Food Restaurant Business Plan

Executive Summary

This food restaurant business plan, is a candid disclosure of a business venture to be situated in Nsukka, Enugu State. Our intent is to set realistic business expectations, and eliminate any questions about the profitability of this business venture.

Entrepreneurs have a tendency to paint the restaurant business plan with a very optimistic brush, highlighting strengths and camouflaging the risks. Our intent is to have a definitive business, financial, and marketing plan that not only serves our need for capital financing, but is utilized as our daily business roadmap. We have taken all precautions to validate our business and financial models, focusing on realistic projections. We have accomplished this as follows:

1. Our financial model is rooted in industry facts, not optimism. We have based costs on a vast

industry and practical research with similar ventures, validation against National Hospitality Industry

cost averages, and analysis against local Nsukka market averages. We have taken a collective look at

all figures to make solid business estimates.

2. Our business concept was derived from detailed Market Analyses. Instead of building a

business around a preconceived concept, we analyzed the market findings and built a concept around

our consumers. In other words, our business is built to service an unmet consumer 'want'.

3. A buffered financial plan that ensures adequate capitalization. A contingency buffer is included

in the start-up cost to ensure the business in not under financed, as well as giving the business

adequate funding to sustain it in the first six months of start-up. Industry experts confirm a longer

ramp-up stage for restaurants over other retail/service businesses. A common mistake for new

entrepreneurs, but fully addressed in this business plan.  

4. A solid Risk Mitigation Plan. We have evaluated traditional and non-traditional risks associated

with Restaurant failure and accounted for them directly in the business plan. Instead of dismissing the

risks, we have identified valid mitigation strategies for each.

5. Deep Management Experience. Our management team has 20 years combined experience, and

deep involvement with the Nsukka restaurant industry.

The total capital requirement to launch Classic Restaurant & Lounge is N7, 400, 000.00 of which N6, 430, 000.00 is allocated to start-up capital, and N970, 000.00 as business operations cash reserve.

Mission Classic will be an inspiring restaurant, combining an eclectic atmosphere with excellent and

interesting food. The mission is to have not only a great food selection, but also efficient and superior

service - customer satisfaction is our paramount objective. Classic will be the restaurant of choice for a

mature and adult crowd, couples and singles, young and old, male or female.

Employee welfare, participation, and training are equally important to our success. Everyone is

treated fairly and with the utmost respect. Our employees will feel a part of the success of Classic

Restaurant & Lounge.

Our concept combines variety, ambiance, entertainment and a superior staff to create a sense of

'place' in order to reach our goal of overall value in the dining/entertainment experience. We offer fair

profits for the owners and investors, and a rewarding place to work for the employees.

Keys to Success1. Unique, Innovative & Contemporary: The creation of a unique and innovative fine dining

atmosphere will differentiate us from the competition. The restaurant will stand out from the other

restaurants in the area because of the unique design and decor. We will offer a fine dining experience

in an electric atmosphere.

2. Product quality: great food, great service and atmosphere.

3. ‘Spice of Life' Menu: The menu will appeal to a wide and varied clientele. Our eclectic

menu features regional specialties around the country.

4. Employee Retention Focus: Employee retention and development programs will be a primary

focus and success platform for this business. Through these programs, we will be able to draw

seasoned and elite professionals and build a committed work force. We have budgeted for a stock

option program for Chef and Management positions to subsidize a lower salary base. This lowers

our immediate overhead and attracts quality staff.  

5. Cost Control Focus: We will control costs at all times, without exception. Cost Control will be an

integrated function of the restaurant from the onset. Cost control is about managing the numbers

- interpreting and comparing the numbers that impact the bottom line. 80 percent of the success of a

restaurant is determined before it opens. Our focus is to reduce the cost of goods sold to meet our

profit margin goals by managing the following crucial elements of cost: Purchasing, Receiving,

Storage, Issuing Inventory, Rough Preparation, Service Preparation, Portioning, Order Taking, Cash

Receipts, Bank Deposits and Accounts Payable. We will use of this restaurant food business plan to

track actual costs against our forecasts in managing the business. 

Due to intense competition, restaurateurs must look for ways to differentiate their business to achieve and maintain a competitive advantage. Midtown/Downtown Nsukka’s redevelopment requires a place that will fit into the 'new look' of the community, one that is contemporary and entertaining. Classic will fill that niche.

Objectives

Classic Restaurant & Lounge's objectives for the first three years of operation include:

Keeping food costs at less than 35% of revenue.

Improving our Gross Margin from 65.41% in Year 1 to 67.10 in Year 2. These are attainable

targets; our ‘stretch' is to attain 70.73% by Year 3.

Keeping employee labor cost between 37-39% of total sales.

Remaining a small, unique restaurant with eclectic food and service.

Averaging sales between N1, 200,000 - 1, 500, 000 per year.

Promoting and expanding the Classic restaurant concept as a unique Midtown destination

restaurant.

Expanding our marketing and advertising in Nsukka to increase our customer base, since there is a

large university community.

Achieving a profitable investment return for investors for Years 2 - 6.

Company Summary

The DesignClassic Restaurant & Lounge is unique to Midtown Nsukka. The restaurant features 2 venues in one (a concept called ‘Multi-Branding'): A Lounge, and Full Service Dining. This concept offers customers variety, offering multiple dining and entertainment options within a single establishment. The spatial and menu divisions will broaden our appeal and provide our customers with a different experience on each visit.The atmosphere caters to a young but mature adult crowd. This is not a family dining establishment. Total space requirements are 3,000 square feet. In total, the restaurant will provide seating for 110 patrons. Where possible, consideration will be given to incorporate a dining patio. Parking and accessibility issues will be reviewed as key criteria. We will draw on our Advisory Board as part of the site selection and lease negotiation.

The MenuClassic is focused on servicing Nsukka's growing demand for an electrifying eating experience. For lack of a better term we are launching a ‘multi-ethnic' cuisine restaurant - a restaurant concept that responds to Nsukka's need for selection and choice. Classic is a complimentary mingling of national cuisine on a single menu. The Midtown demographics fit this concept perfectly.

The ManagementOur management team has over 20 years combined experience in food, restaurant and hotel, business management, finance, and marketing arenas.

Company Ownership

The restaurant will start out as a private Limited Liability Company, owned by its founders, _________ and __________.

Start-up Summary

We are currently negotiating a restaurant space of 3,000 sq. ft. in Midtown Nsukka, Enugu State, and will open Classic in December of this year.

Our start-up costs are mostly expensed equipment, furniture, painting, reconstruction, rent, start-up labor, and legal and consulting costs associated with opening our restaurant. At the start of business, $97,000 will be allocated for business operations reserve. This is a solid start-up forecast based on our market analysis.

We will purchase the following $73,311 worth of current assets during start-up:

Fixtures and Lighting: $32,250

Lounge and Dinning Equipment: $26,183

Sound and Televisions: $8,378

Office Equipment (2 Computers, Fax, Printer, Safe): $6,500

Long-term Assets in the amount of $65,000 include all kitchen equipment.

We have budgeted for the services of a premier Restaurant Consultant familiar with the South-Eastern Market. This is especially key during the site selection and start-up stage. This company will have an integral role in validating the final restaurant location and personnel selection, and participate on the Classic Advisory Board.

Location & Operations

Restaurant LocationMidtown Nsukka is the location selected for the Classic concept. The outlook for the future of Nsukka's Midtown district is exceptionally positive and the most progressive development area in the city. Developers are infusing over 500 million in Commercial, Residential, and Retail development.

The market has been carefully selected and tested for the necessary demographics and retail traffic necessary to meet the goals laid down for profitability. The busy Midtown commercial/residential location has been chosen based upon a successful demographic model and a traffic count of more than 33,000 cars daily.

Restaurant DesignSingle-Level Design Concept: The total space requirement is 3,000 square feet. The restaurant will feature a comfortable and open concept design. The central dining area will allocate 88 seats, and the lounge 22 seats. In total, the restaurant will provide seating for 110 patrons. Where possible, consideration will be given to incorporate a dining patio. Parking and accessibility issues will be reviewed as part of this analysis.Optional Patio: During the busy summer months customers can also sit outside on our patio and we will offer a special summer menu, featuring lighter fare, exotic drinks, as well as non-alcoholic offerings. The patio setting will be a fun and casual atmosphere for the summer crowd.

Operating CriteriaThe restaurant will be located in Midtown Nsukka. The restaurant will service brunch, dinner, and after-hours dining during the week and weekends. The restaurant will operate during peak service time to take advantage of street traffic, and after-hour patronage from the entertainment facilities in the area. Service will be available during the following hours:Lunch:   Monday to Saturday, 9 a.m. - 2:30 p.m.Dinner:  Monday to Saturday, 5:30 p.m. – 8:00pmSundays - Market brunch takeout only.

Start-up

Requirements

Start-up ExpensesPROJECT MANAGEMENT $0Restaurant Consultant (4 months) $15,911DESIGN $0Architectural Design $2,195Structural & Plumbing Design $1,368Mechanical & Electrical Design $2,155Graphic Design $1,185Electrical & Structural Engineering Fees $2,592Design Consultants (Kitchen, Interior & Dining) $9,119

Engineer & Architect Fees $7,040CONSTRUCTION $0Plumbing $33,244HVAC (Air Return, Air Ducts, etc.) $19,250Electrical $7,964Disposal & Demolition $4,122Structural Construction (4 Months General Labour) $52,099Facade (Exterior Construction) $3,092Plaster (Dry Wall) $2,061Mill & Metal Work $8,244Interior Finishes (2500 - 3000 sq. ft.) $14,538Flooring $14,622Fire Alarm System $3,092Security & Phone System $4,615EQUIPMENT $0Liquor Control System - Lease $0Stools, Chairs, Tables, Uniforms $38,025POS (Point of Sale System) - Lease $0Glassware, Flatware, Smallware (Bar & Lounge) $3,298Glassware, Flatware, Smallware & Supplies (FOH) $8,298Dishwasher, Ice & Glasswasher - Lease $0Kitchen Equipment Freight Fees $2,389FF&E Taxes (Taxes on Purchase) $7,988OPERATIONAL $0Capitalized Legal Fees (LLC, Investor Agreements) $7,080Software: Restaurant/Inventory $5,500Software: Cost Control $6,000Impact, Tap & Permit Fees $3,115Business License & Temp Certificate of Occ. $1,615Liquor Licenses $4,615Utilities, Disposal, Tax & Insurance $9,275Security Deposits (Phone/Elec/Gas/Water) $6,250Initial Lease Deposits $6,250Bank & Loan Closing Costs $6,250Web Site Construction $5,800Initial Marketing, Training & PR $19,550Research & Development $3,050Start-Up Salary (Mngt & Chefs) $58,050Recruiting (Staff) $14,550Inspections $750Initial Cleaning Services $1,000Total Start-up Expenses $427,209

Start-up AssetsCash Required $97,099Start-up Inventory $27,500Other Current Assets $73,311Long-term Assets $65,000Total Assets $262,910

Total Requirements $690,119Start-up Funding

Start-up Expenses to Fund $427,209Start-up Assets to Fund $262,910Total Funding Required $690,119

AssetsNon-cash Assets from Start-up $165,811Cash Requirements from Start-up $97,099Additional Cash Raised $49,881Cash Balance on Starting Date $146,980Total Assets $312,791

Liabilities and Capital

LiabilitiesCurrent Borrowing $0Long-term Liabilities $300,000Accounts Payable (Outstanding Bills) $0Other Current Liabilities (interest-free) $0Total Liabilities $300,000

Capital

Planned InvestmentZander Hunte $60,000Peter Smith $50,000Investor 1 $40,000Investor 2 $40,000Investor 3 $40,000Investor 4 $40,000Investor 5 $40,000Midtown Revitalization Grant $130,000Additional Investment Requirement $0Total Planned Investment $440,000

Loss at Start-up (Start-up Expenses) ($427,209)Total Capital $12,791

Total Capital and Liabilities $312,791

Total Funding $740,000

Services

Classic Restaurant & Lounge will feature national dishes, an eclectic ambiance, and superior service. Our food will be of the finest quality and prepared with exotic flare. Customer satisfaction is the driving force behind our success. We will review our menu every 4 months, while maintaining the 'favorites' for loyal patrons. Portions will be modestly sized, garnished with stunning presentation.

Our wine list will be modest and primarily focused on wines from California, Spain, Portugal, and Argentina. Approximately 25% will be available exclusively by the glass, and the remaining labels will be available by the bottle. The kitchen staff will have the best in culinary education and work experience. Their creative talents will compliment one another. The lounge and restaurant staff will offer the finest service in an electric atmosphere and offer customers an extraordinary dining experience.

Classic’s Menus

Classic's varied national menu will feature basically regional flavors. The menu flows together to create complementary elements. The list below offers a small selection of our opening menu offerings:

Include menu offering here.

Market Analysis Summary

Instead of building a business around a preconceived concept, we conducted market research and built a concept around our consumers. Our market analysis identified the following key drivers as areas of opportunity to service Nsukka's restaurant customers:

1. Portion Selection: Nearly 95% of our surveyed focus group endorsed having a choice of different

size portions. This statistic is in line with findings reported by the Tableservice Operator Survey. Zara's

Tapas concept is built to offer different-sized portions. Our customers want the option to choose what

satisfies their appetite.

2. Menu Variety: Ethnic restaurants are increasing in Atlanta. The proliferation of international

cookbooks, food magazines, TV cooking shows and imported goods offers ample evidence that

America, as a whole, is currently on an international tasting spree. In fact, eating places that identify

themselves as ethnic establishments numbered nearly 78,000 in 1999 and recorded sales of $30.5

billion. Our research results do not identify any single ethnic style of restaurant as desired, but rather

suggest that incorporating strong multi-ethnic influences in the menu selection will be popular. Again,

variety is the underlying element for this concept.

3. The Dining Experience: Customer satisfaction with food and service has been and continues to

be of utmost importance, but our findings indicate that the décor, lighting, bar, and other options to

improve the dining experience are also factors in customer decisions. Zara takes all these factors in

consideration for the design of this cosmopolitan restaurant.

4. Reasonable Prices: This was no surprise given the economic tide. Although the restaurant

industry as a whole has seen growth in 2002/2003, customers are demanding value for their dining

dollar. Zara's menu is priced at a mid-tier level, with no entrée over $20. In addition we have an

extended Tapas and Appetizer selection priced between $3.50 - $9.50, allowing budget dining in a full-

service restaurant.

Market Segmentation

Classic's Restaurant & Lounge intends to cater to a wide customer base. We want everyone to feel welcome and entertained. We have defined the following groups as targeted segments that contribute to our growth projections:

The Business Person

Downtown Nsukka Couples

The Destination Customer

High-End Singles

Tourists

Unviversity Community

These particular market segments are 22-45 years old, have disposable income, and are seeking upscale, trendy, and comfortable restaurant options. These are the types of people who frequent other restaurants and bars in the area. They are likely to spend more on experiences they perceive as unique, cosmopolitan, and sophisticated. They are also the most open to trying something new, food wise, and will embrace our national fusion cuisine. 

Market AnalysisYear 1 Year 2 Year 3 Year 4 Year 5

Potential Customers Growth CAGRBusiness Person 18% 9,925 10,223 11,348 11,688 12,039 4.95%Downtown Atlanta Couples

32% 17,645 18,527 20,565 21,593 22,673 6.47%

Tourists 13% 7,168 7,311 7,896 8,054 8,215 3.47%The Destination 8% 4,411 4,499 4,724 4,818 4,914 2.74%

CustomerHigh-end Singles 29% 15,991 16,950 18,815 19,944 21,141 7.23%Total 5.76% 55,140 57,510 63,348 66,097 68,982 5.76%

Target Market Segment StrategyThe Business Person: They work hard all day and often stay overnight in a strange city. They need a competent establishment that helps impress clients and prospects. Afterward, they want to relax and use the money they are making (or are expensed by their company). They spend the most on drinks, food and tips. Classic's cosmopolitan flair and comfortable atmosphere will be perfect for sophisticated business people, whether they live in and around Nsukka or are here for work.Downtown Nsukka Couples: The restaurant will have an intimate, romantic, enticing adult atmosphere that suggests "date." Classic's will be the best date location in town. These young Midtown couples are generally very successful working professionals. In most cases they are budgeting to eat out on a regular basis, as they don't have the time to prepare food nightly.The Destination Customer: Nsukka is a very 'sectioned' city, and consumers often look only in their own neighborhoods for restaurant options. Zara will break these habits, using marketing to draw customers from outside the main city limits. Classic will be a destination restaurant. Our Destination Clients tend to be new suburbanites that miss the excitement of a city. They have disposable income, and will spend quite a bit on such outings. Classic's will be especially appealing to married suburban couples indulging themselves with a "date night" downtown, away from the kids. Many of these consumers are new to Nsukka from larger cities, accustomed to dining within the city and at non-franchised restaurants.High-end Singles: We will attract them with our eclectic atmosphere and layout. Our national menu, striking decor, entertainment and events, excellent service and engaging clientele will confirm the feeling of being in "the in place" in Nsukka. These are the individuals that pride themselves on socializing and dining at the premier locations - The Image Seekers.Tourists: Nsukka attracts many vacationers during the ember months of November through January. Classic's will be a destination dining locale, with its attractive atmosphere, national menu, and lounge. A large percentage of the tourist populations are vacationing families, here to socialize and be entertained. This is especially true for the tourist populations that visit for cultural and social events.

Service Business Analysis

The restaurant industry is highly competitive and risky. Most new restaurants opened by inexperienced owners struggle or fail. However, those based on solid understandings of the market needs, and management of inventory and staff have a much higher chance of success, especially when combined with prior experience in the restaurant industry.

Restaurants make money by taking inexpensive ingredients, combining them in creative ways, cooking them properly, and selling them at a much higher price. Any ingredients wasted in the kitchen are money thrown out. Any time wasted in seating customers, taking orders or preparing food is money walking away. While some entrepreneurs think that success is as simple as a good location and a trendy concept, we know the truth:

To succeed in the restaurant industry, you need an understanding of the risks and financial conditions, the ability to handle enormous pressure, and the organizational skills to bring off what is essentially a giant catered party, two to three times a day.

 

Competition and Buying Patterns

In 2003, the top ten Nigerian restaurants shared two things: cozy, hip interiors and reasonably priced, regionally specialized menus. Three of them offered traditional cooking. And half of them were located in Midtown. Our competitors are heading in the right direction, but only Classic is based on sound market research in the local market.

Nsukka consumers are seeking variety and new experiences. Location is clearly important, but so is atmosphere and distinctiveness. Our marketing challenge is thus to stand out from our competitors, not only as the "new" restaurant, but as one that offers consistently high quality food, menu variety, and a unique atmosphere. 

Strategy and Implementation Summary

Our strategy is simple. We intend to succeed by giving people a combination of excellent and interesting food in an environment that appeals to a wide and varied group of successful adults.

We will focus on establishing a strong identity in our community with a grand opening. Our main focus in marketing thereafter will be to increase customer awareness in the surrounding communities. We will direct all of our tactics and programs toward the goal of explaining who we are and what we do. We will keep our standards high and execute the concept flawlessly, so that word-of-mouth will be our main marketing force.

We will create an appealing and entertaining environment with unbeatable quality at an exceptional price. As an exciting and eclectic restaurant, we will be the talk of the town. Therefore, the execution of our concept is the most critical element of our plan.

All menu items are moderately priced for the area. While we are not striving to be the lowest-priced restaurant, we are aiming to offer exceptional food at reasonable prices for the average restaurant diner.

Competitive Edge

Classic competitive edges are:

1. The owners' thorough understandings of opening and running a restaurant

2. An extraordinary contemporary restaurant design

3. National menu with featured menu review every 4 months

4. Unique, 2-Tiered spatial layout

5. Chef Co-op program to allow new entrants, trainee and featured chef

6. Chef/Management Stock Incentive Program.

7. Inner and Outer City Marketing campaign (i.e. "Come to Town" promotions)

8. Employee Training, Incentive and Retention program

Market Analysis Conclusion:

At the end of the day, everyone that sells prepared meals in this district is a Classic competitor, because we all compete for the same home meal replacement dollar. However, there are two segments of the restaurant industry that are our main competition: the casual dining restaurant and the fine dining value restaurant.

So, if the food and service is better at a fine dining restaurant than a casual restaurant, but price has become a factor as a result of the economic turns, where is a customer more likely to go?

There is no absolute answer to the question, but the solution is to deliver the best food at the best price with the highest level of service in one establishment. This is the very definition of value and the concept at the heart of Classic's business model.

Marketing Strategy

Classic Restaurant & Lounge's Marketing strategy will be to promote our electric food, superior service, and exciting concepts to draw in the local repeat customers. Marketing initiatives will concentrate on the following:

Building and Signage: The most important Marketing tool that we have is the exterior of our building, and our new sign. We budgeted a great deal into the renovations and decor to generate the aesthetic appeal of Classic.

Customer Service:In our years within the restaurant industry, customer service has always been the major draw for the dining clientele. Food and atmosphere is far out-shadowed by superior customer service that turns a new customer into a repeat customer.

Management will demand the wait-staff provide the very best in quality services to the customer, making certain that they are content and satisfied with their dining experience. Wait-staff are thoroughly trained, and every 90 days they undergo a performance appraisal. This is part of our Employee Manual, and Operations Manual guide.

Advertising and Promotion:Our Advertising Plan and media schedule call for targeting customers directly through local publications aimed at , respectively, singles, couples, and destination customers.

Management recognizes the key to success at this time of initial opening is extensive media promotion. This must be done aggressively in order to accomplish our service goals. A healthy budget is allocated for the first year. A primary part of the budget is allocated to create the media and customer buzz for the month prior to opening and the next three months after the grand opening. The full Marketing program is as follows:.

Media Objectives and Strategy:Establish our image as a unique Midtown restaurant with great service, value, and great food served in an eclectic atmosphere. We will maximize efficiency in the selection and scheduling of advertisements by:

Selecting primary business publications with high specific market penetration.

Scheduling adequate frequency of ads to impact market with menu items and promotions.

Where possible, positioning advertisements in or near entertainment/food related editorial.

Redirecting customers to our website to register for upcoming functions, VIP lists, reservations, and

flash media promotions.

Maximizing ad life with monthly and weekly publications.

Working with a renowned media company (Classic Advisory Board), we will develop an advertising campaign built around our Classic Diner theme, menu offering, location, and decor. We will support this plan with ads that reinforce the Classic dining concept.

Additionally, we will develop a consistent reach and frequency throughout the year, targeting each specific customer segment within a five-mile radius, and new 'suburbanites,' who still appreciate in-town dining.

Promotional Campaign:The best way to reach our potential customers is to develop an intense advertising campaign promoting our Classic concept of "Spice of Life." In addition to standard advertising practices, we will gain considerable recognition through newspapers, newsletters and public announcements. Consumers will be encouraged to visit our website to be greeted with a flash media intro that highlights the restaurant, past happenings, upcoming attractions and our dynamic menu.

Our periodic customer surveys and weekly menu item sales evaluations will help us to understand what advertising is working and what is not; basically, who we are reaching. Our goal is to understand our customer, measure the success of our direct marketing and media activities, and redirect advertising as effectively as possible.

Publicity Strategy:Working with a media company, Classic will focus on the following publicity strategies:

Develop a sustained public relations effort, with ongoing contact between key editors

Develop a regular and consistent package update program for the major target media, keeping key

editors abreast of all new promotions, and menu introductions.

Establish contact with editorial staff for the purpose of being included in entertainment "round-

ups"--product comparisons in dining publications and the local papers.

Produce a complete Classic Restaurant history and menu offering piece to be used as the primary

public relations tool for all target media editorial contact. This will also be effective for inclusion in press

kits.

Press Release/Grand Opening: Classic Restaurant will release a series of press releases on the Grand opening.

Publicity Revenues: We anticipate at least 10% of our annual sales will be generated directly from our publicity. A full media kit will be sent to all local publications, and releases on new menu items will be made monthly.Community: Classic will look for key opportunities to pair with local community development organizations and radio stations to interface with our customers. We will continually look for local community programs in which we can participate, in order to better our community, and give something back.

Marketing Program

In line with our Marketing strategy, we will employ three different marketing tactics to increase customer awareness of Classic: In-Restaurant Marketing, Public Relations Marketing, and Media Marketing. Our most important tactic will be word-of-mouth/in-restaurant marketing. This will be by far the cheapest and most effective of our marketing programs.

Word-of-mouth/In-Restaurant Marketing

Restaurant Night:  Every first Monday of the quarter, we will have a special evening for restaurant

people. A perfect night for the local area's restaurant owners, chefs and staff to get together to discuss

the market and food trends, and possible Co-op efforts to promote the Midtown district.

Monthly Dating Connection: With the increasing appeal of Internet and speed dating, the

restaurant will offer a monthly dating night. In addition to food and beverages, customers can choose

from an array of dating packages up for auction.

Wait Area Marketing: Wait staff will service appetizers to customers waiting to be seated or on the

wait list.

Live Entertainment parties

Special Events

Valentine's Day

New Year's Eve party

Public Relations Marketing

Georgia Hospitality & Tourism V.I.P. Party: We will host a V.I.P. Dinner before the 'Grand

Opening.' This will serve the dual purpose of training our staff and introducing ourselves to the

community.

Critics' Choice: Prior to the Grand Opening there will be two preliminary parties catering to the

Media and Critics community. We will encourage the media and restaurant critics to meet at the

restaurant and review the decor, service and food. This will be a preliminary review, where we will

consider constructive input to make minor revisions prior to the true Grand Opening. This initial review

and input will give critics and media commentators a stake in Classic's success, through their

contributions to the final design.

Brochures: Make a brochure for the in-town hotels and business establishments to provide to their

guests and staff, containing interior pictures of our restaurant, menus and prices.

Government Relations: There are several Government offices in the Midtown/Downtown area.

We will approach them to cater business luncheons and private functions. This will offer us higher

visibility for future functions and community events. Word-of-mouth referral is very powerful and

particularly amongst the business community.

Private Functions: Target marketing to businesses for regular business lunch and dinner

entertaining, and private functions.

Media Marketing

Newspaper campaign: A much targeted media campaign to obtain featured articles about the

restaurant in their Living, Entertainment and Dining segments. Notices of all live entertainment

segments and special features will be posted to local newspapers' calendar announcements.

Restaurant and Special Events Website: We have contracted with local design teams to deliver

a high-quality, navigable, constantly updated website.

Media Relations: Several media relations teams will be utilized to market the Restaurant.

Billboard Advertisement: One month prior to the opening, distinct billboard ads will advertise the

launch of the Restaurant.

Inner & Outer City Marketing: We will budget to attract customers from the suburbs.

Sales Strategy

Our strategy is simple: we intend to succeed by giving our customers a combination of delicious and interesting food in an appealing environment, with excellent customer service, whether on their first visit or their hundredth.

Our marketing strategies are designed to get critics and initial customers into our doors. Our sales strategies must take the next step and encourage customers to become repeat customers, and to tell all their friends and acquaintances about the great experiences they just had at Classic.

New restaurants often make one of two mistakes: they are unprepared or under prepared for opening, and initial poor service, speed, or quality discourages customers from returning, or they spend all of their efforts at opening, and are unable to maintain the initial quality customers expect on return visits, decreasing word of mouth advertising and leading to poor revenues.

Classic's sales strategy requires consistently high quality food, service, speed, and atmosphere. We can accomplish this by:

Hiring employees who genuinely enjoy their jobs and appreciate Classic's unique offerings

Continually assessing the quality of all aspects mentioned above, and immediately addressing any

problems

Interacting with our customers personally, so they know that their feedback goes directly to

the owners 

Evaluating food choices for popularity, and keeping favorites on the menu as we rotate seasonal

foods and specials

Sales ForecastThe following sales graph is based on first year start-up estimates only. We anticipate that the business will not be at full operating capacity until the sixth month of operations. This is due to the competitive nature of the market and existing customer loyalty. All factors governing our sales progress are outlined below in the Important Assumptions section.

Our sales forecasts for years 3 through 5 are very conservative, compared to industry standard growth rates.

Although we hope to do catering for local businesses and government offices with time, we will insist on payment at delivery - we will not sell on credit.

Sales ForecastYear 1 Year 2 Year 3 Year 4 Year 5

SalesTotal Sales Food $853,595 $959,047 $1,006,999 $1,047,279 $1,089,170Total Sales Bar/Beverages $220,174 $252,041 $272,204 $293,981 $317,499Other $0 $0 $0 $0 $0Total Sales $1,073,769 $1,211,088 $1,279,204 $1,341,260 $1,406,670

Direct Cost of Sales Year 1 Year 2 Year 3 Year 4 Year 5Total Cost of Sales: Food $298,758 $322,240 $329,289 $336,048 $342,762Total Cost of Sales: Bar/Beverages

$72,657 $76,167 $77,687 $79,228 $80,835

Other $0 $0 $0 $0 $0Subtotal Direct Cost of Sales $371,416 $398,407 $406,976 $415,276 $423,597

Web Plan Summary

Classic Restaurant & Lounge will have a dedicated website. It will be the virtual business card and portfolio for the company, simple, contemporary and well designed. Our site will offer our menus, prices, reviews and happenings at Classic. We will also have a monthly Paparazzi Review about what did happen at Classic to get new customers interested in our restaurant. 

Our website will be used to try out new offers, starting with an on-line order feature for the Sunday Market Brunch, and expanding if the concept gains favor with our customers. A customer will be able to order a selection for pickup using a debit card. Selections will be based on our pre-packaged meals available during the Sunday Market Brunch. This is also a potential for customers needing catering.

The website will include email capabilities and online reservations and special events scheduling.

Personnel Plan

We believe the personnel plan is in good proportion to the size of the restaurant and projected revenues. The staff will include 13 full-time employees and 8 part-time employees, who will work a total of 754 man-hours per week and generate an average monthly gross payroll of $27,308 for the first year in business. The estimated gross annual payroll of $399,588 (including Partner Salaries) is 37% of total sales.

Wage salaries for service personnel (wait staff, busboys, lounge tenders) do not include anticipated tips. With average tipping rates for the Atlanta, Georgia area, and our menu prices, service employees should average at least twice the minimum wage in any given shift. Skilled waitresses and lounge tenders on weekends and evenings will make substantially more.

Kitchen:

The Executive Chef will be assisted by:

An Assistant Chef from a national search (1).

Cooks that work directly with the chef (3).

Prep cooks/dishwasher (4).

People cleaning the restaurant (4).

Personnel PlanYear 1 Year 2 Year 3 Year 4 Year 5

General Manager (Year 2+) $28000 $28000 $28,000 $28,500 $29,000Partner/Manager $48,000 $48,000 $48,000 $48,000 $48,000Partner/Asst. Manager/Exec. Chef

$32,160 $32,160 $32,160 $32,160 $32,160

Hostess (Full Time) $24,000 $24,500 $25,000 $25,500 $26,000Hostess (Part Time) $13,200 $13,500 $14,000 $14,300 $14,800Waitperson 1 $5,640 $5,640 $5,640 $5,640 $5,640Waitperson 2 $5,640 $5,640 $5,640 $5,640 $5,640Waitperson 3 $5,640 $5,640 $5,640 $5,640 $5,640Waitperson 4 $5,640 $5,640 $5,640 $5,640 $5,640Waitperson 5 $5,640 $5,640 $5,640 $5,640 $5,640Waitperson 6 $5,640 $5,640 $5,640 $5,640 $5,640Waitperson 7 $5,640 $5,640 $5,640 $5,640 $5,640Waitperson 8 $5,640 $5,640 $5,640 $5,640 $5,640Waitperson 9 $5,640 $5,640 $5,640 $5,640 $5,640Wait/Barperson $10,440 $10,440 $10,440 $10,440 $10,440Bartender 1 $14,400 $14,400 $14,400 $14,400 $14,400Bartender 2 $7,200 $7,500 $7,500 $7,500 $7,600Busboy 1 $9,120 $9,120 $9,120 $9,120 $9,120Busboy 2 $11,760 $11,760 $11,760 $11,760 $11,760Busboy 3 $7,200 $7,200 $7,200 $7,200 $7,200Assistant Chef $44,400 $44,400 $44,400 $44,400 $44,400Sous Chef $32,400 $32,400 $32,400 $32,400 $32,400Cook 1 $24,240 $24,240 $24,240 $24,240 $24,240Cook 2 $18,960 $18,960 $18,960 $18,960 $18,960Prep Cook/Dishwasher $12,288 $12,288 $12,288 $12,288 $12,288Prep Cook/Dishwasher/Cleaning

$12,960 $12,960 $12,960 $12,960 $12,960

Dishwasher 1 $8,640 $8,640 $8,640 $8,640 $8,640Dishwasher 2 $5,700 $5,800 $5,800 $5,800 $5,800Cleaning/Dishwasher $11,760 $11,760 $11,800 $11,800 $11,800Open $0 $0 $0 $0 $0Total People 20 24 25 25 25

Total Payroll $399,588 $400,788 $429,828 $431,128 $432,728

Financial Plan

Classic Restaurant & Lounge financial model is based on a business concept to "Plan for the Worst, but Manage for the Best." We have approached the financial plan as follows:

The First Year projections anticipates a below average sales volume, below average seat turn, and above average food/beverage cost. This position will help us ensure sufficient financial planning to accommodate a reasonable ramp-up period, and business success, also ensuring that we do not enter this venture under-capitalized.

Financial Pro Forma

In addition to the $110,000 of owner investment and $130,000 in grant monies, Classic is seeking $300,000 in long-term loans and $200,000 in investment for renovations, furniture, kitchen equipment, liquor license, food & restaurant supplies, legal fees, working capital, marketing and personnel.

 The Financial Plan includes:

Important Assumptions

Risk Analysis & Mitigation Plan

Sales Forecast (5.3.1, above)

Break Even Analysis

Profit and Loss Statement

Cash Flow Statement

Balance Sheet

Important Assumptions

The financial plan depends on important assumptions, most of which are reflected in the financial statements that follow. We have been cautious with our projections, and incorporate mitigation for all manageable risks. The key underlying assumptions are:

Economy

Emerging Economy. We anticipate a robust-growth economy, recovering from an economic slow down.

Business GrowthAnnual Growth Rate Percentage. We anticipate modest growth over the coming years. The financials account for the following growth projections:

o Year 2: 6%     Year 4: 4%

o Year 3: 5%     Year 5: 4%

Weekly Sales Variance. Saturday will typically be our best sales for the week. The sales volume for all other days is represented as a percentage relative to Saturday. Therefore our weekly sales will vary as follows:

Monday: 55% Thursday: 95%

Tuesday: 60% Friday: 90%

Wednesday: 75% Saturday: 100%

Seasonal Sales Variance. In Nsukka, October through the late season is the most productive sales period, while the summer months tend to be the slowest restaurant period. This trend is reflected in the financials

though a seasonal variance as follows (where October is targeted to be our most successful sales month):

June: 70% October: 100%  February: 95%

July: 75%  November: 95% March: 85%

August: 80%  December: 95% April: 90%

September: 85%  January: 85%  May: 90%

 Industry & Start-UpFiscal Year-1 Ramp-up. Our experience in the industry confirms a longer ramp-up stage for restaurants over other retail/service businesses. Our Annual Sales Growth is based on attaining the following seating capacity percentage per dining period:

Year 1: After-Hours = 53%, Brunch = 70%, Dinner = 88%

Year 2: After-Hours = 70%, Brunch = 82%, Dinner = 100% (implied wait period)

Year 3: After-Hours = 80%, Brunch = 87%, Dinner = 100% (implied wait period)

Six-Month Start-Up Stage. As a new restaurant entry to the Midtown market, the ramp-up in customer draw is expected to extend over 6 months. This is reflected in a higher than average monthly sales variance shown as follows (Worst-case / Expected-case):

Month 1: 32% / 51%     Month 4: 64% / 75%

Month 2: 41% / 58%      Month 5: 80% / 90%

Month 3: 52% / 66%      Month 6: 90% / 92%

Market Analysis findings are static. We assume that there are no unforeseen changes in findings outlined in the Market Analysis. Pricing & Cost Control

Competitive Pricing Model. Revenue calculations are based upon competitive price comparisons and established menu values in the current marketplace. The following are baseline assumptions on Average Check Totals, and Average Seat Turns:

Daily average for lunch spending is N1, 050 per person, dinner at N2, 750 per person; and N1, 750 per person for After-Hours dining. Seat Turn averages are modestly estimated at:

Year 1: After-Hours = 0.7, Brunch = 1.0, Dinner = 1.0

Year 2: After-Hours = 0.7, Brunch = 1.0, Dinner = 1.0

Year 3: After-Hours = 1.0, Brunch = 1.0, Dinner = 1.25

Cost Control. Cost of goods sold have been calculated as a percentage of sales and will be monitored on a daily basis in order to keep Cost of Food within the range of 31 - 33%, and Cost of Beverages (Non

Alcohol) below 9%. With a focus on Cost Control, we anticipate 6 months to fine tune the restaurant operations and manage our costs within the defined tolerance range.

Inventory turnover and Accounts Payable. Accounts receivable turnover is calculated to be 0 days, as payment is rendered with service. Inventory is turned on a 7 day cycle as inventory is used daily within all categories, and accounts payable are projected to be 30 days.

Risk Analysis/Mitigation1. How do we allow an adequate startup period and capital to launch the concept and grow our customer base in a competitive sector?

Our financial plan is budgeted to support the Worst-Case business scenario. We addressed the financial risk as follows:

We looked at our monthly break-even.

We calculated worst-case monthly financial shortfall based on the ramp-up sales percentages

outlined in our financial assumptions.

We budgeted operational shortfall in an operational contingency budget that we will utilize if the

need arises.2. How do we ensure we have addressed all resource gaps, and have the right industry knowledge?

Owners have a combined 20 years of Restaurant Management, Operations and Business Management Experience.

The Financial Plan incorporates a budget for a Nigerian Restaurant Consulting group. Their services are budgeted for the business start-up analysis, rollout, and on retainer for 4 months of business operations. The selected firm has experience with over 72 Restaurant launches, specializing in the Nigerian Market.

We will be recruiting a seasoned chef (national search) whose style is in accord with the Restaurant concept and our market segment. We will be offering an equity interest to our select Chef to maintain the industry knowledge.

Our Accounting service will be contracted to a firm specializing in Restaurant accounting.

3. The current Economic slowdown and recovery state was a key consideration in our restaurant concept. How do we manage a successful restaurant in current market conditions?

Our original effort was to open a restaurant twice the proposed size. As we are in the midst of an economic recovery, we have scaled back the size to reduce business overhead, startup requirements, and business operating capital.

Another mitigation has been our overall Restaurant concept. We have the menu priced at a mid-tier level with no entrée over N2, 000. In addition, we have an extended Appetizer selection priced between N550 – N950, allowing budget dining in a distinguished restaurant.

4. How do we confirm that our Funding Requirement is sufficient?

We have leveraged our membership with the National Hospitality Industry Association to look at industry averages for this market segment for Restaurant startup and Operations. Additionally, we included a contingency buffer in the financial estimates to account for any potential cost variance.

We have worked with our Restaurant Consulting firm to validate our cost estimates to their industry knowledge.

5. How do we know we have selected the right location for this concept?

Again we will draw on the Consulting group that has the expertise in site selection and lease negotiation. In all, there are no guarantees with location, but we took a very objective approach with our concept. Instead of going in with a predefined business concept, we let the Market Analysis define the need. Based on the results, the Classic Restaurant concept was formed specific to Midtown Atlanta. Site selection was based on space, visibility, and functionality.

6. What if there is an additional need for Business Capital after the Restaurant has exhausted its 6-month buffer?

Our intent is to be a self-sufficient business far in advance of the 6-month probation period. But as we are considering all contingencies, we have looked at this risk. We have accounted for an operational contingency budget that will be used to supplement any slow periods. Our next step would be to approach our private investors for capital by extending their return on investment. We would also look to the partners' capital reserves as another source of funds.

General AssumptionsYear 1 Year 2 Year 3 Year 4 Year 5

Plan Month 1 2 3 4 5Current Interest Rate 6.00% 6.00% 6.00% 6.00% 6.00%Long-term Interest Rate 7.00% 7.00% 7.00% 7.00% 7.00%Tax Rate 30.00% 30.00% 30.00% 30.00% 30.00%Other 0 0 0 0 0

Profit and Loss Statement

The most important assumption in the Projected Profit and Loss statement is the gross margin. We show an adjustment increase in Year 2 as we exit our start-up phase of the business and move into our expected annual sales forecast.

This transition shows the restaurant managing through its start-up period, and gaining efficiency and customer loyalty. In summary, the restaurant will develop its customer base and reputation and the growth will pick up more rapidly towards the second and third years of business

Pro Forma Profit and LossYear 1 Year 2 Year 3 Year 4 Year 5

Sales $1,073,769 $1,211,088 $1,279,204 $1,341,260 $1,406,670Direct Cost of Sales $371,416 $398,407 $406,976 $415,276 $423,597Other $0 $0 $0 $0 $0Total Cost of Sales $371,416 $398,407 $406,976 $415,276 $423,597

Gross Margin $702,353 $812,681 $872,228 $925,984 $983,072Gross Margin % 65.41% 67.10% 68.19% 69.04% 69.89%

ExpensesPayroll $399,588 $400,788 $429,828 $431,128 $432,728

Marketing/Promotion $18,656 $22,000 $25,000 $15,000 $15,000Depreciation $6,500 $6,500 $6,500 $6,500 $6,500Leased Equipment $12,000 $12,000 $12,000 $12,000 $12,000Accounting/Payroll Processing $6,600 $6,600 $6,600 $6,600 $6,600Legal Retainer Fees $2,400 $2,400 $2,400 $2,400 $2,400Business Licenses & Permits $6,000 $6,000 $6,000 $6,000 $6,000Credit Card Expense $18,576 $19,983 $21,107 $22,131 $23,210Bank Fees $1,200 $1,200 $1,200 $1,200 $1,200Music & Entertainment $3,744 $3,744 $3,744 $3,744 $3,744Training / Employee Retention Programs

$0 $5,008 $6,008 $6,008 $6,008

Repairs & Maintenance $9,000 $9,000 $9,000 $9,000 $9,000Utility Services (Gas/Electric/Water/Sewer)

$24,996 $26,496 $27,821 $28,933 $30,091

Telephone/Communication Expense $1,800 $1,800 $1,800 $1,800 $1,800Insurance: Fire/Theft/Liability/Liquor/Product

$20,400 $21,624 $22,705 $23,613 $24,558

Restaurant Occupancy Cost (Lease) $75,000 $77,250 $79,568 $81,955 $84,413Payroll Taxes (FICA/FUTA/SUTA) & Employee Benefits

$0 $0 $0 $0 $0

Exterminator/Trash Removal $4,800 $4,800 $4,800 $4,800 $4,800Dishware/Uniforms/Cleaning Supplies/Decor

$11,760 $12,466 $13,089 $13,612 $14,157

Printing/Paper/Postage/Subscriptions $9,156 $9,500 $9,500 $9,500 $9,500Facility (Exterior Cleaning/Grease Trap/Hood/Windows,etc.)

$3,333 $3,640 $3,640 $3,640 $3,640

R&D Meals $2,200 $2,400 $2,400 $2,400 $2,400General Business Comps $12,400 $22,850 $23,125 $23,125 $23,125Owner Comps $2,124 $2,124 $2,124 $2,124 $2,124Other Expenses (ComAreaMaint, etc.)

$4,200 $4,200 $4,200 $4,200 $4,200

Total Operating Expenses $656,433 $684,372 $724,158 $721,414 $729,198

Profit Before Interest and Taxes $45,920 $128,309 $148,070 $204,571 $253,875EBITDA $52,420 $134,809 $154,570 $211,071 $260,375Interest Expense $19,189 $15,984 $12,640 $9,296 $5,952Taxes Incurred $8,020 $33,698 $40,629 $58,582 $74,377

Net Profit $18,712 $78,628 $94,801 $136,692 $173,546Net Profit/Sales 1.74% 6.49% 7.41% 10.19% 12.34%

Break-even Analysis

For our First Year Break-Even Analysis, we have an average running fixed costs of $60,230 per month which includes our full payroll, rent, and utilities, and an estimation of other running costs. With direct cost of goods (inventory, in this plan) at 35% of sales, our monthly break-even point is $92,081. We will surpass our break-even point in October of our first year.

As we exit the start-up phase of the business and focus on cost control, we will drive the Cost of Goods Sold (COGS) down, dropping our break-even value, and increasing our Gross Margin.

Break-even Analysis

Monthly Revenue Break-even $83,630

Assumptions:Average Percent Variable Cost 35%Estimated Monthly Fixed Cost $54,703

Cash Flow Statement

The cash flow depends on assumptions for inventory turnover and payment days. We have no sales on credit, so our cash flow does not track accounts receivable. Our projected same-day collection is critical, and is reasonable and customary in the restaurant industry. We do not expect to need any additional financial support, even when we reach the less profitable months, as the downturns are incorporated into the monthly revenue variance figures. Month-by-month assumptions for projected cash flow are included in the appendices.

Pro Forma Cash FlowYear 1 Year 2 Year 3 Year 4 Year 5

Cash Received

Cash from OperationsCash Sales $1,073,769 $1,211,088 $1,279,204 $1,341,260 $1,406,670Subtotal Cash from Operations $1,073,769 $1,211,088 $1,279,204 $1,341,260 $1,406,670

Additional Cash ReceivedSales Tax, VAT, HST/GST Received

$0 $0 $0 $0 $0

New Current Borrowing $0 $0 $0 $0 $0New Other Liabilities (interest-free)

$0 $0 $0 $0 $0

New Long-term Liabilities $0 $0 $0 $0 $0Sales of Other Current Assets $0 $0 $0 $0 $0Sales of Long-term Assets $0 $0 $0 $0 $0New Investment Received $0 $0 $0 $0 $0Subtotal Cash Received $1,073,769 $1,211,088 $1,279,204 $1,341,260 $1,406,670

Expenditures Year 1 Year 2 Year 3 Year 4 Year 5

Expenditures from OperationsCash Spending $399,588 $400,788 $429,828 $431,128 $432,728Bill Payments $601,114 $724,989 $745,324 $765,976 $792,442Subtotal Spent on Operations $1,000,702 $1,125,777 $1,175,152 $1,197,104 $1,225,170

Additional Cash SpentSales Tax, VAT, HST/GST Paid Out

$0 $0 $0 $0 $0

Principal Repayment of Current Borrowing

$0 $0 $0 $0 $0

Other Liabilities Principal Repayment

$0 $0 $0 $0 $0

Long-term Liabilities Principal Repayment

$47,772 $47,772 $47,772 $47,772 $47,772

Purchase Other Current Assets $0 $0 $0 $0 $0

Purchase Long-term Assets $0 $0 $0 $0 $0Dividends $0 $20,000 $10,000 $10,000 $15,000Subtotal Cash Spent $1,048,474 $1,193,549 $1,232,924 $1,254,876 $1,287,942

Net Cash Flow $25,295 $17,539 $46,280 $86,384 $118,727Cash Balance $172,276 $189,815 $236,095 $322,479 $441,206

Balance Sheet Statement

The projected Balance Sheet is quite solid. We do not anticipate difficulty meeting our debt obligations based on achieving the specific goals outlined in this plan. On a linear projection, Zara Restaurant & Lounge has a positive Net Worth beginning in Year 3.

Pro Forma Balance SheetYear 1 Year 2 Year 3 Year 4 Year 5

Assets

Current AssetsCash $172,276 $189,815 $236,095 $322,479 $441,206Inventory $37,839 $39,175 $38,109 $38,843 $39,608Other Current Assets $73,311 $73,311 $73,311 $73,311 $73,311Total Current Assets $283,426 $302,300 $347,514 $434,633 $554,125

Long-term AssetsLong-term Assets $65,000 $65,000 $65,000 $65,000 $65,000Accumulated Depreciation $6,500 $13,000 $19,500 $26,000 $32,500Total Long-term Assets $58,500 $52,000 $45,500 $39,000 $32,500Total Assets $341,926 $354,300 $393,014 $473,633 $586,625

Liabilities and Capital Year 1 Year 2 Year 3 Year 4 Year 5

Current LiabilitiesAccounts Payable $58,194 $59,713 $61,398 $63,097 $65,315Current Borrowing $0 $0 $0 $0 $0Other Current Liabilities $0 $0 $0 $0 $0Subtotal Current Liabilities $58,194 $59,713 $61,398 $63,097 $65,315

Long-term Liabilities $252,228 $204,456 $156,684 $108,912 $61,140Total Liabilities $310,422 $264,169 $218,082 $172,009 $126,455

Paid-in Capital $440,000 $440,000 $440,000 $440,000 $440,000Retained Earnings ($427,209) ($428,496) ($359,869) ($275,068) ($153,375)Earnings $18,712 $78,628 $94,801 $136,692 $173,546Total Capital $31,504 $90,131 $174,932 $301,625 $460,171Total Liabilities and Capital $341,926 $354,300 $393,014 $473,633 $586,625

Net Worth $31,504 $90,131 $174,932 $301,625 $460,171

Expansion, Payback & Exit Strategy

In addressing this question we look at the Exit Strategy as a definition of our business vision and goals, as well as a contingency in the event the business is unsuccessful. We have addressed this question at several levels:

Expansion as a Business Goal

We have set multiple financial goals to grow the success of the Classic concept, and compound the profit return for Classic Investors.

1. Expansion (Option 1): Our overall goal to maintain Classic as a unique and eclectic concept. Based

on projections, the business has captured market share by the end of the first year. In addition Year 2

brings an increased sales and profit margin to sustain the addition of a full-time General Manager. By

second quarter of Year 2, the owners will look to launch a second restaurant concept. This is not a

chain, but another unique restaurant concept with strong growth potential. Expansion will be

considered with our financial backers and Investor partners.

2. Expansion (Option 2): Throughout our business plan we have stayed focus that Classic would be

successful as a larger venue, with greater sales capacity and revenue potential. Our objective with the

site selection and lease negotiation is to have the opportunity to expand the restaurant as a logical

growth and profit plan.    

3. Private Sale: We are in the business of making money. At the close of Year 3, we see Classic as

meeting 80.4% of its optimum sales potential with the current seating and space allocation. At this

stage the business debt is reduced, profit margins are increasing, and Classic has established market

share. We will look at the private sale of the majority interest via A) Leveraged Buyout, or B) A larger

Restaurant consortium. In both cases, our interest is in delivering healthy profits to our Investors and

Financial backers. Sales and profit margins will be based on the restaurant valuation in Year 3. 

4. Financial Solvency: The financial projections indicate that exit will be achievable over 3 years for

the operating capital line of credit. Under a realistic scenario the Company should have over $70,000

in cash in the bank after income taxes the second year. The entire financial debt would be retired by

Year 7. 

Exit Strategy to Retire the Business

We at Classic are committed to our concept and its viability. We step into this venture with confidence and the success of our respective prior business efforts. No one attempts a business anticipating failure, however sometimes ventures do not fulfill their promise. 

In the event that our venture cannot achieve profitability and retire the encumbrances, we will first attempt to sell the operation and use the proceeds to clear all outstanding balances. If we are unable to sell the operation for sufficient proceeds we will be forced to default whereby the loan will be in senior standing. Any further outstanding balances will be borne by the investors on a weighted percentage basis of the total amounts due.