2012 Business Plan
user Microsoft 1/1/2012
Table of Contents Executive Summary..................................................................... ................................................................................................................................. ............................................................ 3 Introduction .................................................................... .......................................................................................................................................... ........................................................................ .. 4 Industry Analysis ..................................................................................................................................... ..................................................................................................................................... 5 Overview of the Industry ................................................................... .................................................................................................................... ................................................. 5 Mapping .................................................................. ........................................................................................................................................ ........................................................................ .. 5 Perceptions ............................................................. ................................................................................................................................... ........................................................................ .. 6 Industry Growth .................................................................................................................. .................................................................................................................................. ................ 6 Industry Trends ................................................................................................................................... ................................................................................................................................... 6 Major Consumers ............................................................................... ................................................................................................................................ ................................................. 7 Target Market ..................................................................................................................... ..................................................................................................................................... ................ 8 Competitor Analysis ........................................................................................................................... ................................................................................................................................ ..... 8 Competitive Threats ............................................................................... ................................................................................................................................ ................................................. 9 The Venture .................................................................... .......................................................................................................................................... ...................................................................... 10 Product/ Service ............................................................................................ ................................................................................................................................ .................................... 10 Price ................................................................. ....................................................................................................................................... ................................................................................. ........... 10 Place.................................................................................................................................................. .................................................................................................................................................. 10 Promotion ................................................................... ......................................................................................................................................... ......................................................................10 People .............................................................. .................................................................................................................................... ................................................................................. ........... 10 Process ............................................................. ................................................................................................................................... ................................................................................. ........... 11 Physical Evidence .............................................................................................................................. .............................................................................................................................. 11 USP ................................................................... ...................................................................................................................................... ................................................................................. .............. 11 Environmental Analysis (PESTEL) .......................................................................................................... .......................................................................................................... 11 11 Political.............................................................................................. .............................................................................................................................................. ................................................ 11 Economic........................................................................................................................................... ........................................................................................................................................... 11 Social ................................................................ ...................................................................................................................................... ................................................................................. ........... 12 Technology........................................................................................................................................ ........................................................................................................................................ 12 Environmental................................................................................................................................... ................................................................................................................................... 12 Legal ................................................................. ....................................................................................................................................... ................................................................................. ........... 12 Marketing Plan ........................................................................................................................ ...................................................................................................................................... .............. 12 Operational Plan ............................................................. ................................................................................................................................... ...................................................................... 13 Financial Analysis and Projection.......................................................... .......................................................................................................... ................................................ 13 Milestones............................................................................................................................................. ............................................................................................................................................. 14 Conclusion......................................................................................................... ............................................................................................................................................. .................................... 14
References ........................................................... .............................................................................................................................. ................................................................................. .............. 15 Appendix 1: Detailed Projections.......................................................... .......................................................................................................... ................................................ 16 Appendix 2: Management Management Resume................................................................... ....................................................................................................... .................................... 25
Executive Summary Main purpose of this assignment was to work at next stage following idea generation. The assignment tends to draw on an original idea and create a practical business plan drawing on various aspects such as business environment, financial sustainability, legal requirements, marketing and operational plans.
In this context, very first step has been taken by conducting a comprehensive industry review. While doing this, various sub aspects such as target market, industry growth, industry trends, opportunity in the industry have been described in detail. Business environment has been scanned with the help of established tools such as PORTER’s Five Force Model of Competition and PESTEL Analysis. Financial sustainability of the business has been verified by evaluating available startup capital against various expenses such as purchasing a food cart, stationary, getting legal licenses etc. Breakeven point and profit calculations have been made on a per month basis. Finally, a plan to market the service and its operability has been drawn by deploying the marketing mix of the service.
Introduction Food carts more closely resemble mobile kitchens that are capable of being set up on the street and facilitating street food for pedestrian traffic (Baumol 2012). 2012). These food carts are extremely common among all major cities and towns and make ample profit as they offer a great variety of food at an affordable price (Baumol 2012). 2012). In earlier days, the concept of food carts brought ugly images of standard grey trucks that sold extremely unhealthy food full of calories. This concept however has completely taken a back seat with popular
restaurants and chefs adding these carts to their service menu for added revenue (Baumol 2012).. 2012) Drawing inspiration from this concept, we got motivated to provide this service within our school premises and facilitate food products such as chicken burgers, beef burgers, fish burgers, fries, hotdogs and fresh salads. We acknowledged the fact that our biggest competitor is the school cafeteria which already has these varieties on board. However, the school cafeteria is operational only during certain hours and makes these food items available only during its lunch hours. Also, since the cafeteria serves a large population, we have often heard negative reviews regarding quality if food served. In this context, mission of our organization would be to comply with highest professionalism standards by promoting high customer satisfaction. This would be fuelled by our urge for constant innovation, providing top quality products and excellent service. This mission would be complimented by our vision to be soon widely recognized as a food cart that offers quality food and excellent service at an affordable price. We also see ourselves as upholding a constant profit margin and being known for our performance. Our organization would seek to foster a performance based culture. Since, the organization would only have three employees (me along with two other friends) we would comprehensively read up on norms of professionalism and customer service. We would also rely on our existing knowledge about dealing with individuals. Since this is a start-up venture, our first step would be to get licensed. We would need certificates from the health department in order to prove that the food we provide is hygienic and compliant with health standards. We would also have to overcome parking restrictions and avail permissions from our school authorities. Other legal requirements would include getting the cart registered with the state department and filling out tax regulations.
Industry Analysis Overview of the Industry Mapping
A database for the number of mobile food handlers was accessed with the help of school authorities in order to map the total number of active carts serving customers in the San
Fernando Valley. Drive through coffee carts and other inactive carts were not considered for the purpose of mapping. We were unable to determine the precise location for a number of carts due to incomplete address information. Mapping with the help of Google Maps revealed a total number of 195 stationary and mobile food carts in neighboring areas. Perceptions
Secondary data was collected regarding perceptions of people about these mobile food carts with the help of school databases. Data analysis revealed that food carts were considered as an economically and commercially viable alternative by pedestrians. Data also revealed that these carts promoted livability and economic development in their neighborhoods and thus were profitable to the community as a whole.
Industry Growth Last two years collectively have witnessed huge amounts of growth in the Food Cart Industry. According to the ‘Intuit Research Report’ 2020, the industry is expected to generate combined revenue of $2.7 billion by the year 2017 (NRA 2004). 2004). Reports also suggest that this is a four times increase from the current estimated figure of $650 million in the year 2012 (NRA 2004). 2004). Estimates for the current year have been provided by National Restaurant Association. Emergent Research in collaboration with National Restaurant Association interviewed 272 regular food cart customers in order to reach the estimated figure (NRA 2004).. Food cart owners were interviewed with the help of phone or email. These interviews 2004) were conducted in the San Francisco area and nearing suburbs.
Industry Trends Many powerful trends are reflected in ongoing growth and success of the industry. Following is a representation of these trends (NRA 2004): 2004):
Value, Speed and Quality- According to research data, these three are the most sought
after attributes by any customer seeking service at a fast food or quick serve restaurant. Survey results of the year 2012 as published by the National Restaurant Association suggests that food carts often succeed in outperforming traditional food restaurants when it comes to delivering these attributes. Food offered by these carts is fresh as most carts cannot afford to store food products over a period. Also, since their operational procedure is standard (with a fixed menu), their speed of delivery is great.
Local and Fresh Food- A research conducted by the Hartman Group suggested that
these food carts have caused a national shift towards the usage of fresh food materials. Unlike traditional fast food restaurants which have an inventory of their own, these food carts bank on fresh everyday purchases of raw materials. Also, menu provided by these food carts is highly localized and flexible unlike chain fast food restaurants.
Local Affinity- Research reports also suggest that these food carts foster economic
developments in their neighborhood thereby increasing livability of the area as a whole. Part of this is facilitated by customers who extend their full support to local businesses in their area. This according to customers increases their sense of belonging to a local neighborhood. Customers also believe that their interactions with local food cart owners on everyday basis foster fruitful and long term relationships thus making the entire community a more livable place.
Sustainable and small- Food carts present a considerable challenge to a popular belief
that quality depends on size of restaurant. Modern food carts have outperformed chain fast food restaurants in providing quality despite their compact size. These food carts also stress their sustainability as their USP. Taking inspiration from the food cart business model, chain restaurants have acknowledged the fact that being small in size provides flexibility without having to compromise with quality.
Speed- Quick service segments (for example Chipotle) have registered the maximum
amount of growth in past few years. The quick service segment in the restaurant industry has also established its reputation for providing a better atmosphere and food quality than traditional restaurants. Food carts which form an important part of this segment provide an extremely viable alternative for customers who are time challenged and need easy accessibility. Speed of service provided by these food carts also enables them to serve wider customer segments than traditional restaurants.
Major Consumers Major consumers of the industry are students and lower and middle level corporate employees. These consumers are commonly characterized by being short of time to go to an established restaurant and having leisure time to spend on a meal. Since these consumers are short of time, they are not willing to travel to great distances in order to grab a meal and hence are looking for options that are easily accessible. In addition, these consumers are not willing to spend a great amount on their meal. Average spending of these consumers per meal is believed to be between $5-10.Lastly, most of these consumers are single or living away
from their families. As a result, they do not have the time to cook and bring their meals from home.
Target Market Target Markets segments are groups of individuals who can be characterized on the basis of common factors such as age, demographics, sex etc (Sandberg 2008). Our target market comprises of on campus students of our school as well as faculty members and administration staff. Our service would also be available to perspective students who come for a campus visit and visiting faculty members. At this point in time, our services would exclude local pedestrians from outside the school and neighboring areas. Following are the characteristics of our target market:
Age groups: 17-30, 45-60
Demographics: On campus students, faculty members and administration staff members i.e. individuals with access to the San Fernando Campus Spending ability: $ 20-$30 per meal
Competitor Analysis Following are the major direct and indirect competitors of our food cart:
School Cafeteria
Hot and Tasty Food (sells food products right outside school)
Despite tough competition from within and outside the school, our service would be able to sustain itself and generate profits due to the following factors:
Competitive Pricing- Our food offerings are priced lower than the school cafeteria (For
example a chicken burger at the school cafeteria is available for $25 while we price it at $20). This is possible because of our streamlines supply chain.
Ease of Access- We would like to locate our food cart so that it is located closer to
classes and the administrative block. This would encourage students and staff members to quickly grab food supplies in between classes.
Timing- Unlike the school cafeteria and our outside school competition, our service
would be operational from 9am until 9pm and all items on the menu would be made available at all times.
Quality and Service- We would strive to comply with highest quality and professional
standards.
Local contacts- since we are a part of the school, we have local contacts that we would
deploy in order to gain a competitive advantage.
Competitive Threats These can be explained with the help of PORTER’s five force model of competition that was
originally drawn by Michael Porter (Baumol 2012). 2012). According to this model, competitive threats to any business can be placed in five major categories (Baumol 2012): 2012):
Threat of Substitutes New Entrants
Rivalry among existing players
Supplier Power
Buyer Power
These threats are better explained with the help of the following diagram: New Entrants Success of our service might encourage others to enter the market with a different range of products or a better business model thus thus int inten ensi siff in com com etit etitio ion n for for us
Supplier Power
Industry Rivalry
Buyer Power
Suppliers might increase the prices of raw
Our service and our competitors might enter
Buyers might be able to find food products
materials/ fresh foods that we buy from them thereby decreasing our profit margins.
disagreements or intense rivalry over several issues such as prices, timing, target market se ments ments etc. etc.
priced within the same range and of the same quality in their vicinity and hence mi ht bar ain ain for for lower lower rices. rices.
Substitutes
Fig 1: Porter’s Five Forces Model. Source of Diagram: (Shapero & Sokol 2002) This treat might arise in the form of school cafeteria or Hot & Tasty foods adding new products to their menu that offer better value value for for mone mone withou withoutt com romis romisin in
The Venture Product/ Service The planned venture includes setting up a food cart inside the premises of School of Accounting and Management San Fernando. Food products that would be included in the menu at the moment are: Chicken burgers, beef burgers, fish burgers, fries, hotdogs and fresh salad. Services would be provided in the form of professional conduct and good speed.
Price Following table highlights prices of our products: Food Products
Price in Dollars ($)
Chicken Burger
20
Beef Burger
25
Fish Burger
25
Fries (per portion)
10 and 15
Hotdog
15
Fresh Salad
25
Table 1: Price of Food Products in the menu
Place School of Accounting and Management Premises
Promotion Following promotional tools would be used:
Social Media
Website
Pamphlets
Direct Mail
Posters
People A total of three personnel (me along with two other friends) would be involved in the venture. The tree of us would be responsible for management of everything including planning, arranging for fo r funding and operations. operatio ns.
Process First, we would obtain all required legal permissions for setting up the service. This would be followed by finalizing a location for the food cart and obtaining permissions from school authorities. Funding shall be arranged for the project followed by contacting suppliers and signing bonds of service. A detailed plan would be worked out in order to market products sold by our food cart.
Physical Evidence This would be present in the form of a food cart within the school premises.
USP USP of our service would be an especially available delivery option in school premises and within 1 mile of school premises. Customers would be able to call us or log in to our website and either preorder food to be available at a certain time for pickup or they can ask us to deliver it outside a certain class.
Environmental Analysis (PESTEL) Several factors in the macro environment of a business are responsible for impacting business decisions made by management of any organization (Aldrich & Zimmer 2006). The model consists of six different factors namely Political, Economic, Social, Technological, Environmental and Legal and seeks to analysis the business environment of an organization (Aldrich & Zimmer 2006).
Political Political environment of the organization would be concerned with administrative decisions. Some members in the school administration might be against the venture and might doubt its success. These members might create problems in the venture. Other political considerations include new laws by the government in favor or against food carts.
Economic Economic Issues in context of the venture would be concerned with making financial arrangements. Economic issues can also be realized in the form of deciding prices at which raw materials and food products would be obtained from suppliers. Lastly, consumers might find food prices to be high considering that it is a food cart. This might negatively affect our
business. On a macro level, le vel, economic econ omic issues iss ues would wou ld arise ar ise in the form fo rm of changes in tax rates, inflation, imports of food products etc.
Social Social environment of the organization would be constituted by social trends that are prevalent in the society. Future might witness people losing interest in food carts or they might find another alternative that is equally viable. These factors would negatively impact business decisions. decision s.
Technology In today’s technology savvy generation, technological innovations take place on everyd ay
basis. Technologies related to food preparation, storage and delivery might witness innovation causing all food cart owners including us to adopt these technologies in order to sustain the business. This would impact the budget and other decisions.
Environmental This category includes changes in the weather, global climate, natural calamities etc. We assume that this category would not significantly affect our business in the near future.
Legal This category deals with the legal environment in which our firm would be operational. Legislative changes made by the government might impact the organization’s behavior.
Marketing Plan Since this is a startup venture and we would need funds for buying the cart, getting licenses, housing machinery and paying suppliers, we cannot expect the marketing budget to be very high (Allen 2006). Following methods shall be adopted in order to market the product:
Social Media- Popular social networking websites such as Facebook and Twitter
would be tapped for marketing and promotional purposes (Martens 2007). A fan page would be created and friends and associates on campus would be invited to like the page.
Website- A website would be created for the food cart and blog posts would be linked
to social media.
Direct Mail- As students of the school, we have access to our localized groups of
students and staff members. (Martens 2007) We would directly email them with the proposal and invite them th em to try out our services.
Special Offers- We would launch special offers (such as heavy discounts on first 100
purchases).
Pamphlets- We would distribute free pamphlets within the school in order to make as
many people as possible aware about our services, menu and prices (Martens 2007).
Posters- We would put creative posters regarding our services in various places
within school premises such as common areas, game rooms etc (Martens 2007).
Operational Plan The organization would operate out of a single food cart that we seek to set up through this venture. Timings of operation would be from 9am to 9pm. Also our services would be available 6 days a week (i.e. Monday to Saturday). The food cart would remain closed on Sunday as there are no classes and most of the times no faculty members on campus. The website would be operational even on Sundays and can be used by students in order to preorder their food to be ready and available at a specific s pecific time. Customers would also be able to call us on our numbers and preorder for a specific time. Delivery calls would have to be made at least an hour in advance.
Financial Analysis and Projection Following is a summary of Financial Analysis and Projections: Startup Cost
Cost of Trucks
$ -100000
Stationery
$ 5000
Working Capital
$ -5,000
Total Fixed Cost
$ -100000
Average Selling Price
$ 19
Average
$ 7
Variable
Cost Average Contribution
$ 12
Break
$ -8,333.33
Even
Point
(units)
Hence the company would start making profit at the end of four months. Table 2: Summary of Financial Projections ( * For detailed projections and Sales Schedule
please refer Appendix 1) 1)
Milestones Following are the expected milestones of the venture:
Preparing a final plan
Getting the plan approved by university authorities
Arrange for funding
Get the required legal licenses
Buy food cart and machinery
Market product and services
Begin Operation
Conclusion The launched service longs to the upcoming quick service sector of the restaurant industry. This particular segment in the industry has demonstrated a tremendous growth in the past few years and the growth rate is expected to constantly increase in the future. Food carts have
succeeded in grabbing a special place amidst this segment due to their flexibility, quality and speed of service. In accordance with this increase in demand, we have proposed to set up a food cart within our school premises. Despite tough competition from the school cafeteria and another service located right outside the premises, we propose that our business would not only be able to sustain but generate constant profits owing to its unique aspects.
References Aldrich, H., & Zimmer, C, 2006, Entrepreneurship through social networks, University of Illinois at Urbana-Champa Urbana-Champaign's ign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship
Allen, K, 2006, Launching new ventures: An entrepreneurial approach, Houghton-Mifflin Company, Boston Baumol, W. J, 2012, Entrepreneurship and a century of growth, Journal of Business Venturing , 1(2), 141-145
Martens, M, L, 2007, Do the stories they tell get them money they need? The role of entrepreneurial narratives in resource acquisition, Academy of Management Journal, vol5, pp 1107-1132 National Restaurant Association (US), Research Dept, & National Restaurant Association (US), 2004, Restaurant industry forecast , National Restaurant Association Sandberg, W, R, 2008, The use of verbal protocols in determining venture capitalist’s decision process, Entrepreneurship theory and practice, John Wiley, New York Shapero, A., & Sokol, L, 2002, The social dimensions of entrepreneurship. Encyclopedia of entrepreneurship, 72-90
Appendix 1: Detailed Projections
CASH FLOW PROJECTION Month
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
0 Opening
$
$
$
$
$
$
$
$
$
$
$
$
$
Balance
2,00,00
95,0
96,9
98,8
1,00
1,02
1,04
1,06
1,08
1,10
1,12
1,14
1,1
0
00
00
00
,700
,600
,500
,400
,300
,200
,100
,000
5,9 00
Cash Inflow
Sales
$
$
$
$
$
$
$
$
$
$
$
$
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,
00
00
00
00
00
00
00
00
00
00
00
500
Total
$
$
$
$
$
$
$
$
$
$
$
$
$
cash
-
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,
00
00
00
00
00
00
00
00
00
00
00
500
inflow Cash Outflow
Startup
$
-1,00,000
Cost Material
$
$
$
$
$
$
$
$
$
$
$
$
Cost
-
-
-
-
-
-
-
-
-
-
-
-
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,
00
00
00
00
00
00
00
00
00
00
00
600
Salary @
$
$
$
$
$
$
$
$
$
$
$
$
$6000
-
-
-
-
-
-
-
-
-
-
-
-
each
18,0
18,0
18,0
18,0
18,0
18,0
18,0
18,0
18,0
18,0
18,0
18,
00
00
00
00
00
00
00
00
00
00
00
000
Working
$
-5,000
Capital Others
$
$
$
$
$
$
$
$
$
$
$
$
-
-
-
-
-
-
-
-
-
-
-
-
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,0
0
0
0
0
0
0
0
0
0
0
0
00
Total
$
$
$
$
$
$
$
$
$
$
$
$
$
cash
-
-
-
-
-
-
-
-
-
-
-
-
-
outflow
1,05,00
37,6
37,6
37,6
37,6
37,6
37,6
37,6
37,6
37,6
37,6
37,6
37,
0
00
00
00
00
00
00
00
00
00
00
00
600
Net Cash
$
$
$
$
$
$
$
$
$
$
$
$
$
flow
-
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,9
1,05,00
0
0
0
0
0
0
0
0
0
0
0
00
0 Closing
$
$
$
$
$
$
$
$
$
$
$
$
$
Balance
95,000
96,9
98,8
1,00
1,02
1,04
1,06
1,08
1,10
1,12
1,14
1,15
1,1
00
00
,700
,600
,500
,400
,300
,200
,100
,000
,900
7,8 00
INCOME STATEMENT PROJECTION Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Sales
$
$
$
$
$
$
$
$
$
$
$
$
39,50
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
0
00
00
00
00
00
00
00
00
00
00
00
Cost
$
$
$
of
-
-
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
Sales
14,60
14,6
00
00
00
00
00
00
00
00
00
00
0
00
Gros
$
$
$
$
$
$
$
$
$
$
$
$
s
24,90
24,9
24,9
24,9
24,9
24,9
24,9
24,9
24,9
24,9
24,9
24,9
Profi
0
00
00
00
00
00
00
00
00
00
00
00
Salar
$
$
$
y
-
-
18,0
18,0
18,0
18,0
18,0
18,0
18,0
18,0
18,0
18,0
18,00
18,0
00
00
00
00
00
00
00
00
00
00
0
00
Othe
$
$
$
$
$
$
$
$
$
$
$
$
rs
-
-
-
-
-
-
-
-
-
-
-
-
5,000
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
0
0
0
0
0
0
0
0
0
0
0
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
t
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
Net
$
$
$
$
$
$
$
$
$
$
$
$
Profi
1,900
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
0
0
0
0
0
0
0
0
0
0
0
t
BALANCESHEET PROJECTION
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Sources of Capital Openi
$
$
$
$
$
$
$
$
$
$
$
$
ng
2,00,
2,01,
2,03,
2,05,
2,07,
2,09,
2,11,
2,13,
2,15,
2,17,
2,19,
2,20
Capita
000
900
800
700
600
500
400
300
200
100
000
,900
Add:
$
$
$
$
$
$
$
$
$
$
$
$
Profit/
1,900
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
1,90
0
0
0
0
0
0
0
0
0
0
0
l
Loss Closin
$
$
$
$
$
$
$
$
$
$
$
$
g
2,01,
2,03,
2,05,
2,07,
2,09,
2,11,
2,13,
2,15,
2,17,
2,19,
2,20,
2,22
Capita
900
800
700
600
500
400
300
200
100
000
900
,800
$
$
$
$
$
$
$
$
$
$
$
$
2,01,
2,03,
2,05,
2,07,
2,09,
2,11,
2,13,
2,15,
2,17,
2,19,
2,20,
2,22
900
800
700
600
500
400
300
200
100
000
900
,800
l Total
Use of Capital Fixed
$
$
$
$
$
$
$
$
$
$
$
$
Assets
1,00,
1,00,
1,00,
1,00,
1,00,
1,00,
1,00,
1,00,
1,00,
1,00,
1,00,
1,00
000
000
000
000
000
000
000
000
000
000
000
,000
$
$
$
$
$
$
$
$
$
$
$
$
96,90
98,8
1,00,
1,02,
1,04,
1,06,
1,08,
1,10,
1,12,
1,14,
1,15,
1,17
0
00
700
600
500
400
300
200
100
000
900
,800
Worki
$
$
$
$
$
$
$
$
$
$
$
$
ng
5,000
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
0
0
0
0
0
0
0
0
0
0
0
$
$
$
$
$
$
$
$
$
$
$
$
2,01,
2,03,
2,05,
2,07,
2,09,
2,11,
2,13,
2,15,
2,17,
2,19,
2,20,
2,22
900
800
700
600
500
400
300
200
100
000
900
,800
Cash
Capita l Total
SALES SCHEDULE Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Price per unit Chiken
$
$
$
$
$
$
$
$
$
$
$
$
Burger
20
20
20
20
20
20
20
20
20
20
20
20
Beef
$
$
$
$
$
$
$
$
$
$
$
$
Burger
25
25
25
25
25
25
25
25
25
25
25
25
Fish
$
$
$
$
$
$
$
$
$
$
$
$
25
25
25
25
25
25
25
25
25
25
25
25
$
$
$
$
$
$
$
$
$
$
$
$
10
10
10
10
10
10
10
10
10
10
10
10
$
$
$
$
$
$
$
$
$
$
$
$
15
15
15
15
15
15
15
15
15
15
15
15
$
$
$
$
$
$
$
$
$
$
$
$
15
15
15
15
15
15
15
15
15
15
15
15
Fresh
$
$
$
$
$
$
$
$
$
$
$
$
Salad
25
25
25
25
25
25
25
25
25
25
25
25
Fries I
Fries II
Hotdog
No. of units Chiken
$
$
$
$
$
$
$
$
$
$
$
$
Burger
20
200
200
200
200
200
200
200
200
200
200
200
0 Beef
$
$
$
$
$
$
$
$
$
$
$
$
Burger
25
250
250
250
250
250
250
250
250
250
250
250
$
$
$
$
$
$
$
$
$
$
$
$
25
250
250
250
250
250
250
250
250
250
250
250
$
$
$
$
$
$
$
$
$
$
$
$
60
600
600
600
600
600
600
600
600
600
600
600
$
$
$
$
$
$
$
$
$
$
$
$
60
600
600
600
600
600
600
600
600
600
600
600
0 Fish
0 Fries I
0 Fries II
0
Hotdog
$
$
$
$
$
$
$
$
$
$
$
$
20
200
200
200
200
200
200
200
200
200
200
200
0 Fresh
$
$
$
$
$
$
$
$
$
$
$
$
Salad
20
200
200
200
200
200
200
200
200
200
200
200
0 Sales Chiken
$
$
$
$
$
$
$
$
$
$
$
$
Burger
4,0
4,00
4,00
4,00
4,00
4,00
4,00
4,00
4,00
4,00
4,00
4,00
00
0
0
0
0
0
0
0
0
0
0
0
Beef
$
$
$
$
$
$
$
$
$
$
$
$
Burger
6,2
6,25
6,25
6,25
6,25
6,25
6,25
6,25
6,25
6,25
6,25
6,25
50
0
0
0
0
0
0
0
0
0
0
0
$
$
$
$
$
$
$
$
$
$
$
$
6,2
6,25
6,25
6,25
6,25
6,25
6,25
6,25
6,25
6,25
6,25
6,25
50
0
0
0
0
0
0
0
0
0
0
0
$
$
$
$
$
$
$
$
$
$
$
$
6,0
6,00
6,00
6,00
6,00
6,00
6,00
6,00
6,00
6,00
6,00
6,00
00
0
0
0
0
0
0
0
0
0
0
0
$
$
$
$
$
$
$
$
$
$
$
$
9,0
9,00
9,00
9,00
9,00
9,00
9,00
9,00
9,00
9,00
9,00
9,00
00
0
0
0
0
0
0
0
0
0
0
0
$
$
$
$
$
$
$
$
$
$
$
$
3,0
3,00
3,00
3,00
3,00
3,00
3,00
3,00
3,00
3,00
3,00
3,00
00
0
0
0
0
0
0
0
0
0
0
0
Fresh
$
$
$
$
$
$
$
$
$
$
$
$
Salad
5,0
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
00
0
0
0
0
0
0
0
0
0
0
0
Total
$
$
$
$
$
$
$
$
$
$
$
$
Sales
39,
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
39,5
50
00
00
00
00
00
00
00
00
00
00
00
Fish
Fries I
Fries II
Hotdog
0
MATERIAL COST Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Cost per unit Chicken
$
$
$
$
$
$
$
$
$
$
$
$
Burger
8
8
8
8
8
8
8
8
8
8
8
8
Beef
$
$
$
$
$
$
$
$
$
$
$
$
Burger
8
8
8
8
8
8
8
8
8
8
8
8
Fish
$
$
$
$
$
$
$
$
$
$
$
$
8
8
8
8
8
8
8
8
8
8
8
8
$
$
$
$
$
$
$
$
$
$
$
$
4
4
4
4
4
4
4
4
4
4
4
4
$
$
$
$
$
$
$
$
$
$
$
$
5
5
5
5
5
5
5
5
5
5
5
5
$
$
$
$
$
$
$
$
$
$
$
$
6
6
6
6
6
6
6
6
6
6
6
6
Fresh
$
$
$
$
$
$
$
$
$
$
$
$
Salad
12
12
12
12
12
12
12
12
12
12
12
12
Chiken
$
$
$
$
$
$
$
$
$
$
$
$
Burger
200
200
200
200
200
200
200
200
200
200
200
200
Beef
$
$
$
$
$
$
$
$
$
$
$
$
Burger
250
250
250
250
250
250
250
250
250
250
250
250
Fish
$
$
$
$
$
$
$
$
$
$
$
$
250
250
250
250
250
250
250
250
250
250
250
250
$
$
$
$
$
$
$
$
$
$
$
$
600
600
600
600
600
600
600
600
600
600
600
600
$
$
$
$
$
$
$
$
$
$
$
$
600
600
600
600
600
600
600
600
600
600
600
600
$
$
$
$
$
$
$
$
$
$
$
$
200
200
200
200
200
200
200
200
200
200
200
200
Fresh
$
$
$
$
$
$
$
$
$
$
$
$
Salad
200
200
200
200
200
200
200
200
200
200
200
200
Fries I
Fries II
Hotdog
No. of units
Fries I
Fries II
Hotdog
Material Cost
Chiken
$
$
$
$
$
$
$
$
$
$
$
$
Burger
1,60
1,60
1,60
1,60
1,60
1,60
1,60
1,60
1,60
1,60
1,60
1,60
0
0
0
0
0
0
0
0
0
0
0
0
Beef
$
$
$
$
$
$
$
$
$
$
$
$
Burger
2,00
2,00
2,00
2,00
2,00
2,00
2,00
2,00
2,00
2,00
2,00
2,00
0
0
0
0
0
0
0
0
0
0
0
0
$
$
$
$
$
$
$
$
$
$
$
$
2,00
2,00
2,00
2,00
2,00
2,00
2,00
2,00
2,00
2,00
2,00
2,00
0
0
0
0
0
0
0
0
0
0
0
0
$
$
$
$
$
$
$
$
$
$
$
$
2,40
2,40
2,40
2,40
2,40
2,40
2,40
2,40
2,40
2,40
2,40
2,40
0
0
0
0
0
0
0
0
0
0
0
0
$
$
$
$
$
$
$
$
$
$
$
$
3,00
3,00
3,00
3,00
3,00
3,00
3,00
3,00
3,00
3,00
3,00
3,00
0
0
0
0
0
0
0
0
0
0
0
0
$
$
$
$
$
$
$
$
$
$
$
$
1,20
1,20
1,20
1,20
1,20
1,20
1,20
1,20
1,20
1,20
1,20
1,20
0
0
0
0
0
0
0
0
0
0
0
0
Fresh
$
$
$
$
$
$
$
$
$
$
$
$
Salad
2,40
2,40
2,40
2,40
2,40
2,40
2,40
2,40
2,40
2,40
2,40
2,40
0
0
0
0
0
0
0
0
0
0
0
0
Total
$
$
$
$
$
$
$
$
$
$
$
$
Material
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
14,6
Cost
00
00
00
00
00
00
00
00
00
00
00
00
Fish
Fries I
Fries II
Hotdog
Appendix 2: Management Resume CHRISTOPHER
BACON
4
Buttermilk
Poughkeepsie,
Court
NY
12601
914.555.2665 Objective
A position in catering, event planning, or convention services.
HIGHLIGHTS
• Three years experience operating own catering business. • Educated in culinary arts and communications. • Experience planning dinners and other events. • Good communications skills, particularly in promoting or selling an idea.
RELEVANT
SKILLS
AND
EXPERIENCE
Sales and Promotion
• Helped prepare promotional materials for clients of public relations firm. • Conceived and implemented promotional campaign for Culinary Institute of America (CIA) externship program with culinary magazines and journals. • "Pitched" vacation packages for country inn and resort in New York State. Catering and Event Planning
• Operated successful catering business for groups of up to 75 people. • Created custom-designed custom-designed menus for all clients. • Arranged dinners, luncheons, and receptions at public relations firm. Organization and Leadership
• Secured financial support of Cook & Baker Corp. and services of Art Center at SUNY-Cortland SUNY -Cortland for development of promotional materials for fundraiser. • Assisted chef-instru chef-instructors ctors with course presentations for CIA's Continuing Education Division. • Served as group leader and student council member at CIA. Catering and Event Planning
• Helped prepare promotional materials for clients of public relations firm. • Conceived Conceived and implemented promotional campaign for Culinary Institute of America (CIA) externship program with culinary magazines and journals. • "Pitched" vacation packages for country inn and resort in New York State .
WORK
HISTORY
• Test kitchen extern, Good Taste magazine, New York, NY
Spring 2000
• Cooking extern, Mama Rosa's Gourmet Market, Fishkill, NY
Fall 2000
• Caterer, self -employed, -employed, Albany , NY, and Poughkeepsie, NY
1995-1999
• Administrative assistant, Colby & Gruyere Public Relations, Albany, NY
1993-1995
• Promotions intern, Strawberry Fields Farms, New Paltz, NY
Summer 1992
• Line cook, The Cider Press Tavern, Cortland, NY NY
1991-1992
• Server, Applejack's Cafe, Cortland, NY NY
1989-1991
EDUCATION
• Associate in Occupationa Occupationall Studies, Culinary Arts, The Culinary Institute of America , Hyde Spring 2001 Park, • B.A., English, State Universi University ty of New York at Cortland, Cortland, NY
