size. These food carts also

stress their sustainability as their USP. Taking inspiration from the food cart business

model, chain restaurants have acknowledged the fact that being small in size provides

flexibility without having to compromise with quality.

Speed- Quick service segments (for example Chipotle) have registered the maximum

amount of growth in past few years. The quick service segment in the restaurant industry

has also established its reputation for providing a better atmosphere and food quality than

traditional restaurants. Food carts which form an important part of this segment provide

an extremely viable alternative for customers who are time challenged and need easy

accessibility. Speed of service provided by these food carts also enables them to serve

wider customer segments than traditional restaurants.

Major Consumers

Major consumers of the industry are students and lower and middle level corporate

employees. These consumers are commonly characterized by being short of time to go to an

established restaurant and having leisure time to spend on a meal. Since these consumers are

short of time, they are not willing to travel to great distances in order to grab a meal and

hence are looking for options that are easily accessible. In addition, these consumers are not

willing to spend a great amount on their meal. Average spending of these consumers per meal

is believed to be between $5-10.Lastly, most of these consumers are single or living away

from their families. As a result, they do not have the time to cook and bring their meals from

home.

Target Market

Target Markets segments are groups of individuals who can be characterized on the basis of

common factors such as age, demographics, sex etc (Sandberg 2008).

Our target market comprises of on campus students of our school as well as faculty members

and administration staff. Our service would also be available to perspective students who

come for a campus visit and visiting faculty members. At this point in time, our services

would exclude local pedestrians from outside the school and neighboring areas. Following

are the characteristics of our target market:

Age groups: 17-30, 45-60

Demographics: On campus students, faculty members and administration staff members

i.e. individuals with access to the San Fernando Campus

Spending ability: $ 20-$30 per meal

Competitor Analysis

Following are the major direct and indirect competitors of our food cart:

School Cafeteria

Hot and Tasty Food (sells food products right outside school)

Despite tough competition from within and outside the school, our service would be able to

sustain itself and generate profits due to the following factors:

Competitive Pricing- Our food offerings are priced lower than the school cafeteria (For

example a chicken burger at the school cafeteria is available for $25 while we price it at

$20). This is possible because of our streamlines supply chain.

New EntrantsSuccess of our service might encourage

others to enter the market with a different range of products or a better business model

thus intensifying competition for us

Industry RivalryOur service and our competitors might enter disagreements or intense rivalry over several issues such as prices, timing, target market

segments etc.

SubstitutesThis treat might arise in the form of school cafeteria or Hot & Tasty foods adding new

products to their menu that offer better value for money without compromising taste.

Buyer PowerBuyers might be able to find food products

priced within the same range and of the same quality in their vicinity and hence might

bargain for lower prices.

Supplier PowerSuppliers might increase the prices of raw

materials/ fresh foods that we buy from them thereby decreasing our profit margins.

Ease of Access- We would like to locate our food cart so that it is located closer to

classes and the administrative block. This would encourage students and staff members

to quickly grab food supplies in between classes.

Timing- Unlike the school cafeteria and our outside school competition, our service

would be operational from 9am until 9pm and all items on the menu would be made

available at all times.

Quality and Service- We would strive to comply with highest quality and professional

standards.

Local contacts- since we are a part of the school, we have local contacts that we would

deploy in order to gain a competitive advantage.

Competitive Threats

These can be explained with the help of PORTER’s five force model of competition that was

originally drawn by Michael Porter (Baumol 2012). According to this model, competitive

threats to any business can be placed in five major categories (Baumol 2012):

Threat of Substitutes

New Entrants

Rivalry among existing players

Supplier Power

Buyer Power

These threats are better explained with the help of the following diagram:

Fig 1: Porter’s Five Forces Model. Source of Diagram: (Shapero & Sokol 2002)

The Venture

Product/ Service

The planned venture includes setting up a food cart inside the premises of School of

Accounting and Management San Fernando. Food products that would be included in the

menu at the moment are: Chicken burgers, beef burgers, fish burgers, fries, hotdogs and fresh

salad. Services would be provided in the form of professional conduct and good speed.

Price

Following table highlights prices of our products:

Food Products Price in Dollars ($)

Chicken Burger 20

Beef Burger 25

Fish Burger 25

Fries (per portion) 10 and 15

Hotdog 15

Fresh Salad 25

Table 1: Price of Food Products in the menu

Place

School of Accounting and Management Premises

Promotion

Following promotional tools would be used:

Social Media

Website

Pamphlets

Direct Mail

Posters

People

A total of three personnel (me along with two other friends) would be involved in the

venture. The tree of us would be responsible for management of everything including

planning, arranging for funding and operations.

Process

First, we would obtain all required legal permissions for setting up the service. This would be

followed by finalizing a location for the food cart and obtaining permissions from school

authorities. Funding shall be arranged for the project followed by contacting suppliers and

signing bonds of service. A detailed plan would be worked out in order to market products

sold by our food cart.

Physical Evidence

This would be present in the form of a food cart within the school premises.

USP

USP of our service would be an especially available delivery option in school premises and

within 1 mile of school premises. Customers would be able to call us or log in to our website

and either preorder food to be available at a certain time for pickup or they can ask us to

deliver it outside a certain class.

Environmental Analysis (PESTEL)

Several factors in the macro environment of a business are responsible for impacting business

decisions made by management of any organization (Aldrich & Zimmer 2006). The model

consists of six different factors namely Political, Economic, Social, Technological,

Environmental and Legal and seeks to analysis the business environment of an organization

(Aldrich & Zimmer 2006).

Political

Political environment of the organization would be concerned with administrative decisions.

Some members in the school administration might be against the venture and might doubt its

success. These members might create problems in the venture. Other political considerations

include new laws by the government in favor or against food carts.

Economic

Economic Issues in context of the venture would be concerned with making financial

arrangements. Economic issues can also be realized in the form of deciding prices at which

raw materials and food products would be obtained from suppliers. Lastly, consumers might

find food prices to be high considering that it is a food cart. This might negatively affect our

business. On a macro level, economic issues would arise in the form of changes in tax rates,

inflation, imports of food products etc.

Social

Social environment of the organization would be constituted by social trends that are

prevalent in the society. Future might witness people losing interest in food carts or they

might find another alternative that is equally viable. These factors would negatively impact

business decisions.

Technology

In today’s technology savvy generation, technological innovations take place on everyday

basis. Technologies related to food preparation, storage and delivery might witness

innovation causing all food cart owners including us to adopt these technologies in order to

sustain the business. This would impact the budget and other decisions.

Environmental

This category includes changes in the weather, global climate, natural calamities etc. We

assume that this category would not significantly affect our business in the near future.

Legal

This category deals with the legal environment in which our firm would be operational.

Legislative changes made by the government might impact the organization’s behavior.

Marketing Plan

Since this is a startup venture and we would need funds for buying the cart, getting licenses,

housing machinery and paying suppliers, we cannot expect the marketing budget to be very

high (Allen 2006). Following methods shall be adopted in order to market the product:

Social Media- Popular social networking websites such as Facebook and Twitter

would be tapped for marketing and promotional purposes (Martens 2007). A fan page

would be created and friends and associates on campus would be invited to like the

page.

Website- A website would be created for the food cart and blog posts would be linked

to social media.

Direct Mail- As students of the school, we have access to our localized groups of

students and staff members. (Martens 2007) We would directly email them with the

proposal and invite them to try out our services.

Special Offers- We would launch special offers (such as heavy discounts on first 100

purchases).

Pamphlets- We would distribute free pamphlets within the school in order to make as

many people as possible aware about our services, menu and prices (Martens 2007).

Posters- We would put creative posters regarding our services in various places

within school premises such as common areas, game rooms etc (Martens 2007).

Operational Plan

The organization would operate out of a single food cart that we seek to set up through this

venture. Timings of operation would be from 9am to 9pm. Also our services would be

available 6 days a week (i.e. Monday to Saturday). The food cart would remain closed on

Sunday as there are no classes and most of the times no faculty members on campus.

The website would be operational even on Sundays and can be used by students in order to

preorder their food to be ready and available at a specific time.

Customers would also be able to call us on our numbers and preorder for a specific time.

Delivery calls would have to be made at least an hour in advance.

Financial Analysis and Projection

Following is a summary of Financial Analysis and Projections:

Startup Cost

Cost of Trucks $ -100000

Stationery $ 5000

Working Capital $ -5,000

Total Fixed Cost $ -100000

Average Selling Price $ 19

Average Variable

Cost

$ 7

Average Contribution $ 12

Break Even Point

(units)

$ -8,333.33

Hence the company would start making profit at the end of four months.

Table 2: Summary of Financial Projections (* For detailed projections and Sales Schedule

please refer Appendix 1)

Milestones

Following are the expected milestones of the venture:

Preparing a final plan

Getting the plan approved by university authorities

Arrange for funding

Get the required legal licenses

Buy food cart and machinery

Market product and services

Begin Operation

Conclusion

The launched service longs to the upcoming quick service sector of the restaurant industry.

This particular segment in the industry has demonstrated a tremendous growth in the past few

years and the growth rate is expected to constantly increase in the future. Food carts have

succeeded in grabbing a special place amidst this segment due to their flexibility, quality and

speed of service.

In accordance with this increase in demand, we have proposed to set up a food cart within our

school premises. Despite tough competition from the school cafeteria and another service

located right outside the premises, we propose that our business would not only be able to

sustain but generate constant profits owing to its unique aspects.

References

Aldrich, H., & Zimmer, C, 2006, Entrepreneurship through social networks, University of

Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical

Research Reference in Entrepreneurship

Allen, K, 2006, Launching new ventures: An entrepreneurial approach, Houghton-Mifflin

Company, Boston

Baumol, W. J, 2012, Entrepreneurship and a century of growth, Journal of Business

Venturing, 1(2), 141-145

Martens, M, L, 2007, Do the stories they tell get them money they need? The role of

entrepreneurial narratives in resource acquisition, Academy of Management Journal, vol5, pp

1107-1132

National Restaurant Association (US), Research Dept, & National Restaurant Association

(US), 2004, Restaurant industry forecast, National Restaurant Association

Sandberg, W, R, 2008, The use of verbal protocols in determining venture capitalist’s

decision process, Entrepreneurship theory and practice, John Wiley, New York

Shapero, A., & Sokol, L, 2002, The social dimensions of entrepreneurship. Encyclopedia of

entrepreneurship, 72-90

Appendix 1: Detailed Projections

CASH FLOW PROJECTION

Month

0

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Opening

Balance

$

2,00,00

0

$

95,0

00

$

96,9

00

$

98,8

00

$

1,00

,700

$

1,02

,600

$

1,04

,500

$

1,06

,400

$

1,08

,300

$

1,10

,200

$

1,12

,100

$

1,14

,000

$

1,1

5,9

00

Cash Inflow

Sales $

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,

500

Total

cash

inflow

$

-

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,

500

Cash Outflow

Startup

Cost

$ -1,00,000

Material

Cost

$

-

14,6

00

$

-

14,6

00

$

-

14,6

00

$

-

14,6

00

$

-

14,6

00

$

-

14,6

00

$

-

14,6

00

$

-

14,6

00

$

-

14,6

00

$

-

14,6

00

$

-

14,6

00

$

-

14,

600

Salary @

$6000

each

$

-

18,0

00

$

-

18,0

00

$

-

18,0

00

$

-

18,0

00

$

-

18,0

00

$

-

18,0

00

$

-

18,0

00

$

-

18,0

00

$

-

18,0

00

$

-

18,0

00

$

-

18,0

00

$

-

18,

000

Working

Capital

$ -5,000

Others $

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,0

00

Total $ $ $ $ $ $ $ $ $ $ $ $ $

cash

outflow

-

1,05,00

0

-

37,6

00

-

37,6

00

-

37,6

00

-

37,6

00

-

37,6

00

-

37,6

00

-

37,6

00

-

37,6

00

-

37,6

00

-

37,6

00

-

37,6

00

-

37,

600

Net Cash

flow

$

-

1,05,00

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,9

00

Closing

Balance

$

95,000

$

96,9

00

$

98,8

00

$

1,00

,700

$

1,02

,600

$

1,04

,500

$

1,06

,400

$

1,08

,300

$

1,10

,200

$

1,12

,100

$

1,14

,000

$

1,15

,900

$

1,1

7,8

00

INCOME STATEMENT PROJECTION


Sales $

39,50

0

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

Cost

of

Sales

$

-

14,60

0

$

-

14,6

00

$ -

14,6

00

$ -

14,6

00

$ -

14,6

00

$ -

14,6

00

$ -

14,6

00

$ -

14,6

00

$ -

14,6

00

$ -

14,6

00

$ -

14,6

00

$ -

14,6

00

Gros

s

Profi

t

$

24,90

0

$

24,9

00

$

24,9

00

$

24,9

00

$

24,9

00

$

24,9

00

$

24,9

00

$

24,9

00

$

24,9

00

$

24,9

00

$

24,9

00

$

24,9

00

Salar

y

$

-

18,00

0

$

-

18,0

00

$ -

18,0

00

$ -

18,0

00

$ -

18,0

00

$ -

18,0

00

$ -

18,0

00

$ -

18,0

00

$ -

18,0

00

$ -

18,0

00

$ -

18,0

00

$ -

18,0

00

Othe

rs

$

-

5,000

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

$

-

5,00

0

Net

Profi

t

$

1,900

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

BALANCESHEET PROJECTION


Sources of Capital

Openi

ng

Capita

l

$

2,00,

000

$

2,01,

900

$

2,03,

800

$

2,05,

700

$

2,07,

600

$

2,09,

500

$

2,11,

400

$

2,13,

300

$

2,15,

200

$

2,17,

100

$

2,19,

000

$

2,20

,900

Add:

Profit/

Loss

$

1,900

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

$

1,90

0

Closin

g

Capita

l

$

2,01,

900

$

2,03,

800

$

2,05,

700

$

2,07,

600

$

2,09,

500

$

2,11,

400

$

2,13,

300

$

2,15,

200

$

2,17,

100

$

2,19,

000

$

2,20,

900

$

2,22

,800

Total $

2,01,

900

$

2,03,

800

$

2,05,

700

$

2,07,

600

$

2,09,

500

$

2,11,

400

$

2,13,

300

$

2,15,

200

$

2,17,

100

$

2,19,

000

$

2,20,

900

$

2,22

,800

Use of Capital

Fixed

Assets

$

1,00,

000

$

1,00,

000

$

1,00,

000

$

1,00,

000

$

1,00,

000

$

1,00,

000

$

1,00,

000

$

1,00,

000

$

1,00,

000

$

1,00,

000

$

1,00,

000

$

1,00

,000

Cash $

96,90

0

$

98,8

00

$

1,00,

700

$

1,02,

600

$

1,04,

500

$

1,06,

400

$

1,08,

300

$

1,10,

200

$

1,12,

100

$

1,14,

000

$

1,15,

900

$

1,17

,800

Worki

ng

Capita

l

$

5,000

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

Total $

2,01,

900

$

2,03,

800

$

2,05,

700

$

2,07,

600

$

2,09,

500

$

2,11,

400

$

2,13,

300

$

2,15,

200

$

2,17,

100

$

2,19,

000

$

2,20,

900

$

2,22

,800

SALES SCHEDULE


Price per unit

Chiken

Burger

$

20

$

20

$

20

$

20

$

20

$

20

$

20

$

20

$

20

$

20

$

20

$

20

Beef

Burger

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

Fish $

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

Fries I $

10

$

10

$

10

$

10

$

10

$

10

$

10

$

10

$

10

$

10

$

10

$

10

Fries II $

15

$

15

$

15

$

15

$

15

$

15

$

15

$

15

$

15

$

15

$

15

$

15

Hotdog $

15

$

15

$

15

$

15

$

15

$

15

$

15

$

15

$

15

$

15

$

15

$

15

Fresh

Salad

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

$

25

No. of units

Chiken

Burger

$

20

0

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

Beef

Burger

$

25

0

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

Fish $

25

0

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

Fries I $

60

0

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

Fries II $

60

0

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

Hotdog $ $ $ $ $ $ $ $ $ $ $ $

20

0

200 200 200 200 200 200 200 200 200 200 200

Fresh

Salad

$

20

0

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

Sales

Chiken

Burger

$

4,0

00

$

4,00

0

$

4,00

0

$

4,00

0

$

4,00

0

$

4,00

0

$

4,00

0

$

4,00

0

$

4,00

0

$

4,00

0

$

4,00

0

$

4,00

0

Beef

Burger

$

6,2

50

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

Fish $

6,2

50

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

$

6,25

0

Fries I $

6,0

00

$

6,00

0

$

6,00

0

$

6,00

0

$

6,00

0

$

6,00

0

$

6,00

0

$

6,00

0

$

6,00

0

$

6,00

0

$

6,00

0

$

6,00

0

Fries II $

9,0

00

$

9,00

0

$

9,00

0

$

9,00

0

$

9,00

0

$

9,00

0

$

9,00

0

$

9,00

0

$

9,00

0

$

9,00

0

$

9,00

0

$

9,00

0

Hotdog $

3,0

00

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

Fresh

Salad

$

5,0

00

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

$

5,00

0

Total

Sales

$

39,

50

0

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

$

39,5

00

MATERIAL COST


Cost per unit

Chicken

Burger

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

Beef

Burger

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

Fish $

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

$

8

Fries I $

4

$

4

$

4

$

4

$

4

$

4

$

4

$

4

$

4

$

4

$

4

$

4

Fries II $

5

$

5

$

5

$

5

$

5

$

5

$

5

$

5

$

5

$

5

$

5

$

5

Hotdog $

6

$

6

$

6

$

6

$

6

$

6

$

6

$

6

$

6

$

6

$

6

$

6

Fresh

Salad

$

12

$

12

$

12

$

12

$

12

$

12

$

12

$

12

$

12

$

12

$

12

$

12

No. of units

Chiken

Burger

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

Beef

Burger

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

Fish $

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

$

250

Fries I $

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

Fries II $

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

$

600

Hotdog $

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

Fresh

Salad

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

$

200

Material Cost

Chiken

Burger

$

1,60

$

1,60

$

1,60

$

1,60

$

1,60

$

1,60

$

1,60

$

1,60

$

1,60

$

1,60

$

1,60

$

1,60

0 0 0 0 0 0 0 0 0 0 0 0

Beef

Burger

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

Fish $

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

$

2,00

0

Fries I $

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

Fries II $

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

$

3,00

0

Hotdog $

1,20

0

$

1,20

0

$

1,20

0

$

1,20

0

$

1,20

0

$

1,20

0

$

1,20

0

$

1,20

0

$

1,20

0

$

1,20

0

$

1,20

0

$

1,20

0

Fresh

Salad

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

$

2,40

0

Total

Material

Cost

$

14,6

00

$

14,6

00

$

14,6

00

$

14,6

00

$

14,6

00

$

14,6

00

$

14,6

00

$

14,6

00

$

14,6

00

$

14,6

00

$

14,6

00

$

14,6

00

Appendix 2: Management ResumeCHRISTOPHER BACON

4 Buttermilk Court

Poughkeepsie, NY 12601

914.555.2665

Objective

A position in catering, event planning, or convention services.

HIGHLIGHTS

• Three years experience operating own catering business.

• Educated in culinary arts and communications.

• Experience planning dinners and other events.

• Good communications skills, particularly in promoting or selling an idea.

RELEVANT SKILLS AND EXPERIENCE

Sales and Promotion

• Helped prepare promotional materials for clients of public relations firm.

• Conceived and implemented promotional campaign for Culinary Institute of America (CIA) externship program

with culinary magazines and journals.

• "Pitched" vacation packages for country inn and resort in New York State.

Catering and Event Planning

• Operated successful catering business for groups of up to 75 people.

• Created custom-designed menus for all clients.

• Arranged dinners, luncheons, and receptions at public relations firm.

Organization and Leadership

• Secured financial support of Cook & Baker Corp. and services of Art Center at SUNY-Cortland for development

of promotional materials for fundraiser.

• Assisted chef-instructors with course presentations for CIA's Continuing Education Division.

• Served as group leader and student council member at CIA.

Catering and Event Planning

• Helped prepare promotional materials for clients of public relations firm.

• Conceived and implemented promotional campaign for Culinary Institute of America (CIA) externship program

with culinary magazines and journals.

• "Pitched" vacation packages for country inn and resort in New York State .

WORK HISTORY

• Test kitchen extern, Good Taste magazine, New York, NY Spring 2000

• Cooking extern, Mama Rosa's Gourmet Market, Fishkill, NY Fall 2000

• Caterer, self-employed, Albany , NY, and Poughkeepsie, NY 1995-1999

• Administrative assistant, Colby & Gruyere Public Relations, Albany, NY 1993-1995

• Promotions intern, Strawberry Fields Farms, New Paltz, NY Summer 1992

• Line cook, The Cider Press Tavern, Cortland, NY 1991-1992

• Server, Applejack's Cafe, Cortland, NY 1989-1991

EDUCATION

• Associate in Occupational Studies, Culinary Arts, The Culinary Institute of America , Hyde

Park,

Spring 2001

• B.A., English, State University of New York at Cortland, Cortland, NY