Business Plan for a Restaurant. Afghan Cameleers Restaurant on Australian Business Plan Template

Contents

Business Plan Smmary
The Business
The Market
The Future
The Finances

The Business
Business details
Registration details
Business premises
Organisation chart
Management & ownership
Key personnel
Products/services
Innovation
Insurance
Risk management
Legal considerations
Operations
Sustainability plan

The Market
Market research
Market targets
Environmental/industry analysis
Your customers
S.W.O.T. analysis
Your competitors
Advertising & sales

The Future
Vision statement
Mission statement
Goals/objectives
Action plan

The Finances
Key objectives & financial review
Assumptions
Start-up costs for 2017
Balance sheet forecast
Profit and loss forecast
Expected cash flow
Break-even analysis

Business Plan Summary

A new traditional home style medium-sized (100 seating) Afghan Cameleers Restaurant (ACR) will be positioned at the place of previous Afghani restaurant ‘Kabul Kebab House’ which was closed permanently on 30th April 2017 due to owner’s personal circumstances. The closure of existing Afghani restaurant in Canberra had created a space for us to capture both its existing valuable customers (in hundreds) and expanding market in traditional Afghani and Arabian tastes in ACT (404,000 population with average age 35 years and median wage around $60k. Afghan Cameleers Restaurant will be offering its high quality family style traditional Middle Eastern and Afghani food augment with its best friendly services to Canberrans particularly, residents of South Canberra. Due to restaurant’s large scale and uniqueness in its delivery and products, we have decided to develop a partnership of three (3) key players namely Yasir, Abdul and Jabar and develop a synergy of our individual expertise in hoteling, management, public relation and local food services. Together, we have over 20 plus collective years of unique experience in the restaurant and catering industry. Abdul has already contacted previous owner for the leasing a 4,500 sq. foot space in Manuka Terrace located at Flinders Way and Franklin Street Intersection in Griffith-South Canberra, ACT. The site was previously leased to Kabul Kebab House in year 2013. The former tenant (Mr. Junaid) had removed majority of existing fixtures, furniture and equipment which will need to be repaired and renovated.

The site will consist of three (3) 30ft x 20ft dining rooms each themed with different traditions and cultures, a central dining hall of 30ft x 60ft including three (3) bathrooms, one (1) 30 x 15 square-foot kitchen and one (1) 30ft x 15ft storage room in back. The available space need to be transformed to fit for Afghan Cameleer’s Restaurant’s uniqueness. The storefront is also required necessary plumbing and fixtures appropriately. Painting, new floors, and countertops are also needed to represent authentic Afghani and Arabian culture. With materials bought on sale and volunteer labour, the cost to renovate will be $84,500. The kitchen will be equipped with one (1) new commercial stove, two (2) refrigerators, and one (1) custom made walk-in-cooler, two (2) dishwashers with sink in table, ninety (90) new chairs and ten (10) new wood round tables. With bargain (but quality) equipment, the cost will be $139,500. The existing good conditioned kitchen items include one (1) burner, one (1) stainless steel freezer, one (1) stainless steel cold station, two (2) food processors, ice maker with storage bin, stainless steel hood with exhaust, chrome shelving systems, ten (10) wood round tables and chairs those will be purchased from existing tenant and estimated cost will be around $40,000. Other start-up expenses will be art work, kitchen small wares and dishes, table cloths and napkins, track lighting, food inventory, cash register + POS (point of sale) system, rent deposit, graphic logo, outdoor sign, permit and lease deposit, building renovation & repairs and marketing. The décor will feature wood accented chairs with red and white checked table cloths. Dinner style tables will be surrounded by wooden chairs with comfortable seating cushions with cultural embroidery.

Afghan Cameleers Restaurant will be operated under Mr. Abdul as General Manager in assistance of Mr. Sheikh as operational manager and Mr. Butt as social media manager. Mr. Jabar will be Part-time marketing & sales manager and Mr. Yasir will serve as part-time business and finance manager who has invaluable financial control skills. Mr. Khan will be chief chef/ head cook, and additional staff will consist of two (2) part-time backup sous cooks, one (1) line cook, two (2) prep cooks, eight (8) waiters/ waitresses, one (1) runner, one (1) dish washer, two (2) cleaners, one (1) book keeper, two (2) sales agents for online delivery, one (1) sommelier, two (2) host/ hostess and two (2) bussers. During slow times, only four (4) waitress will be used. Experienced staff members have already been interviewed. Our Chef Khan has a large repertoire of cultural ingredients and ethnic Afghani & Arabian recipes. ACR forecasts that the majority of purchases will be from the chef’s recommendations who will be responsible for the back-end production of the venture. Traditional recipes will be used to provide the customers with an extremely clean, diverse, non-greasy menu with interesting twists. ACR will strictly emphasise healthy, recognizing the trend within restaurant industry for the demand for health cuisine. In summer, it will be open from 12pm to 10pm, and 12pm to 12am on weekends. During winter closing will be two (2) hours early. The market and financial analyses indicate that with start-up expenditure of $1.4 Million including start-up cash, this restaurant can generate around $2.5 Million in sales by year 2018, $7.5 Million by the end of year 2019 with net profit of 20% and produce net profit of 30% on sales by the end of year 2020 with gross sales of around $ 12.5 Million.

The Business

Business name: Afghan Cameleers Restaurant

Business structure: Partnership under ACT-Partnership Act 1963

ABN: ------------

Business location: xxxxx Flinders Way, Griffith, Australian Capital Territory, 2603

Date established: November 01, 2017

Business owner(s): Muhammad Yasir Arslan, Abdul Qayum, Jabar Al Mansoori

Relevant owner experience: By his profession, Mr. Yasir is qualified civil engineer and experienced project manager who has also been dealing with small business start-ups in his 8 years professional career. Yasir is postgraduate in Master of Business Administration and Certified Project Management Professional. Mr. Abdul is well experienced public administrator and graduate in public management. He has been managing customer services in famous restaurants for more than 10 years such as Bamiyan Afghan Cuisine, NSW and Parwana Afghan Restaurant, WA. Mr. Jabar, founder of Al Badeyah Eyes Tourism in Dubai-UAE is graduated in International Affairs and well equipped in public relations, marketing and business strategies.

Products/services: Afghan Cameleers Restaurant (ACR) will serve Afghani and Arabian meals as tempting aromatic lunch and dinner in its original taste. Restaurant will be offering takeaways in the customised special boxes and home delivery through staff wearing traditional Arab and Afghani clothes.

The Market

Canberra, Australia’s capital is a city of innovation and opportunity. This city is internationally recognized for an enviable lifestyle, strong, stable economy and business friendly environment. Canberra is a great place to live, work and do business which is known as the ‘clever capital’, a home to Australia’s most educated workforce as well as high labor productivity, modern infrastructure and competitive business costs. Canberra’s restaurants have recorded the strongest growth in turnover in the nation, as new ventures inject vibrancy into the city’s heart. The ACT’s eateries turned over $70.5 million in August 2016, an increase of almost 20 per cent, according to the latest figures from the Australian Bureau of Statistics.Canberra consumers are very fickle. In the recent past, less business failure is observed in high-end restaurants in Canberra because they were able to create a special experience for dinners. It mean restaurants have to stay on top of their game in terms of food, service and, especially in a small town like Canberra, the “unique experience” they are providing.

Eating out is a growing trend in Canberra, since people are increasingly pressed for time and enjoy this convenience with their families, friends, colleagues and business partners. Lunch (whole year) and Dinner (in summer) are popular, as workers and business owners often choose not to brown bag midday meals. Choosing healthy, tasty versatile, low-fat food is a concern, but studies have shown that people are ambivalent about it and continue to choose high-fat foods to complete their desires of experiments and taste loyalty. The menu will address this by preparing favourites in such a way that people won’t realize that much of the unhealthy fat has been removed in the served traditional dishes at Afghan Cameleers Restaurant.

Target market:

Fast food chains like MacDonald’s, Bakers Delight and other restaurants such as Manuka Steakhouse, Trecento Woodfired Pizzeria & Bar, Ricetta, Taste of Bangladesh, Jewel of India, Urban Panty, Caph’s Restaurant & Bar and Belluci Manuka etc. are located in its near vicinity therefore, ACR is to be unique in service, style, food quality and marketing to attract customers and keep those its loyal. Afghan Cameleers Restaurant believes that the market can be segmented into four distinct groups that it aims to target in future as follows:

Business Owners & Workers: As per recent ABS data, 40 per cent of South Canberra residents are managers, administrator and professionals. Approximately 3 per cent are tradespersons and 16 per cent are service workers and advanced clerks. Based on these figures, a reasonable proportion of customers are expected to visit Afghan Cameleer’s Restaurant particular, during lunch hours. Location of Afghan Cameleers Restaurant is selected very wisely. It is on the same place where earlier Afghani Restaurant ‘Kabul Kebab House’ was being operated while other nearby (Afghan Koochi Café) is located far in Gungahlin ACT, around 20 km away from the selected location. Therefore, this customer group (from nearby offices) will form the base clientele, as many will be our repeated customers. A number of tradesmen and service workers are also expected to place online order or take away every day. Fast, accurate and friendly service will be provided, as these customers often have limited time to eat. As per collected data from previous restaurant and our personal observation, we are expecting this group popular menus will be naturally desire organic and ethnic cuisine.

Local Residents: Griffith (275 hectares), an active suburb of South Canberra is a place of 643 running business serving local 4,668 population (median age=39 years) and its surroundings South Canberra (27,663 population, median age= 39 years. Median equivalised total household income is around 1,736/week and about 75 per cent of its population is at least graduated. Current Population of Canberra will increase to about 504,000 persons by 2025. This group is anticipated to be attracted by healthy offerings and quick service.

Tourists: The year 2013 survey found the visiting friends and relatives sector in the ACT was up by 11.9 per cent, holiday visitors were up by 8 per cent and visits for ‘’other purposes’’ including employment and education were up by 12.1 per cent. Tourism Research Australia’s latest international visitor survey found there were 177,093 international visitors to the ACT for the year ending March, 2013, up from 162,190 the previous year. Afghan Cameleers Restaurant is near the civic area therefore, it will attract more visitors and tourists. This location will be more valuable but expensive during the national events those are often organized near city centre caused of pulling streams of citizens’ participation each year.

Others: Manuka Oval is also nearby. AFL (Australian Football League) visitors and cricket players are likely to visit Afghan Cameleers Restaurant (ACR) on the weekends and during their games periods. Other important neighbour is Head Office of Department of Human Services which is place of visitors and workers. It is expecting that few visitors and workers during the weekdays will also dining at Afghan Cameleers Restaurant.

Marketing strategy:

Developing trust on food quality and service will be the key criteria and function of Afghan Cameleers Restaurant’s marketing strategy which is basically customer-driven marketing strategy. Marketing strategies will be augmented by Afghan Cameleers Restaurant’s publicity through local newspaper and publications, flayers of local dealers like Coles, Aldi, and Woolworth. Restaurant owned internet web site will also help to reinforce the marketing strategy. Further, restaurant brochures, letterhead, and business correspondence will further strengthen these impressions too. Afghan Cameleers Restaurant will be operated under our vision that an influential marketing can be achieved only exceeding customers’ satisfaction. The ultimate goals of Afghan Cameleers Restaurant’s management and owners will be increasing profitability whether that involves adding more menu options (other than traditional food), reducing prices or increasing customer visits or first-time customers (by discounts as token of appreciation and thanks) following by the strong customers’ services as secondary goals to attract the existing customers. Developing trust on food quality and pricings will be the key criteria and function of marketing strategies. In addition to an overall strategy, different marketing actions and methods will be used for each of the target markets as follows:

Business Owners, Local Residents & Workers: Small advertisements will be placed weekly in the dining section of the local newspapers such as Canberra Times and Cornicles. Advertisement will be posted in Canberra week’s magazine. These newspapers and magazines are very effective for spreading information amongst the local readers. Specials will be promoted with an A-frame sign and during slow period’s coupons/offering and ‘2 for 1’ deals will be offered. Menus will be distributed to local businesses through distributing flyers at their front desk and Mail-in or Fax-in Ordering orders will also be encouraged. Take-out will be attractively boxed and given equal priority to sit-down services through traditional delivery in cultural wearing.

Tourists: Menus will be distributed to the local lodging establishments to encourage their guests to come to the Afghan Cameleers Restaurant. Advertisements and listings will be placed in state wide and regional tourist guides and publications. Menus will also be placed at information booths and other spots likely to have tourist traffic.

Others: Flyers will be distributed amongst visitors at Manuka Oval during the games periods. Most of the game events are held in summer. Offering the students a percentage discount on certain meals and public servants will also increase sales. Pricing will be competitive and customer service excellent. If anyone is not satisfied, the item will be replaced or taken off the bill. The Afghan Cameleers Restaurant will leverage the social media as part of its marketing presence.

The Future

Vision statement:

- Within the next one year Afghan Cameleers Restaurant will be famous to be the only authentic place both in quality and services with its best staff and fresh food items (mostly organic and gluten free), purchased locally.

- To outstand in local market for its environment and friendly yet un-intrusive service to a high volume of customers through effective teamwork and communication.

- Our staff is our asset, protector of our vision and mission holding our values and our culture.

- To provide all who work with us the tools to be their best in a friendly, co-operative, and rewarding environment.

Goals/objectives:

The initial objectives of Afghan Cameleers Restaurant are market penetration following by the sales increase keeping original customers intact. Following the primary objectives, goals of its business plan are as follows:

1. To be a leading traditional home style Afghani and Arab restaurant in South Canberra
2. To provide high quality ethnic meals at competitive prices with its unique and classic service
3. Sales of $2.5 Million in the first year, more than $5 million in the second year
4. Profitability in the second year and more than 20% by third year
5. An increased production per month by 7.5% in the first year following by 5% & 2%
6. To achieve Prime Cost Ratios lower than 80% in third year and less than 65% in fifth year
7. Make intellectual property more valuable with secret trade mark
8. Expenditures (operational, administrative, wages) to be limited below $200,000 per month

Design, unique philosophy, cultural theme, versatility, high quality of fresh food, passionate service and work environment of Afghan Cameleers Restaurant will meet these objectives. There are three influential key success factors and activities that will contribute to the accomplishment of Afghan Cameleers Restaurant’s goals. These factors include: (i) our ability to select the best location, (ii) building high market visibility through brand building, social activities, public participation of selecting best menu and waitress of the month (iii) keeping variable and overhead expenses as low as possible to maintain concession for seniors, special people, veterans and pensioners.

To make its service effective and friendly, comment cards will be at each table and will be collected at the register. Suggestions for new or improved meals will be sought, as well as feedback on service and the dining experience.

The Finances

Sources of Capital:

Total start-up costs of our business venture are estimated to be $1.4 Million which include both fixed assets and start-up expenses. Fixed Assets amounting to $0.5 Million will include market research, real estate i.e. tenancy/lease bond, transfer (stamp) duty and lease agreement advice, buildings renovation, leasehold improvements, equipment, furniture and fixture, business vehicles, mobile application & website development and other fixed costs such as telephone/ internet installation, gas and power connection. Operating capital will include salaries and wages, statutory requirements such as licences and insurance premiums, starting inventory, preliminary legal consultation and accounting fees, rent deposits, supplies i.e. initial raw materials and/or stock purchases., signage, advertising and initial marketing promotions, licenses, other initial costs and working capital (cash on hand) and estimated to about $1.0 Million. Three partners (Yasir, Abdul and Jabar) will contribute $880,000 (58% of the total start-up cost as injection capital) and the remainder $632,150 will be secured through outside financing sources. We are expecting an interest free loan from our families ensuring complete return in twelve months. After successful marketing and unbeaten advertisement through passion, skills and network we will get bank loans on our credit cards equivalent to $150,000 @ 15% interest. $150,000 loan we will be sought through Business Angle @ 12% mark-up and $150,000 we will seek through crowdfunding offering free delivery for one year (estimated to 1,250 free deliveries to supporters/ backers). Mr. Jabar and Yasir (2 out of 3 business partners are full time employees in engineering consultancies firms therefore, we plan to invest $80,000 after June 2018 to sustain this business and reduce interests.

The majority of the costs are associated with the restaurant equipment, inventory and furniture and furnishings for the dining area, kitchen and serving line. These operating areas will be designed for efficiency and flexibility to accommodate the fluctuation in customer traffic and peak meal periods. Total costs for these items are reported to be $336,150. The costs are associated with build out and renovation of the existing building enabling it to fit for Afghan Cameleers Restaurant including necessary plumbing, electrician and architecture work for creating additional space in the dining area meeting the proposed themes: $84,500. Approximately $116,500 will be spent on registration, licences, memberships, insurances, marketing and advertisement etc. Additional start-up expenses are in the form of working capital and contingency $880,000.

Monthly Operating Cost:

Total monthly budget is estimated to approximately $150,000 which includes expenses such as owner’s compensation, salaries, social security, tax, advertising, car and truck expenses, credit card charges, insurance, office expenses, postage and shipping, rent on business property, routine repairs, routine supplies, telephone, travel, utilities and other miscellaneous expenses.

Gross Margins:

For simplicity of economic model and business analysis, we have grouped similar food items in twelve (12) major products i.e. special, starters, mains, sides, Pides & Shawarma, breads, rice, vegetarian, desserts, hot drinks, drinks and liquor and then calculated what gross margin we would achieve in each categories. On average, we decided to keep it at least 50% to cover direct and operational costs.

Sales Forecast:

Based on previous internet surveys, statistics, social media reviews and available online research for other similar restaurant in other Australian states, we estimate 300% increase on overall sale in second year and 150% in third year above the second year sales. We are expecting a slow growth in the first year and then penetrate in second and third year after establishing our brand and taste in local community. Starting from 25 customers per day to 250 customers per day in year three. (Maximum sitting capacity of our restaurant is 100 customers at single time)

Cash Receipts:

We estimate that once a sale is made, all of the money will be collected within first week via cash and bank transaction (credits) however, be unique in food catering and hospitality industry, we decided to introduce easy payments plan up to one month for students and large families (+6 members). Two months payment plan for pensioner, veteran and customers with special needs.

The Business

Business details

Products/services: Afghan Cameleers Restaurant will serve Afghani and Arabian meals as tempting aromatic lunch and dinner in its original taste. Restaurant will be offering takeaways in the customised special boxes and home delivery through staff wearing traditional Arab and Afghani clothes.

Registration details

Business name: Afghan Cameleers Restaurant

Trading name(s): Afghan Cameleers Restaurant

Date registered: September 01, 2017

Location(s) registered: Griffith, 2603, Australian Capital Territory (ACT)

Business structure: Partnership (ACT-Partnership Act 1963)

ABN: ----------- active from September 29, 2017

GST: Registered from October 04, 2017 (Australian Government – Australian Taxation Office)

Domain names: www.afghancameleersrestaurant.com.au

Licences & permits:

(i) Registered with ACT Health for food business and safety license under Food Act 2001

(ii) Approval to Discharge Non-Domestic Waste to Sewer, licence from Icon Water

(iii) Background Music Licence from Australasian Performing Right Association, Aus. Gov.

(iv) Registered with IP Australia for trade mark (exclusive ownership or proprietary rights)

(v) Restaurant Liquor Licence from ACT Chief Minister, Treasury and Economic Development Directorate

(vi) Registration for Payment of Payroll Tax from ACT Chief Minister, Treasury and Economic Development Directorate

(vii) Employer Requirements – Superannuation Guarantee from Australian Taxation Office

(viii) First Aid Kit Licence from Australian Capital Territory – Health Directorate

(ix) Australian Capital Territory – Environment and Planning Directorate Licence for building alternation and repair works.

(x) Australian Capital Territory – Transport Canberra and City Services Licence for Approval to Place Sign on Public Unleased Land

In addition, all Australian Government code of practices including workplace safety and security will be in placed strictly. Furthermore, ACT Innovate Canberra guidance’s are also followed up for the development of start-up, business plan and marketing plan.

Business premises

Business location: Afghan Cameleers Restaurant will be positioned at the place of previous Afghani restaurant ‘Kabul Kebab House. Approximately 4,500 square foot space in Manuka Terrace located at Flinders Way and Franklin Street Intersection in Griffith-South Canberra, Australian Capital Territory. Murray Crescent is running by its southern side while Captain Cook Crescent is towards its eastern side. Griffith, a suburb of South Canberra, Australian Capital Territory, has a population of over 4,700 according to the 2016 Australian Statistics Report. There are around 643 businesses serving local community living in 275 hectares land of Griffith. Overall South Canberra has approximately 27,663 population, median age= 39 years. The residential population in the immediate area is comprised of a mixture of single family and multi-family housing. The median household income is $1,736/week. The site will consists of three 30ft x 20ft dining rooms each themed with different traditions and cultures, a central dining hall of 30ft x 60ft including three bathrooms, a 30 x 15 square-foot kitchen and a 30ft x 15ft storage room in back. Coles Supermarket is on right side of Afghan Cameleers Restaurant and on its left side Just Cuts (barber shop) operates seven days a week.

Buy/lease: Our business partner and future General Manager Mr. Abdul already contacted with owner of previously operating Afghani restaurant and owner of business premises. Based on our initial communication and understanding a new lease will be furnished in Afghan Cameleers Restaurant name. As transfer of leases to new business owners might take longer time therefore, we collectively decided to put forward a new lease agreement with owner of business premises.

Organisation chart

Afghan Cameleers expects to operate by total 33 people and for that we will hire experienced 30 new employees. Initial contacts and interviewed about employees have been made to visualize the expertise and estimate the required monthly operating cost. Together, Yasir, Abdul and Jabar have personally selected assistant manager, social media manager and chief chef. Remaining selections will be made by chief chef and general manager. We have adopted a comprehensive and an effective interview process designed to staff the restaurant with highly qualified and passionate people for each identified position. Each applicant will be rated and evaluated according to a pre-defined weightage criteria. Background checks will be utilized for designated positions with provided referral and here Mr. Khan and Abdul public relation and network will be utilized. Proposed organizational hierarchy is displayed as Figure-1.

Figure 1: Example Organisation Chart

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Management & ownership

Names of owners: Muhammad Yasir Arslan, Abdul Qayum & Jabar Al-Mansoori

Details of management & ownership: At this developing stage of restaurant business plan, we three partners have decided to distribute top managerial and financial duties amongst us due to financial and business control reason. Moreover, we all three business partners are well qualified and experienced people who knows about restaurant business and also more passionate about our business. At the initial stage Yasir will be working part-time as business & finance manager while Jabar will be operating as marketing & sales manager part-time. Abdul will be full-time general manager. These all positions and responsibilities are mutually decided based on personal expertise in similar fields and background knowledge supported by higher qualifications. Yasir and Jabar will continue their private job to safe guard incoming capital. Abdul is owner of 50% total shares while other two partners Yasir and Jabar are owner of 30% and 20% shares of the restaurant respectively. Formation of this partnership was drafted a year ago however, written partnership agreement was formulated in July 2017 and contract was signed in August 2017 with clearly establishing our responsibilities, profit & loss distribution of each partner and as well as other rules about the general partnership.

Experience: Mr. Yasir is qualified civil engineer and experienced project manager who has been dealing with small business start-ups in his 15 years professional career. Yasir is postgraduate in Master of Business Administration and Certified Project Management Professional. Yasir has exclusive skills on business management and financial control. Mr. Abdul is well experienced public administrator and graduate in public management. He has been managing customer services in famous restaurants for more than 10 years such as Bamiyan Afghan Cuisine, NSW and Parwana Afghan Restaurant, WA. Mr. Jabar, founder of Al Badeyah Eyes Tourism in Dubai-UAE is graduated in International Affairs and well equipped with public relations and marketing and organizational strategies. Together, business partners have over 20 plus collective years of unique experience in the restaurant and catering industry. CVs are attached to the back of plan.

Key personnel

Current staff:

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New Required staff:

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Recruitment options

We will place the ads for the available position in local newspaper such as Canberra Times Classified, on our restaurant website, online recruitment websites such as Indeed, Seek, Gumtree, Adzuna, Jobactive and careers. We will also publish ads in local trade/ industry magazine and use social media i.e. Afghan Cameleers Restaurant’s Facebook, YouTube, tweeter and Instagram channels along with its registered hatch tag. We think, while placing advertisements for available jobs, we will use the media for our new restaurant’s marketing as well. We will use qualification, personality and expertise based selection criteria. Most of the interview will be conducted by our general manager and chief chef. However, for the top post, all three business partners will carry out interview and salary negotiation. We will provide necessary trainings in the very first week of job to get familiar with our policies, mission and vision. It is important to market our idea within the organization first so that positive feedback and grouping may be achieved in team environment.

Training programs

We are optimistic and very positive about the job hiring and staff availability on our expected salaries and required capabilities. We already have identified and interviewed our top positions like chief chef Mr. Khan, operational manager Mr. Sheikh and social media manager Mr. Butt. We are berry hopeful about their joining in our team on November 2017. Initial agreement will be signed after the approval of this business plan. They are also very willing to implement our mission and carryout our vision which also includes trainings to our staff particularly newly appointed staff.

Skill retention strategies

We as protector of our mission and vision are well aware that success of our new restaurant will be based on employee and employer relations and management style which will be very vital for all aspects of our business and most importantly the bottom line i.e. new staff. Best thing about our higher education and previous expertise in management and administration fields is that we have past researches on employees and skills retention. Our observations are that both employees and employers can obtain numerous benefits from taking steps to ensure low levels of employee turnover by enforcing a well-defined and logical recruitment and selection process augmented by proper induction and trainings. Our past hospitality industry expertise guides us to introduce a fair and visible rewards and benefits programs for our employees. We believe that our employees are our assets and carrier of our mission and vision. On job training while working in a team and self-learning will be an important tool of our employees’ performance, relation building and development. We also believe that mentorships are a useful retention tool and can also be used to pass on Afghan Cameleers’ Restaurant uniqueness and insight to other co-workers. One-on-one trainings by each other within Afghan Cameleers Restaurant and taking on additional duties as challenge can also be just as effective.

Administrative Systems

With a limited staff in the peak hours, it is crucial that our cashier and operational manager remain up-to-date with daily cash outlay. Therefore, the purchase of a POS system will immensely help our financial responsible with these daily administrative reports:

Daily Cash Control: Sales and receipts recorded by the POS system will be compared to actual cash and credit card deposits on a daily basis. Acceptable over/short amounts will be limited to $10.00 per day. Discrepancies greater than $10.00 will prompt management to conduct an instant necessary internal audit to account for the closing difference. Monthly totals will be compared to actual (Profit and Loss) P&L statements for accuracy. Cash, debit card and credit card receipts will be deposited in a deposit for records.

Weekly Prime Cost Report: Mr. Sheikh will prepare a weekly report that shows the gross profit margin after cost of goods sold and labor cost has been deducted from the sales revenue. The prime cost for this type of restaurant is expected to range from 60% to 70% once dully developed and marketed. Proper control of the prime cost is the single most effective measure of management’s ability to operate the restaurant. However, initially this percentage will be higher.

Purchasing Records/Payables: A part time bookkeeper will process and record invoices and credits daily. Reports detailing cash expenditures, payments by check, and accounts payable transactions will be readily available. Check disbursements will be prepared by the bookkeeper. Check signing authority for the general operating account will be given to the general manager.

Payroll Processing: Payroll checks will be issued bi-monthly. Mr. Sheikh will run reports from the time & attendance system, make necessary adjustments, and prepare for transfer to the payroll system. Payroll will be processed by a payroll processing service.

Products/services

In general, we will try to make our menu simple to understand and flexible particular in Specials/ Chef’s recommendations. Our organic ingredients element will allow us to be extremely ecologically conscious and we will spread this message throughout our customers. Our Chefs will have great latitude in designing and preparing menu offerings from Afghani and Arabian cultures. We will endeavour to produce the authentic traditional ingredients necessary to hold true interesting cultural recipes. Further, our interior art works, decorations and themes will reflect the world influences of our uniqueness and cultural attachment.

Our food products will be of the finest quality and prepared with sensitivity and care. We will 'go all the way' to satisfy our guests. We will change our menu every 3-4 months, but we'll keep favourite. Portions will be modestly sized with an attractive presentation. The kitchen staff will have the best in culinary education and work experience. Our creative talents will complement one another. The lounge and restaurant staff will offer the finest service in a comfortable atmosphere and offer customers an extraordinarily successful evening.

Details of products/services

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Note: these cost will be increased over time (each year by around 10% up to three years) and then after successful penetration into market, we will limit it to 5% augmented with promotions.

Upon arrival, Afghan Cameleers Restaurant’s customers will be warmly welcomed by our hostess and operational manager who will immediately ask for their seating preferences (if not booked in advance). We will have different themes of seating arrangement displaying various cultures to avoid boredom of our valuable customer to ensure their repeated visits. Drink orders will be taken and customers can munch on our complimentary traditional rolls. Once the customer’s order is taken by our servers, the order will automatically be printed to a requisition printer located in the kitchen area. Our professional and passionate cooks will use the printed ticket to keep track of orders and place the meal under the heating lamps until the order is complete. The kitchen preparation line has been designed to be operated by a minimum staff of 1 line cook and maximum of 2 prep cooks. This design allows line staffing to be adjusted to the business volume. Shift changes for all staff will involve clean up, restocking and preparation. All duties will be settled at the end of each shift. The closing shift will involve designated closing duties that will leave the restaurant clean and fully prepared for the next day.

Market position: Many consumers believe that meals at home are healthier and higher quality than eating in restaurant. At Afghan Cameleers Restaurant, we will position ourselves as the premier home-style traditional Afghani and Arabian Cuisine restaurant by preparing high quality with simple wholesome ingredients. Our Chief Chef will also provide home cooked fare that appeals to the current trend of healthier food and offer menu selection which will appeal to more consumers.

We believe that Afghan Cameleers Restaurant will make a difference in existing restaurant and hospitality industry making grills and serving Arabian foods due to its high quality service, better offers, traditional style and ethnic dishes prepared by experienced cooks and product attributes. Afghan Cameleers Restaurant will position itself as one of the best and authentic traditional Afghani/ Arabian food mostly using organic, gluten free and low cholesterol food items. Original and authentic taste and hospitality augmented by appealing thematic sitting arrangements will leverage its competitive advantage to achieve its position in food market. This restaurant will also position itself in the current competitive market by introducing easy payments plans and promotions for students, pensioner, veterans and people with special needs.

Unique selling position: Choosing an appropriate and workable differentiation and positioning strategy is considered vital for successful operation of Afghan Cameleers Restaurant. Before developing this business plan, we have investigated the local hospitality and restaurant industry for better understand competitors’ selling points, their offerings and market strategies. Based on our collected primary marketing information and customers’ insight, marketing research, we decided to launch our project on the same location where previous Afghani restaurant was operating. We have a diversified and versatile menu by combining two tastes and two traditions (Afghan & Arab) at the same place and created a new style which will be distinctive. We have planned to deliver a new style of customers service, better food with unique offers which will differentiate us from the previous closed Afghani restaurant as well as existing neighbouring restaurant. Firstly, high quality of authentic and traditional Afghani and Arabian cuisine in cultural themed dining environment served by waiter and waitress wearing Afghani and Arabian traditional cloths. Secondly, easy payments plans and promotions for students, pensioner, veterans and people with special needs will attract customers.

Anticipated demand: Afghan Cameleers Restaurant operation will be based on customer-driven marketing strategy therefore, customer’s loyalty and retention will comparatively be achieved in short duration (anticipated first 6 month and maximum 12 months). Afghan Cameleers Restaurant will be sharing around eighty five (85) different tastes grouped in 12 food categories. We expect At least 50% of products from each line will at least be prepared and served in early six months after its opening. Remaining half products will be get famous in next six months. Overall, all products will be served in the first year so that most demanded products and less demanded products will be identified and new products will be launched based on the customers demand. Prior market the idea, we have thoroughly gone through branding, packaging, labelling, Brand name, design, features of our product and services which will differentiate Afghan Cameleers Restaurant and make a position in local food market. We also expect at least 25 customers each day in first month following by 7.5% increase by next 12 months leading to around 118 customers per day in year 2018. We target increase an increase by 5% in year 2 and 2% in year 3 to ultimate numbers of customers to around 250 per day.

Pricing strategy: Our previous experiences show that quality is considered the most important attribute whether one dines in the restaurant or orders a take-out meal. Quality is regarded significantly more important than all other attributes. Research reveals that people are more conscious about the quality of dining in restaurant than take-away food. Our proposed pricing strategy for Afghan Cameleers Restaurant’s products is cost based competition by market penetration. Initial lower pricing which we will achieve by utilizing our expertise of ingredients selections and lower profits at the first years. Cost of each product will be maintained in the following 2 years by increasing sales. Pricing of special menu such as chef’s choices and secrets will be based on products’ value to control the cost of specialities. After analysing the price-demand relationship of Afghan Cameleers Restaurant’s product and services and growth rate of sales, we will develop price elasticity of demand of each food items in our product line. We consider that our launching pricing is already reasonable and competitive with the existing market matching with consumer behaviour therefore, we are not anticipating price skimming in any of our product line pricing. Definitely, we have also considered product mix pricing strategies such as optional product pricing (e.g. choice of adding toppings, fries and extra packet of traditional spices along with pides/ shawarma); captive product pricing (e.g. wines, soft drinks with meals at dine-in); by product pricing (e.g. extra fries and salads near closing after peak purchases) and product bundle pricing for large families and group serving. We also have taken into consideration about the Price-adjustment strategies such as discounts and allowances to our customers.

Based on previous information and marketing research, students are identified and pensioners as a particularly important segment. It is anticipated that students and pensioners would be more price sensitive than the rest of the population, because of their restricted budget. Peak- and off peak periods together with bundling offer will also be relevant. We will offer following discounts and allowances to our customers:

- free serving for kids below age 5 years on specific varieties,
- online booking and dish on-demand (advanced booking),
- free home delivery above $20 meal (30-60min) within ACT,
- concession for seniors, Health card holders, veterans and pensioners,
- 50% discount for newly married couples on their first dinner,
- daily lucky draw for served customers (Afghan Restaurant’s food vouchers)
- 10% special discount on events (Christmas, Easter, Eids),
- 10% discount on booking with more than 5 adults (small group),
- 20% discount for staff’s families and aboriginal families

Value to customer: These newer consumers view dining out as a necessity rather than a luxury. Although they tend to spend less than older generations, they dine out with greater frequency. Therefore, we will pay a close attention to this demographic, addressing demands for healthier and more creative menu options prepared with locally sourced and organically grown or raised products.

Growth potential: We anticipate 7.5% growth rate in first year following by 5% in second and 2.0% in third year which will allow to serve up to 250 customers per day in third year. Success of this projected growth will be based on core customers’ perceived value, taste satisfaction and quality service. As management of Afghan Cameleers Restaurant we have decided to hire top notch chefs and offer training to keep the chef on top of his game, and pay attractive wages to ensure they love to stay with us and passionate about their new place owning its vision and mission. Other important aspect towards its potential growth would be its convenient location, closer to market, existing businesses and public offices in addition to famous Manuka Oval. We are expecting our every customer who comes in once should want to return, and recommend us.

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Innovation

Research & development (R&D)/innovation activities

We will encourage Research & development (R&D)/innovation activities in menu development particular with the mix of two cultures (Afghani and Arabian cuisines) and might we also require re-evaluating our branding after couple of years to keep differentiation in the hospitality market. Moreover, we have put annual budget for market research and customer surveys. We also expect additional consumption of organization’s resources in developing new dishes. Moreover, it leads to tax incentive subject to (i) Core R&D activities and Supporting R&D activities (ii) eligibility to claim the R&D tax offset for:

- expenditure incurred on R&D activities
- decline in value of depreciating assets used in R&D activities
- balancing adjustments for depreciating assets used only in R&D activities.

Intellectual property strategy

We have already applied for our trademark registration with IP Australia to seek our exclusive ownership or proprietary rights on our business name, logo, menu design, slogan/moto, domain name and mission and vision statements. Our signed partnership agreement also has a confidentiality and non-disclosure clause placed on the coverage and it applied to our business plan and contracts for our each staff to secure privileged information and our business highly sensitive secretes.

Insurance

Workers compensation: Policy No. 105767601 for 31 workers against expected wages $ 1.2 Million for the current year (January 2018 up to 31st December 2018)

Public liability insurance: Policy No. GA125011109BUSP, Issue date: 30 October 2017, Expires on 30 June 2018 at 4pm. Limit of Public Liability = $ 20,000,000/-

Professional indemnity: -NA-

Product liability: covered under Policy No. GA125011109BUSP, Issue date: 30 October 2017, Expires on 30 June 2018 at 4pm. Limit of Product Liability = $ 20,000,000/-

Business assets: Yes, purchased through a comprehensive package policy (BizCover)

Business revenue/ Interruption: Yes, purchased through a comprehensive package policy

Risk management

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Legal considerations

1. Australian Consumer Law (January 2011) administered and enforced jointly by the Australian Competition and Consumer Commission (ACCC) states:

- If your customers ask for a bill, you must provide it free of charge.

- If you give receipts, they must identify you (the supplier), your ABN and/or ACN (if any), what was supplied, the date of supply and the price.

- Under Section 18, it is illegal for a business to engage in conduct that misleads or deceives or is likely to mislead or deceive consumers or other businesses.

- If there is a problem with your good or service, your customer has the right to ask you for compensation. This compensation can include a full refund, even if you have signs saying “no refunds”

2. The Competition & Consumer Act 2010 (CCA) applies to just about every aspect of a business including advertising, price setting, and transactions with consumers and other businesses.

3. Environment Protection Act 1997

- Retail food businesses can comply with their environment duty under the Environment Protection Act 1997 (the Act) by acting in accordance with Australian/New Zealand Standard (AS/NZS) 1668.1, Australian Standard (AS) 1668.2, AS 4674 and the Building Code of Australia
- Work Health and Safety Act 2011 (ACT)
- Fair Work Act 2009
- Liquor Act 2010

Operations

Prior opening of our restaurant, we have identified all the governmental and personal requirements and developed a comprehensive pre-opening checklist which includes:

- Organizational structure, policies, mission and vision statements
- Business and Company number, Trademark registration
- Insurance evaluation: pre-const, during const and operation
- Obtain necessary permits, bonds, liabilities and licences
- Website and mobile development and other social media accounts
- Cancellation polices, social media& completion policies, information & privacy policies, online purchasing policies, delivery and refund polices etc.
- Cables & Wiring: burglar/ fire alarm, music/ public address, telephone line-internal,
- Code Book: handicap regulation, exists, emergency lighting, security during operation, sprinkler system etc.
- Waste management
- Gas Service – procedures, drawings, plans, inspection, permits and installation
- Telephone Service- procedures, drawings, plans, inspection, permits and installation
- Water Service – procedures, drawings, plans, inspection, permits and installation
- Sewer Service – procedures, drawings, plans, inspection, permits and installation
- Electric Service- procedures, drawings, plans, inspection, permits and installation
- HVAC Service- procedures, drawings, plans, inspection, permits and installation
- Kitchen Design and Equipment List incl. Kitchen Utensils
- Banking selection, opening of operational, payroll counts etc.
- Graphics Design for logo, menus, stationary, letterhead, business cards, gift vouchers
- Signage and Banners: coming soon, opening date, now hiring, menu boar, hours of business, parking lot, smoking, restroom open/closed information
- Advertising Timetable: find yellow pages cut-off dates, Evaluation local associations, flyers, list of advertisement resources,
- Vendor List for: food, liquor, supplies, contact salespersons, credit applications of file, list of reference, inventory, par stock & ordering forms etc.
- Outside Services: maintenance, janitorial, valet parking, pest control, plant service, linen service, hood/flue cleaning, carpet cleaning, window washing
- Payroll: pre-opening, management, hourly
- POS System: wiring, installation, testing and commissioning and training
- Primary Vendor Selection/Approved vendor list: local contact, establishing credit, delivery schedule, P-O-S material, initial marketing support
- Parking Lot: number of spaces, resurfacing, entrance/exits, lighting for parking lot, valet stand/key control
- Security: robbery prevention, control access, double door safe, night drop
- First aid box
- Staffing/ Human Resources
- Establish Work Schedules
- Employee Manuals and Training
- Employee Applications & Employee New Hire Kits
- Kitchen Operations/Service Operations
- Employee Bulletin Board
- Preliminary Menu and Table Arrangement
- Guest Music
- Office Equipment, Computer System & software
- Fire Department walk through
- Environmental Health Walk through

Production process

Afghan Cameleers Restaurant will produce its product lines for (i) dining in and (ii) takeaway food items. Details of these dishes are mentioned in above Product/services section of business plan. Our production process is bit similar to normal restaurant processes, detailed as below in Figure-2 and Figure-3.

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Figure-2: Production Process https://www.cdc.gov/nceh/ehs/ehsnet/system-theory.htm

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Figure-3: Development of Adaptive Service Model http://ristex.jst.go.jp/servicescience/EN/project/2012/01/

Under our management model of restaurant food production, we will use restaurant service as an example of co-creative design, team work, innovation and creativity which can adapt to environmental changes quickly such as customers’ special demands, increase demands etc. We will also attempt holistically to extend the outcomes of our adaptive service model compared to other service and manufacturing industries involving fixed assets production by using technology, automation and clever staff. Through these behavioural improvement and team activities, we will also put our efforts in eliminating inefficiencies in our services, improving customer satisfaction and employee satisfaction, and increasing corporate profits. Our proposed approach is based on:

- Implement an effective service and production design loop focused on observations, analyses, customer’s feedbacks and application in current market structure.

- Based on the concept of differentiation and position, conceive and formulate a unique methodology for configuring kitchen and dining layout and staff arrangement, following up with optimization and computer added services.

- Quantitatively assess the impact of environmental changes relating to restaurant service.

- Assess the views of each employee regarding customer satisfaction and assess employee satisfaction

Suppliers

Abdul and Khan’s already have well established relationship with qualified local suppliers which can provide reasonably priced products, delivered according to the schedule at Afghan Cameleers Restaurant. Griffith Butchery will supply us fresh meat (lambs & beef) while we will purchase seafood items from FishCo. These two suppliers are within 10 km from our restaurant. Wines will be supplied by Vintage Cellars and Jim Murphy’s located within 2 km from our restaurant. We will buy spices, nuts and dry fruits from Jabel Hilal Market and daily vegetables and fruits will be supplied by Fyshwick Fresh Food Market suppliers. Mountain Creek Wholefoods will deliver us rice and flour.

Plant & equipment

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We have estimated that buying of equipment will benefit us instead of renting considering three years period. Renting these equipment’s will decrease our revenue after third years due to increased operational cost and repairs.

Inventory

Mr. Abdul, Khan and Butt will practice sound management procedures in order to control costs, ensure food and service quality. Afghan Cameleers Restaurant will use an item specific order guide to track order history and maintain designed levels of products in inventory. Our operational manager and cashier will conduct a weekly inventory to determine valuation for use in the preparation of weekly statistical profits and loss reports. Moreover. Daily inventory will be taken on specific items. Movement will be compared to sales data to ensure designated products have been properly accounted for.

Technology (Software):

- New online ordering platforms such as Afghan Cameleers Restaurant’s website, Facebook and its own mobile application will assist to increase delivery options. Through website, Facebook and mobile application, customers will be able to order online and provide their feedbacks.
- Further, we will also utilize existing platforms such as Zomato, Adzuna and Menulog for marketing, networking and positioning amongst other restaurants and takeaways.
- Data analysis and management software i.e. POS system which is designed to provide quick overviews of sales will assist us to capture data of customer orders and preferences. Through it, we will understand our target audience.
- For internal employees shift management, we will use online attendance system and order delivery scheduling system.
- We will develop our own WhatsApp for urgent communication with pictures sharing.
- All data will be stored in computer secure drive and printing of online orders will be saved for tracking records and contact information.

We expect that these systems will automate and update food safety and quality assurance programs to reduce risks, increase results, and gain compliance within certain guidelines in Afghan Cameleers Restaurant.

Trading hours:

Afghan Cameleers Restaurant will open 7 days a week for lunch and dinner requiring multiple shifts. Our General Manager Mr. Abdul and Operational Manager Mr. Sheikh will write the detailed schedule which will be revised and adjusted in a manner allowing to increase or decrease hourly labor according to sales volume in order to maintain a consistent labor cost control.

Our expected opening hours are as follows:

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We expect one peak event during lunch time every day work which will shift to dinner time during weekends in summer whereas, in winter peak event will remain at lunch time all seven days a week. Peak hour duration will remain between 12:00pm to 2:00pm in summer and winter. While during weekends in summer, we will have two peak event in addition to dinner 07:00pm to 09:00pm.

Proper labelling and rotation techniques, accompanied by ample storage facilities will ensure that high quality prepared traditional food products will be sufficiently available to meet the demands during peak business hours. Replenishment and ongoing preparation will continue during off peak business hours. Our operational manager and Cashier will be responsible for ordering, receiving and maintaining sufficient inventory to meet production demands. Ordering schedules will be staggered with perishable products being ordered multiple times per week to preserve freshness. Standard grocery and supply orders will be ordered less often, according to a predetermined schedule and storage capacity. Mr. Sheikh will rely on operational checklists to verify that each work shift has been properly prepared for and to insure the operational standards are followed before, during and after work shifts.

Communication channels: Afghan Cameleers Restaurant’s customer will be able to communicate through telephone, fax and text. Further, website, Facebook, tweeter, Instagram and mobile application will also provide an easy, frequent and effective way to contact and place orders and share feedbacks. Owning ‘www.afghancameleersrestaurant.com.au’ registered domain will also provide alternative communication channel for valuable customers and employees. Our website will be our virtual business card and portfolio for the company, simple, classy and well designed. Our website will offer our menus, prices, reviews and happenings at our restaurant. Our Social media manager will look after all communication channels and ensure effective marketing of new restaurant’s mission and vision.

Payment types accepted: We will accept cash, credit, gift cards, PayPal at Afghan Cameleers Restaurant. Afghan Cameleers Restaurant will prioritize PayPal option at first rank for its online card transaction because it provides a safe and secure means of collecting payments via the Internet. We will also include a note on our online payment policies “All online credit card transactions performed on this site using the PayPal are secured payments”.

Payment will not be processed until we have received all relevant information required for processing to be completed. The processing of payment for orders placed on a weekend or a Public holiday will not begin until the next working day. We will not encourage payments via paper cheques. We will contact our bank which is good resource for credit card merchant status and for setting policies regarding the acceptance of personal checks. We will strongly encourage our customers, vendors and suppliers to accept electronic payments.

Credit policy: We will accept payments through credit cards above $10 and below $500. Above this credit upper limit, we will request customer to pay a portion of the amount due in advance.

We will not accept international credit cards, we accept Australian credit cards only. We will not accept credit cards from visitors and tourists. We will process Credit cards payments when our customers will checkout from the product order screen. Further, will not be responsible for any damages, consequential losses (whether direct or indirect) suffered by a customer whose credit card is fraudulently used or is used in an unauthorised manner. For the large bills more than $100, we will apply our internal policies to get the customers information before making a credit decision. And we will place it on our menu and at the cahier point. Under privacy policies we will not disclose any information about our customer without his/her consent. To be more secure about the credits, our invoice will have all the necessary details like invoice number, date, customer table number, complete description of product and service provided and total amount due with payment terms and due date indicating early-payment incentives or late payment penalties.

Our credit policy includes a clear 30 days collection strategy. For table reservation, we will require a minimum of 24 hours’ notice for any cancellations. Failure to do so will incur a cancellation fee of $50. Similarly, we will impose a 25% cancellation fee of total online orders as we will already have started preparing ordered dishes. All cancellations must be submitted in writing to info@ afghancameleersrestaurant.com.au

Warranties & refunds: Afghan Cameleers Restaurant warranties and refunds policies will be according to Australian Competition & Consumer Commission (ACCC). We will positively convey to our all customers that we want them to be completely happy with our unique taste and service however, if something’s up and not 100% satisfied with the quality of their order, then either we will refund or gladly swap their meal for a new one of the same or lesser value, or provide them with a gift voucher to the value of their ordered meal to use towards any future orders with us (valid for one year).

Quality control: Management of Afghan Cameleers Restaurant highly believe that the success or failure of this project is tied to the quality of the product, service and environment. We well understand that all customers expect from us a completely fresh and tastefully food prepared under great chef’s command and ethnic recipes. We will provide our customers an impeccable service from knowledgeable staff, and traditional themed environment that is attractive, clean and comfortable. Addressing the quality and safety of food will require our collaborative efforts, following scientifically valid laws and local regulations to meet the challenges and risks. Our selected and trained staff will understand and meet the regulatory requirements for addressing food risks, and take the steps to promote cost efficient and effective quality control systems in the production, processing, storage, distribution and sale of foods. Other than local regulations and food compliance polices, Afghan Cameleers Restaurant staff will also strictly follow company specific quality assurance programs in place to maintain proper food handling in their food service operations. We will focus on the following aspects of quality control elements:

- Great Value and Food Safety
- Food Production and Services
- Production/ environmental sanitation
- Training of Employees
- Staff Management
- Supplier risk assessment

We will review of the collected data from POS system and other feedback communications channels for further define and develop strategies to mitigate risks. We will adopt effective SOPs and quality assurance/ quality compliance strategies that are associated with food safety and risk mitigation as per ACCC.

Memberships & affiliations: We have plan to seek membership after our inauguration with the following organizations:

1. Restaurant & Catering Industry Association Australia (R&CA), membership fee for $635

2. Australian Food and Grocery Council (AFGC), we anticipate $600 membership fee

Sustainability plan

Environmental/resource impacts

We are conscious both about in-restaurant environment as well as out-restaurant environment impacts on social and environment. We already know that our restaurant environment is a complex mix of tangible and intangible restaurant resources and ambient conditions such as (temperature, air quality, noise, music, odor, etc.), spatial layout and functionality (layout, equipment, furnishings, etc.), and signs, symbols, and artefacts (signage, personal artefacts, style of decor, etc.). These factors will be controlled by high quality of food and experienced service provided by our selected staff. However, based on the local food industry and environment, health standards and regulations, we have analysed the environment in details to ensure Afghan Cameleers Restaurant is environmental friendly as well as suitable. We have considered direct environmental impacts which includes effects of our provided service itself e.g., energy use, air emission and water emissions, solid waste generation (food waste and packaging materials) during the food processes and servings.

We anticipate daily:

- Solid waste generation in shape of pre-and-post consumer food wastage, packaging material and cardboard, paper, plastics, steel, aluminium, glass, and wood (drinks bottles). We will implement a proper and effective waste management system to control and ensure waste transfer and disposal to ultimate location involving our own employees (within the boundary) and then through ACT employed staff for final collection and disposal.

- Air emission which would not be significant sources of air pollution due to proper and regulated vent hood systems meeting the Ambient Air Quality Standards under Environment Protection Act 1997.

- Indoor air pollution in shape of cooking whiffs and tobacco smoke (second-hand smoke). By providing proper isolation between kitchen and dining area and no-smoking restaurant environment will avoid this internal environmental nuisance.

- Water emission at point source will be treated as water pollution but it will not be significant to trigger the permitting and operating requirements. We will provide oil/ grease trap and necessary structures to collect all the kitchen waste prior discharging into municipal sanitary sewer systems

- Food safety and food hygiene to avoid any foodborne illnesses. We will ensure food safety at all stages from food processing to food serving and disposal which will help us to avoid E. Coli contamination and transmission of foodborne pathogens

- Refrigerants, we will not buy any local and international cooling machine with Chlorofluorocarbons (CFCs) as synthetic cooling agent.

Our previous observations and existing market data confirm that 6-7% of consumers consider a product's environmental impact as a primary factor in their buying decision. For most consumers, though, the environmental attributes of food products constitute only one of many criteria (e.g., price, quality, brand recognition, convenience, taste, appearance, availability, cleanliness) considered in their purchasing decisions. And further, the best evidence of the impact of consumer preferences for environmentally friendly food products is the increased popularity of the natural foods market generally, and the organic foods market, specifically. Therefore, our menus will be designed in such a way that in addition to food information, our customers will also receive valuable information about the environmental attributes of our produced food products. We know that communicating environmental information about food products is difficult however, in addition to advertising and labelling of food products, our system will inform our customers through the description of the meals they serve, either through information provision on menus or within restaurants (e.g. displays at a counter of fresh, organic and gluten free food) to better promote and display environmentally friendly products.

Community impact & engagement

We believe that complying the Environment Protection Act 1997, we will be in position to avoid any harm to internal and external environment to our customers and local community. We have plan to utilize Afghan Cameleers Restaurant also for cultures sharing as well as communicating our environmental friendly image. Through our menus, signings and social media we will segment our business from other restaurant by sharing information of food and educating our customers. Afghan Cameleers Restaurant’s design factor will create a positive atmosphere to attract customers to visit it and then aroma of our traditional and authentic food will arise their desires of diversified tastes. Our talented staff particular managers will maintain and influence perceived restaurant quality as distinct positioning and marketing tools such as friendly and excellent customer service, aesthetics, presentation and communications.

Risks/constraints

By implanting our internal health & safety policies and following the relevant governmental regulations we are sure to control in-environmental risks however, we have identified other constraints caused by frequent extreme weather, decreased demand, global impacts and increased costs, uneven quality of our products and inconsistent service, sophistication of our special menus, reasonableness of delivery deadline, inexperienced staff, insufficient trainings, over load and work pressure etc.

Strategies

In addition to complying with the Environment Protection Guidelines for business and industry including relevant environmental legislation and codes of practice affecting ACT businesses, we will also have our internal environmental management processes focusing on ‘green business’, developed by our general manager and operational manager based on their previous experiences. We will attempt to lowering carbon footprint, reducing level of wastage and becoming more sustainable which may result in energy savings, spending less on inputs, and creating a positive impression in our customers’ minds. We will at least conduct one time food safety program audit during first year for advisory or regulatory purposes, undertaken by external certified auditor.

Action plan

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The Market

Market research

‘Restaurant, café and catering industry is in great shape’, the recent Australian Bureau of Statistics (ABS) has reported astounding turnover of $1,587 million, which was 19.3 per cent up. In comparison, the all of retail was increased by 0.5 per showing that the consumers are eating out more than ever. Association has also estimated that the Australian consumers are now dining out between 2.3 and 2.5 times a week which is an extra dining occasion per week against 2002 figures. If only levels of profitability were rising at the same rate, R&C has estimated the net profit for an average restaurant to around 2.8 per cent. The increase appears to be due to the aging population.

According to Australian Bureau of Statistics 2012 R&CA (Restaurant & Catering Australia) form around 33,000 restaurants, café, catering and take away business are present within Australia in which about 2,930 registered food businesses are being operated in Australian Capital Territory (Back, 2016). Further, almost 30 Pakistani/ Indian food restaurants are currently in operation in Australian Capital Territory. Almost every restaurant has home delivery and take away service along with dining in with different thematic schemes of their services.

Eating out is a growing trend in Canberra, since people are increasingly pressed for time and enjoy this convenience with their families, friends, colleagues and business partners. Lunch (whole year) and Dinner (in summer) are popular, as workers and business owners often choose not to brown bag midday meals. Choosing healthy, tasty versatile, low-fat food is a concern, but studies have shown that people are ambivalent about it and continue to choose high-fat foods to complete their desires of experiments and taste loyalty. The menu will address this by preparing favourites in such a way that people won’t realize that much of the unhealthy fat has been removed in the served traditional dishes at Afghan Cameleers Restaurant.

We also made our research about the current market trend in the food and restaurant industry which indicate top trends as follows:

- Locally sourced meats and seafood

- Locally grown product

- Sustainability as a culinary themes

- Nutritious kids’ dishes

- Gluten-free allergy conscious items

- Back to basics cuisine

- Farm brand ingredients

Market targets

Based on our demographic research, customers’ buying behaviour and market segmentation, we anticipate that customer’s loyalty and retention will comparatively be achieved in short duration (anticipated first 6 month and maximum 12 months). Afghan Cameleers Restaurant will be sharing around eighty five (85) different tastes grouped in 12 food categories. We expect At least 50% of products from each line will at least be prepared and served in early six months after its opening. Remaining half products will be get famous in next six months. Overall, all products will be served in the first year so that most demanded products and less demanded products will be identified and new products will be launched based on the customers demand. Prior market the idea, we have thoroughly gone through branding, packaging, labelling, Brand name, design, features of our product and services which will differentiate Afghan Cameleers Restaurant and make a position in local food market. We also expect at least 25 customers each day in first month following by 7.5% increase by next 12 months leading to around 118 customers per day in December 2018. We target increase an increase by 5% in year 2 and 2% in year 3. This will give us a revenue $2.5 Million in first year, $7.5 Million and $12.5 Million in second and third year respectively. Accordingly, our estimated average sales per month would be around $206,460 in first year $324,354 for second year and $1,043767 in the third year.

Environmental/industry analysis

Canberra is an internationally recognized city for an enviable lifestyle, strong, stable economy and business friendly environment. Canberra’s restaurants have recorded the strongest growth in turnover in the nation, as new ventures inject vibrancy into the city’s heart. The ACT’s eateries turned over $70.5 million in August 2016, an increase of almost 20 per cent, according to the latest figures from the Australian Bureau of Statistics. Canberra consumers are very inconsistent. In the recent past, less business failure is observed in high-end restaurants in Canberra because they were able to create a special experience for dinners. It mean restaurants have to stay on top of their game in terms of food, service and, especially in a small town like Canberra, the “unique experience” they are providing.

Selected location for Afghan Cameleers Restaurant will be in Griffith, a suburb of South Canberra, Australian Capital Territory with an estimated population of over 4,700 according to the 2016 Australian Statistics Report. There are around 643 businesses serving local community living in 275 hectares land of Griffith. About 73% of its population has completed Year 12 or above. 39% of its population is working in public administration and safety departments with median total income around $75,039 per year. Average house hold size is 2.1 persons with average monthly household rental payment $1,660. Overall South Canberra has approximately 27,663 population, median age= 39 years with equal population distribution of males and females. The residential population in the immediate area is comprised of a mixture of single family and multi-family housing with population density around 300 persons per Sq. Km. More than a quarter of Canberra's total population 404,000 were born overseas. 28.6% of the population were born elsewhere, a large majority which come from North-West Europe, Southern and Eastern Europe and South-East Asia. Estimated population growth rate of Overall Canberra region is around 1.8% with controlled unemployment rate of 4.5%

Further, the trend estimate rose 0.1% in August 2017. This follows a rise of 0.1% in July 2017 and a rise of 0.2% in June 2017. The seasonally adjusted estimate fell 0.6% in August 2017. This follows a fall of 0.2% in July 2017 and a rise of 0.2% in June 2017.The seasonally adjusted estimate for company gross operating profits fell 4.5% in the June quarter 2017. The seasonally adjusted estimate for wages and salaries rose 1.2% in the June quarter 2017.

Eating out is a growing trend in Canberra, since people are increasingly pressed for time and enjoy this convenience with their families, friends, colleagues and business partners. Therefore, we are expecting a positive and natural response towards our new restaurant. Initially, we will market and advertise more to expand our brand and publicity in Canberra people. Afghan Cameleers Restaurant’s Social Media Manager will be in charge of marketing, advertisement and public relations to achieve our goals and position our brand name with its uniqueness. We consider that our launching pricing is already reasonable and competitive with the existing market matching with consumer behaviour therefore, we are not anticipating price skimming in any of our product line pricing. We will adjust our pricing later but at the initial stage, our focus will be on market penetration pricing through winning value proposition.

Your customers

Customer demographics

Afghan Cameleers Restaurant will have no demographic segmentation or discrimination and it will target customers of all ages regardless of gender, religion and other demographic characteristics. The philosophy and product-oriented definition of this restaurant is based on fresh, authentic, cultural, organic nutrition appealing healthy dietary practises which is its value proposition. Market based advanced definition is imagined to ‘a restaurant, a home of excellent quality healthy food serving in a traditional style assuring customers’ satisfaction in its greater value’. This would later serve as influencer by itself on deciders and buyers. Being a new restaurant in local market, early sales, services, early adopters and innovators’ feedback and customers’ reviews will be important during the product development and market penetration stages. The consumers’ attitudes and preferences is already known based on the comparative analysis of existing restaurants revealing people confidence on outdoor dining and encouraging new tastes.

Age & Gender: Afghan Cameleers Restaurant will welcome its customers of all ages irrespective of gender, sex orientation and ethnic values. Restaurant will have special customized menus and deals for kids however, chefs can also make food according to customer’s preference.

Family Size and Group: Special discount will be offer if a customer will come with at least five-member group or family. Afghan Cameleers Restaurant will serve a cost-efficient menu for such groups which will also offer customers a variety of traditional dishes within a reasonable prices.

Nationality and Race: Afghan Cameleers Restaurant will try to attract all nationality people especially. Based on the population and local eating habits, it is expected that Afghan Cameleers Restaurant will be entertaining more Australian customers than Asians and Arabs.

Religion and Belief: Afghan Cameleers Restaurant invites people from all religious a non-religious background as food will be served in this restaurant not the faith and no segmented groups will be welcomed to avoid disturbance to other groups. However, during Ramadan especially focus will be on Muslims for ‘ Iftar’ (fasting).

Climate: As per Australian Climate statistics, Canberra has a relatively dry continental climate. In January, the warmest month, the average hot temperature is approximately 28° C while temperature drops down below zero in July, the coldest month when average high is only about 11° C. Overall, environment of Canberra is favourable for outdoor and indoor dining and people do love eating in both seasons. Afghan Cameleers Restaurant selection of food will be varying for different seasons depending upon the moods and needs of customers.

Cultural: Cultural values are one of the best Macro environment asset for Afghan Cameleers Restaurant which will affect the business activities positively and negatively. In case of any abolishing program for temporary skilled visas or boycotting foreign foods then this restaurant might lose fame and leading towards valuable customers’ loss.

Behavioural Factors: Canberra people do enjoy a decent quality and healthy meal without the mess of making it themselves during the weekends and many working class around the city centre also visit restaurants during lunch time. It has also been observed that online orders and online booking is common now a days and important meetings with external clients generally held outside office boundaries while enjoying lunch. Most of the working class do like to have a good proportion of meal in single order so value matters in terms of quality and quantity.

Target customers

We are clear that Afghan Cameleers Restaurant will have no demographic segmentation or discrimination however we are also aware that not every message will work on every person based on too many factors including demographic, cultural, qualification, income, purchasing power, residences, family status, age and gender etc. therefore, it's still useful to get the big-picture view of our target consumers. Our foods are traditional, medium to high spices will be geared towards seniors as compared to teens and old age people. To develop a belief in our customers that we will treat them individual and understand their lifestyle, we will be flexible on customization, and personalization.

Key customers

We have identified and segmented our key customers into four main categories with respect to their living, professions and qualifications as follows:

- Business Owners & Workers
- Local Griffith Residents
- Tourists
- Others (visitors and players)

Our focal customers with their differentiated traits are as under:

- Gen X, born 1965 to 1980: higher purchasing power, settled in their lives, high qualified

- Gen Y (millennials or echo boomers), born 1981 to 1995: born and live in internet era especially, responsive to internet campaigns is our online orders and takeaway target

We will welcome all customers including greatest generation and boomers but our anticipated sales targeted customers are Generation X and Generation Y.

Customer management

Customer relationship management has become important for the business with the new marketing approach to adapt their business activities to reach towards their customers and build the strong relationships, networks and interactions with customers. When customers are understood, their needs, purchasing behaviour, and preferences everything else becomes easier to navigate. Customer is not just about installing software or automating customer touch points. It is about the reinvention of our enterprises around the customer and becoming customer-centric. We will use Customer Relationship Management (CRM) applications such as Clevertim and Insightly for contacts management; Nutshell and SalesforceIQ for Conversations management; Zoho CRM and HubSpot CRM from Leads and Deals management. We highly believe that these technological change will foster a strong connection with our customers outside of Afghan Cameleers Restaurant by sending messages to our customers such as coupons or advertisements through mail or email which in turn encourage the customer to take an action, return for a visit, or even check out social media channels such as business Facebook or Twitter pages. CRM creates action by encouraging the customer to become regulars. We will test these applications on our selected staff and based on their performance during initial selection and their working experience with these application; final decision about selected applications will be made by management.

S.W.O.T. analysis

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Your competitors

In reality, Afghan Cameleers Restaurant will be compete with companies that serve meals or prepared foods, including grocery stores, warehouse clubs, delis, and convenience stores which are in addition to other restaurants and traditional home cooking as well.

Competitors’ details

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Advertising & sales

Advertising & promotional strategy: Afghan Cameleers Restaurant will create its brand awareness by personal relationship, direct marketing, and digital media and through paper media as flyers. Afghan Cameleers Restaurant will have following marketing promotional media to achieve its publicity goals and financial objective at its initial stage in the first 12 months.

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Sales & marketing objectives

Afghan Cameleers Restaurant sales and marketing strategies will be simple. We intend to succeed by giving our customers a combination of excellent, interesting, traditional, delicious, authentic food in a pleasing comfortable environment that appeals to a wide and varied group of our target market. We all will focus on maintaining high quality and establishing a strong identity in our community by connecting through integration of cultures & history and social linkages. Our main focus in marketing 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 so that word-of-mouth will be our main marketing force. An exciting and friendly 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 be the value leader.

Our sales plan is to establish and maintain position with our local customers. The strategy is to build more customers in order to increase revenue. Sales in our business is client service. It is repeat business. We will focus on making all our customers happy with our food, service and entertainment options. Our strategy in the restaurant is to have an experienced staff that know the food, wine and liquor. We will train every new employee so they will fit in with Gabri's concept, which is "Wonderful food, reasonably-priced wine and knowledgeable service in an outstanding atmosphere."

Unique selling position

Firstly, high quality of authentic and traditional Afghani and Arabian cuisine in cultural themed dining environment served by waiter and waitress wearing Afghani and Arabian traditional cloths. Secondly, easy payments plans and promotions for students, pensioner, veterans and people with special needs will attract customers.

Our competitive edge is the menu, the chef, the environment, the management, the service and our friendly place! We will have an international menu and our food will be made with the freshest ingredients and produce available. The chef has an excellent taste for what fine dining is and requires. Our environment is elegant and comfortable and our decor is warm and relaxing. Great service is very important to us. The management and servers will handle every detail to make customer's special evening even more special! All this and our great atmosphere will make customers want to come back again and again.

Sales & distribution channels

Based on our previous food and service industry experience, we are well familiar that to increase our sales we must have multiple channels which will take advantage of more than one channel to optimize your outreach to consumers. Accordingly, we will also use our mobile application, social media, and emerging communication technologies (third parties distribution channels) to bring additional marketing channels into play. Details of our sales and distribution channels plan is as under:

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The Future

Vision statement

- Within the next one year Afghan Cameleers Restaurant will be famous to be the only authentic place both in quality and services with its best staff and fresh food items (mostly organic and gluten free), purchased locally.

- To outstand in local market for its comfortable environment and friendly yet un-intrusive service to a high volume of customers through effective teamwork and communication.

- Our staff is our asset, protector of our vision and mission holding our values and our culture.

- To provide all who work with us the tools to be their best in a warm friendly, co-operative, and rewarding environment.

Mission statement

To provide an incomparable unique relaxing dining experience that nourishes our customers’ grown-up tastes through authentic Afghani & traditional Arabic cuisines while sharing cultures and histories by keeping our distinguished concepts fresh, exciting and competitive in local food service industry.

Goals/objectives

The initial objectives of Afghan Cameleers Restaurant are market penetration following by the sales increase keeping original customers intact. Following the primary objectives, goals of its business plan are as follows:

- To be a leading traditional home style Afghani and Arab restaurant in South Canberra
- To provide high quality ethnic meals at competitive prices with its unique and classic service
- To be a leading traditional home style Afghani and Arab restaurant in South Canberra
- To provide high quality ethnic meals at competitive prices with its unique and classic service
- Make intellectual property more valuable with secret trade mark
- Providing necessary training to staff

Action plan

Please note: This table does not include sustainability milestones as they are listed in the sustainability section above.

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The Finances

Key objectives & financial review

Financial objectives

- Keeping food cost under 50% revenue.

- Keeping employee labor cost between 20-30% of revenue.

- Sales of $2.5 Million in the first year, more than $5 million in the second year

- Achieve 12% return on investment to investors for the first two years and 15% for the next three years.

- Profitability in the second year and more than 20% by third year

- Personnel expenditure less than $ in the first year and less than $ the second year

- To achieve Prime Cost Ratios lower than 65% in fifth year

- Achieve cover ratios of 1.00X at each lunch and dinner serving

- Increase profit margin each year up to 2023

- Profitability in the second year and more than 15% by third year

- An increased production per month by 7.5% in the first year following by 5% & 2%

Finance required

$1.4 Million of funding is needed over the next year for renovations, furniture, kitchen equipment, liquor license, food & restaurant supplies, legal fees, working capital, marketing and personnel. We three partners have half million $ in bank and $250,000 in shape of bond which will be matured in December 2017. We have very strong family bonds with our relatives and based on our initial discussion with our family members, we are expecting an interest free loan about $632,150 which we will have to return back within first year. Based on our initial financial calculation, we will be in need of funds after June 2018 and hence $ 150,000 loan will be taken through our credit card at 15% interest rate. As two of our partners are full time employees in their jobs therefore, Yasir and Jabar will invest further $60,000 in October 2018 as per their current saving and wages in their current positions. Yasir and Jabar will not be taking any additional profit on this contribution. Our profit ratio as fixed in our contract will remain unchanged i.e. 50% of overall business is for Abdul Qayum, 30% with Yasir and remaining 20% ownership will be with Jabar. Based on the uniqueness of our restaurant, high quality customer services and increased sales due to differentiated authentic traditional tastes, we will start looking for more funds from business angle and crowdfunding. We anticipate to seek around $80,000 from business angle with additional business advices and reviews in September 2018. Launching of crowd funding on local crowd funding site such as Kickstarter will be carried out in June 2018 after initial brand development and achieving reasonable net promotor rates through social media, restaurant website sand mobile application etc. We are expecting to achieve $ 50,000 in November 2018 to invest in our business from crowdfunding with free delivery offer up to one year (November 2019).

Based on the above information, Abdul will invest $500,000 (36%), Yasir’s financial contribution will be $180,000 (13%), Jabar’s $130,000 (9%), families members’ interest free loan will add $632,150 (46%), credit card loan (11%), Business angle (6%) and crowdfunding (4%) of the total expenses in three years. These financial contribution will be happened mostly in 2018 (first year of our business operation).

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Assumptions

The financial tables on the subsequent pages are based on the assumptions listed below:

- We assume that there are no unforeseen changes in the expectancy in the popularity of our restaurant.
- We assume access to investments and financing are sufficient to maintain and fulfil our financial plan as shown in the tables.
- Interest rate 15% on credit card loan constant for return period of one year
- Unchanged tax rate of 30%
- Unchanged GST of 10% through our the financial analysis period of three years
- Minimum superannuation of 9.5% unchanged up to December 2020
- Inflation 5% in product purchase and 10% increase in services fees
- 10% annual increment to all employees
- Three partners will share profit as per agreed proportion of 50%, 30% and 20%
- Financial analysis is based on 12 products categories instead of individual products.
- Seeling and purchase price of group products are considered covering price slab i.e. starting price of the product category in January, average of minimum and maximum product price in June and maximum product price in December to cover impact of all product price variation as per menu.

- Sales patterns are taken from available information and accordingly, minimum sale will occur in June and July following by January. Sale will start increasing from August to November and then start dropping in December. A sudden decline in sales will occur in January due to local holidays and outflows of local population.

- All employees are trust worthy and there is no leakage of secret information and recipes to competitor

- Leaving of one employee will not impact in sales and business services.

Start-up costs for 2017

Balance sheet forecast

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Profit and loss forecast

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Expected cash flow

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Break-even analysis

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