deliprus
MEDITERRANEAN STREET RESTAURANT

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 Table of Contents
1. Executive Summary
2. The Business
2.1 Business Description ................................................................................. 5

2.2 Processes and Operations .........................................................................6

2.3 The website ...............................................................................................7

3. The Market
3.1 Description of the Market .........................................................................8

3.2 Customers .................................................................................................9

3.5 Competition ............................................................................................10

4. The Management Team

5. The Marketing Plan
5.1 Positioning in the Market ........................................................................12

5.2 Purchasing Strategy .................................................................................13

5.3 Promotional Strategy............................................................................... 13

6. Financing and Growth

6.1 Financial Projections ................................................................................14

6.2 Future Growth and Exit Plan....................................................................15

7. References

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8. Appendices
8.1 Appendix A - SWOT Analysis ..................................................................17

8.2 Appendix B - PESTEL Analysis ................................................................ 18

8.3 Appendix C - Porter’s Five Forces ...........................................................19

8.4 Appendix D - 4P Analysis ........................................................................22

8.5 Appendix E - Questionnaire ....................................................................23

8.6 Appendix F - Business Model Canvas .....................................................32

8.7 Appendix G - Purchasing and Promotional Strategy............................... 33

8.8 Appendix H - The Management Team ...................................................34

8.9 Appendix I - Financial Statements...........................................................35

8.10 Appendix J - Expenditure Breakdown...................................................37

8.11 Appendix K - Menu, Recipes and Packaging .......................................39

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1. Executive Summary

• Deliprus will be a mediterranean street food restaurant registered in the UK and

operating in Pafos, Cyprus. The fast food market in Cyprus is continuously growing with
the main trends being the “busy lifestyle” and “healthy living”. Unlike other fast food
restaurants, which mainly offer low-quality food and unhealthy ingredients, deliprus will
be focused on providing healthy meals by using locally sourced ingredients; thus
satisfying the need for healthy fast food.

• In order to complement its core activities and promote healthy living, deliprus’ website
will offer customers the opportunity to make their meal from scratch by providing the
nutritional facts and origin of each ingredient in every step.

• The market research conducted showed a moderate entrance barrier to the fast food
market which is mainly caused by the high number of competitors, the moderate
bargaining power of buyers and the low bargaining power of suppliers. The two main
target customer segments identified were “customers from the morning until noon”,
that is people who work in the offices nearby, and “customers in the afternoon and until
the closing time”, that is people aged from 22 to 35 who want to enjoy a healthy meal
or pick up food for dinner!

• Deliprus will be an equally owned family business consisting of six members. The six
owners will also constitute the management and operations team for the first six
months. The total initial capital investment will be €18,000.

• During the first six months of operation, deliprus is expected to have €20,200 in sales
with a -€3,296 net loss and a -€1,220 cash flow. However, cash flow is expected to be
improved every month by approximately €120. The break even point will be achieved
during the second year of operations.


• Future growth plans include the development of a mobile application, the expansion to
other cities within Cyprus, the expansion to foreign markets through franchising and the
offering of developed products to the wholesale market.
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2. The Business
2.1 Business Description
Products
The products offered by deliprus are not unique by themselves. The uniqueness of the
products will mainly come from the local sourcing of the ingredients and the
customisability offered to the customers. However, new and unique products will be
developed over time by mainly using ingredients that can only be found in Cyprus
[Appendix K].

Sandwiches Pots Yogurt and Toppings Fruit Drinks

Complementary Services
In order to complement the primary products and activities a website will be developed
allowing users to have complete control over their nutritional intake, as well as to gain
more information regarding the origin of the ingredients.

Location
Deliprus will be located near the city centre of Pafos. The main reasons for selecting this
location are the increased business activity and the relatively short distance from the
tourist area (10 minutes by car).

Directors and Ownership structure

The six directors have previous experience, with similar roles and responsibilities, and are
fully capable of running the enterprise. In terms of ownership, the total equity of €18,000
will be split evenly between them.

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2.2 Processes and Operations
Processes:
Local sourcing
Local sourcing allows for ingredient tracking and for constant communication with
suppliers. Furthermore, the small geographical size of Cyprus, in combination with the
excellent transportation infrastructure, allow for a low carbon footprint as well as more
frequent purchases which ensure the freshness of the ingredients.

Operations:
Ordering
Ordering of the products can be done by either using the website, phone or in-store. By
doing this deliprus seeks to reach more people, in terms of age or access to technology.

Cooking
Cooking will be done through standardised procedures in order to achieve low cooking
and service times, as well as consistency. This also aims to achieve low “occupying space”
times allowing for higher customer turnover and available seating.

Delivery
Delivery services will be offered for offices nearby the area of operation. Customers will
also have the ability to choose if they want to share their food with others, thus changing
the way food is packed. Setting recurring orders through membership will also be
available. This allows for better planning in terms of stock, financials and cooking
intensity.

Our Vision!
“Deliprus’ vision is not only to provide unique flavours and quality meals but to enforce
local production as well!”

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2.3 The website
Deliprus will launch a website to make it easier for customers to create, order and pay for
their meal.

Through the website customers will be able to:

• See the nutritional facts and price break-down in each step (Meal Creation)

• See suggestions based on their type of nutrition or allergies

• Set limitations based on their nutritional preferences

• See the origin of the ingredients

• Set a limit on price

• Pay online

• Set recurring orders

The website will have a “responsive layout” with integrated e-commerce. To avoid the
high costs of development, an existing all-in-one website solutions like SquareSpace, will
be used. Furthermore, a MySQL server will be created in order to exchange and store
data.

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3. The Market
3.1 Description of the Market
In order to better understand the market, as well as to identify potential future customers,
a series of analytical tools were used.

• First and foremost a PESTEL Analysis was used in order to examine deliprus’ external
macro environment [Appendix B]. The most important factors identified, that can
positively affect the presence of a street food restaurant, are the rising social trend for
“healthy living” as well as the “busy lifestyle” which leads people into seeking healthy
prepared food.

• The SWOT analysis was then used to examine the Strengths and Weaknesses of
deliprus as well as the Opportunities and Threats that are present in its environment
[Appendix A]. The results of the analysis showcased how deliprus can distinguish itself
from the competition as well as a variety of opportunities for establishing a street food
restaurant. These opportunities included the economic support schemes from the EU
and the rising awareness of people regarding healthy living.

• Porter’s Five Forces [Appendix C] was used to evaluate the current competitive forces
of the fast food market in Cyprus. Although the results showed a high rivalry between
existing firms as well as a high threat of substitute products, the moderate bargaining
power of buyers combined with the low bargaining power of the suppliers create a
moderate entrance barrier.

• In addition to the analytical tools above, a questionnaire [Appendix E] based on the

4P’s of Marketing [Appendix D] was created and distributed in order to better
understand the potential customers and their preferences. Based on the results of the
questionnaire, a segmentation of the potential customers was made. The main criteria
for segmentation were the willingness to pay a higher price as well as the desire to have
a healthy meal in certain hours of the day.

• The two main segments are: Customers “from the morning until noon” and Customers
“in the afternoon and until the closing time”.

• The Business Canvas Model was then used to bring together all of the above analysis
and provide a clear view of the environment, key stakeholders and operations.
[Appendix F]

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3.2 Customers
The products and services of deliprus will be targeting different customer groups at
different times of the day.

• From the morning until noon, the main target are people who work in the offices
nearby, such as accountants, consultants and lawyers, as well as people who are visiting
the public services’ building nearby. The key criteria to satisfy this customer group are
the options for delivery or take away and the availability of seating. [Appendix E]. Other
competitors targeting at the same customer group at that time are mainly bakeries and
fast food restaurants.

• In the afternoon and until the closing time, the main target group will be people aged
from 22 to 35 who want to have a fresh drink, a healthy snack or pick up food for dinner.
The key criteria to satisfy this customer group are affordable prices, which can be
achieved by selling any food left at a reduced price, and the option for take-away. Other
competitors targeting at the same customer group at that time are mainly cafes and
bistros.

The criteria that the two groups have in-common are the desire for having fresh and
healthy prepared food and the ability to take their food on the go (take-away).

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3.5 Competition
Currently, the four main competitors in the area, are two fast food restaurants and two
cafes.

• The two fast food restaurants are well established but have not been developed over
the last 3 years, that is in terms of expansion and product range. Because the existing
fast food restaurants have gained a “bad reputation”, in terms of the healthiness of
their products, any attempt to offer similar products with deliprus and appeal to the
same customer group is likely to fail.

• The two local cafes (Coffee Arabica and Coffee Brands), offer a limited range of
ready to eat sandwiches, biscuits and fresh orange juice. In the arrival of deliprus the
two cafes are unlikely to change their services and provide meals as by doing that they
might affect their core product offering which is coffee!

DONER

DONER
Offices Area

Delivery Radius

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4. The Management Team

• Deliprus will be a family owned enterprise consisting of six members [Appendix H]. The
registration of deliprus will be done in the UK following all the rules and regulations
(GOV.UK, 2016).

• The six members will offer an initial commitment of €3,000 each resulting to a total of
€18,000. For the first three months the members have agreed not to receive any salary.

• The assignment of roles was based on the member’s previous experience and expertise.

The roles of deliprus’ management and operations team are as follows:

• Operations Manager

• Finance Director

• Purchasing Director

• Sales and Marketing Director

• IT Developer

• Head Cook

In the possibility of future growth additional personnel will be hired accordingly.

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5. The Marketing Plan

5.1 Positioning in the Market

Positioning refers to the perception of the target market regarding the products and
services provided by deliprus.

Deliprus is aiming to be established as a healthy fast food restaurant based, but not
exclusively, on the Mediterranean diet. The healthy dimension will be based on the use of
fresh ingredients, such as vegetables and fruit, as well as to the transparency of each
meal, that is the nutritional facts and origin. Regarding pricing, deliprus will offer a range
of sizes and ingredients to choose from, thus allowing for dynamic pricing.
Healthy options provided

BAKERY
CAFES

DONER

Price

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5.2 Purchasing Strategy
Suppliers will be identified through:
• The Agricultural Union and the Community Councils of nearby villages
• The Local Trade Market
• Newspaper advertisements.

After identifying a potential supplier a contract with special terms will be discussed and
signed [Appendix G]. Until establishing contracts with suppliers the purchasing of the
ingredients will be done through the local trade market. Responsible for identifying and
contacting suppliers is the Purchasing Director. The total amount for identifying suppliers
in the first six months will be €200.

5.3 Promotional Strategy

Any promotional attempt will highlight the local sourcing and healthy ingredients offered
by deliprus. Responsible for the progress of the promotional activities will be the Sales
and Marketing Director [Appendix G]. The total amount for promotion in the first six
months will be €800.

Initial promotion strategies towards customers include:

• A free sample of the products in offices nearby which will be accompanied by a catalog
of the available products as well as information about the subscription options.
• Creation of Social Media accounts for reaching customers through targeted
advertisements.
• Registration to the webpages which provide information about restaurants.
• Billboard Advertisement in a near highway street for the first two weeks of operation.
• Leaflets and Brochures with the catalogue to be distributed in a radius of 1km.

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6. Financing and Growth
6.1 Financial Projections
• The total initial investment from the six members of the team will be €18,000. Of that,
€13,000 will be used as a capital expenditure in order to acquire the necessary
equipment for operation [Appendix J].

• The sales forecast of the products is based on the assumption that the restaurant will be
open 30 days per month and that every customer will spend approximately €5 during
his/her visit. During the first six months 4040 customers are expected, resulting in
€20,200 sales. The total Cost of Sales for the above prediction is €6,200. [Appendix I]

• The total expenditure for operations during the first six months is €17,346. The highest
expenses will be Electricity and Rent.

• The cash flow, during the first six months is expected to be -€1,220. However from there
on, cash flow is expected to be improved every month by approximately €120. The
break even point will be achieved during the second year of operations.

• The net profit for the first six months is expected to be -€3,296 [Appendix I]. (The
corporation tax of 20% is not applicable until reaching a positive net profit.)

• Because of its business model, deliprus is eligible for the European Union Grant “Enjoy
it’s from Europe” which covers up to €60,000 of promotional activities. The next call for
applications is February 2, 2017. (European Commission, 2016)

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6.2 Future Growth and Exit Plan
Future growth plans include:

• Development of a Mobile Application for iOS / Android

• Expansion to other locations

Expansion to other cities will be examined after the first year of operation. Because
Cyprus is a relatively small island, the already established networks of suppliers can be
used. Nicosia, the capital city, seems to be the most attractive one due to its increased
business activity. Any expansion outside the country will be done through franchising.

Future products
Deliprus will look to capitalise any popular customer choices or new products developed
during operations. These products can then be marketed towards the wholesale market.

Yogurt Toppings Signature Sauces Marmelades Kolokasi chips

Exit Plan
In the unlikely and unfortunate event of the firm not being able to continue its operations
an exit plan has been prepared. The exit plan includes the sale of the business as is and /
or the sale of the capital equipment.

deliprus
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7. References
Cohen, E. and Avieli, N., 2004. Food in tourism: Attraction and impediment. Annals of
tourism Research, 31(4), pp.755-778.

European Commission (2016). Agriculture and rural development. [Online]. [Accessed 04

May 2016]. Available from: http://ec.europa.eu/agriculture/promotion/index_en.html

GOV.UK (2016). Agriculture and rural development. [Online]. [Accessed 04 May 2016].
Available from: https://www.gov.uk/register-for-self-assessment

GOV.UK (2016). Agriculture and rural development. [Online]. [Accessed 04 May 2016].
Available from: https://www.gov.uk/set-up-sole-trader/overview

Ioannou, S., 2009. ‘Eating beans… that is a “no-no” for our times’: Young Cypriots’
consumer meanings of ‘healthy’and ‘fast’food. Health Education Journal, 68(3), pp.
186-195.

Lazarou, C., Panagiotakos, D.B. and Matalas, A.L., 2009. Level of adherence to the
Mediterranean diet among children from Cyprus: the CYKIDS study. Public health
nutrition, 12(07), pp.991-1000.

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8. Appendices
8.1 Appendix A - SWOT Analysis
Strengths Weaknesses
• Operating in only one location means there can be • Unreliable cash flow in the early stages.
better devotion to customer service and better
monitoring regarding the quality of ingredients and • Small number of staff makes the business
food. vulnerable to employee shortages (due to an
injury or sickness)
• There is the ability to quickly change the menu if
the market is not responding to certain products.
• No previous market presence or reputation
• Local sourcing allows for tracking the ingredients.
This can and will be used as a differentiation from • Single country sourcing might affected the
competitors. company in terms of cost or availability, due
to seasonality of some products.
• The mobile Application for providing the nutritional
information and order status gives the customer a
sense of control. The ability of preordering can
also lead to better planning in terms of stock and
operations.

• The offering of a variety of meal sizes gives the

company versatility in terms of dynamic pricing
while at the same time provides more options for
the customer.

• Because the food will be standardised no highly

skilled labour, like a chef, is required.

Opportunities Threats
• The business sector for healthy food is • Well established restaurants as well as small
rapidly expanding which gives many future players might adopt similar menu or business
opportunities for success. model.

• The EU is encouraging any activity for • Potential success combined with the low
empowering local production and agriculture initial capital investment might attract new
with non refundable grands entrants / competitors

• The menu will be have some signature • People might make their own meal at home.
options from unique agricultural products only
found in Cyprus. For tourists, this might be a • Seasonality of tourism might affect total
deciding factor when choosing a place to eat. demand.

• The area of operation will receive great

attention as Pafos will be the cultural capital
of Europe in 2017. The expected increase of
tourists is an opportunity for getting feedback
about the food preferences from other
countries. This might be especially helpful in
the potential for expansion in other countries.

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8.2 Appendix B - PESTEL Analysis
Political
- The United Kingdom and Cyprus are
countries with high political stability.
- Because Cyprus and the UK are members of - Access to finance continues to be difficult but
the EU, the favourable trade and operation
policies can be applied.
- Government through the years are trying to
enforce local production.
Social
- The busy life style of people working who
want something to eat without waiting a lot of
time.
- People are becoming more aware of the
nutritional contents of their food.
- After the recession people are trying to help
the local economy so local sourcing will be
an appealing proposition.
Environmental
- People are becoming more aware of
environmental issues and their carbon
footprint. (environmentally friendly
packaging)
Economic
- The government of Cyprus is offering various
economic support schemes to support local
production.
after the end of austerity measures this
February it is slowly getting better.
-There is a significant reduction in
unemployment which increases the disposable
income of the consumers.
Technological
- People are becoming more familiar with
mobile applications and online ordering.
- The rise of social media allows for easier and
cheaper ways to advertise
Legal
- Label regulations for ensuring the validity of
claims (local sourcing).
- Ministry of health and safety needs to
approve the storage, the equipment and the
way food is produced.
- The taxation for foreign companies in Cyprus
is low (10%) allowing for a better profit
margin.
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8.3 Appendix C - Porter’s Five Forces
The fast-food market

Threat of New competition - Moderate

- Established reputable firms dominate the market.

These firms are mainly fast-food restaurants like KFC, McDonalds and Subway. Because of their
large size they are able to enjoy economies of scale (low price per unit) , global sourcing and
increased visibility.

- Government policies for promoting entrepreneurship.

Government policies have made it easier for individuals to set up a new enterprise by offering tax
incentives as well as non-refundable competitive grants.

- Low entrance and fixed costs.

The initial capital investment needed to open a small fast-food restaurant is relatively low, a factor
which leads to fewer entrance barriers for new competitors.

- Low learning curve.

Because the fast-food restaurant does not require any complicated manufacturing processes there
is a low learning curve, that is the time needed to learn how to manufacture products and provide
the expected services.

Threat of Substitute Products or Services - High

- Individuals creating their own meal.

Individuals might choose to prepare their own meal at home instead of buying it. This might have
some benefits in terms of price but the element of service and convenience is missing.

- Picking up a sealed ready-to-eat food.

A lot of kiosks and supermarkets offer sealed ready to eat food such as sandwiches and salads in
relatively low prices.

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- Low switching costs
Because of the many options available buyers might switch between products very easily. The
main reasons for choosing one product over another might be convenience, price and quality.

Bargaining Power of Customers - Moderate

- Large number of buyers

Because of the large number of buyers there are high levels of demand leading to more potential
customers.

- Many Segments targeting at different people

The many segments existing allow for the focus in a certain underserved market (niche).

- Moderate product differentiation

The products offered by the fast food restaurants are highly differentiated (McDonalds’ secret
sauce, KFC’s spices recipe, vegetarian, vegan) a customer who has certain food preferences will
choose a specific fast-food restaurant as he might not be able to find those exact preferences
elsewhere.

- Low switching costs

Because of the many options available buyers might switch between products very easily. The
main reasons for choosing one product over another might be convenience, price and quality.

- High backwards integration threat

Individuals might choose to prepare their own meal at home instead of buying it.

Bargaining Power of Supplier - Low

- Large number of suppliers (Locally)

The large number of suppliers equals with large number of availability / production. Because of the
competition they can not afford to lower quality or increase price.

- The products they sell are standardised.

Because the suppliers sell undifferentiated products they can not influence the price.

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 Rivalry amongst existing firms - High

- Current competitors are a lot of established and reputable firms with high brand power.
Firms are constantly fighting to gain more market share using their brand value. This can be seen
by the aggressive franchising of fast-food restaurants around the globe and the low prices offered.

- High number of firms with moderately differentiated products.

Because there is a high number of firms which offer slightly moderated products there is a lot of
competition in same market which usually results in price wars.

- Consumer switching costs are low.

Because of the many options available buyers might switch between products very easily. The
main reasons for choosing one product over another might be convenience, price and quality.

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8.4 Appendix D - 4P Analysis

PRODUCT PRICE
Product Variety: The products offered will mainly List Price:
be sandwiches, pots, greek yogurt with toppings, Price will be calculated based on:
fruit drinks and smoothies. Furthermore, seasonal • How many modules the customer adds to his
products such as “palouzes” and “siousoukos” will or her meal
be offered when available. • The selected size
• The eat-In or take away option
Quality: The products offered will have superior
quality from other fast food restaurants. Discounts:
Discounts will be offered to:
Design: Products will be modular, that is allowing • Customers with subscription (recurring
the customer to create his meal from scratch orders)
• Frequent Customers
Brand Name: Delipus is a combination of
Delicious and Cyprus. Green represents something In comparison with …. deliprus has…. :
healthy and natural while yellow is the current Other Fast Foods - Higher price
colour of Cyprus’ Flag. Bakeries - Higher price
Cafes - Similar price
Packaging: Special packaging will be used in
order to allow the food on-the-go concept (Being
able to enjoy a meal even when walking).

Sizes: A variety of sizes will be available.

TARGET MARKET
PLACE
Channels:
Customers will be able to order and pay through:
• The internet
• On-Site
• A mobile App (in the future)
Customers will be able to receive their products:
• On-Site
• Through Delivery
Delivery Coverage: Initially the delivery radius will
be limited to 1Km from the area of operation
Location: Deliprus will be located near the Pafos’
District Court in Cyprus. The area attracts a lot of
business activity which perfectly aligns with the
profile of the main target audience.
PROMOTION
Sales Promotion:
Sales promotion will seek to highlight:
• Local Sourcing
• Healthiness of Ingredients
• Availability of combinations
Advertising:
Advertising will be achieved through:
• Free samples at early stages
• Social Media targeted advertisements
• Broches and leaflets
• Fast food information websites
• Billboard Advertisements

• Locating near a well know building, deliprus will

be easier to find as well as have improved
visibility due to the traffic of the avenue.

• The tourist area is only 10 minutes away (by car),

which allows for easier access by tourists.

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8.5 Appendix E - Questionnaire

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Questionnaire Results:

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8.6 Appendix F - Business Model Canvas
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8.7 Appendix G - Purchasing and Promotional Strategy
Purchasing and contracts:

• The Agricultural Union and the Community Councils of nearby villages

Flyers and brochures will be left there explaining what vegetables or fruits are wanted,
along with a telephone number that they can call to get more information. The total
allocation for identifying suppliers in the first six months will be €200.

• The Local Trade Market

Farmers gather every Sunday in a space near the city centre where they have the
opportunity to sell their produce.

• Newspaper advertisements.
Local newspaper are free and for that reason are highly popular especially in villages.

When a supplier expresses interest a face to face appointment will be arranged with the
purchasing director. In this meeting both sides will discuss about the price as well as the
frequency and volume of purchases.

Contracts will be reviewed on a monthly basis to ensure the consistency of quality as well
as the commitment of the supplier.

Promotional Strategy:

Services: Google AdSense, Facebook Ads

Example of Social Media targeted advertisement criteria:

Keywords:
• Fast Food
• Healthy Living
• Local
• Vegetarian
• Smoothies
• Cypriot Produce

Age: 18 - 45

Location: Pafos, Limassol, Nicosia

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8.9 Appendix I - Financial Statements

Cash Flow
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 Profit and Loss Account Balance Sheet at Month 6
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 8.10 Appendix J - Expenditure Breakdown


Capital Expenditure
Description Approximate Price Reference Price:

Serve over counter fridge
Bain Marie Server Hot Display
x2
Electric Convention Oven
http://fridgeland.co.uk/serve-overs/blizzard-zeta-
€1500
slim-serve-overs/zeta-150
http://www.ebay.co.uk/itm/NEW-ACE-5-x100mm-
deep-PAN-WET-WELL-BAIN-MARIE-SERVERY-
HOT-FOOD-DISPLAY-GLASS-TOP-/
€1000
271717238670?
hash=item3f439c078e:m:mE9xXDuqXk7H5QDZt15
sCYA
http://www.ebay.co.uk/itm/Commercial-Electric-
€600
Convection-Oven-/162000454366

Commercial Catering Electric
€1100
Cooker
Display Refrigerator
Commercial Freezer
Commercial Refrigerator
€1200
x2
http://www.ebay.co.uk/itm/Lincat-OPUS-
Commercial-Catering-Electric-6-burner-Cooker-
Electric-Oven-3-Phase-/152072550050?
hash=item23683af6a2:g:MUQAAOSwKfVXIPv8
http://www.ebay.co.uk/itm/Commercial-
Refrigeration-Unit-Mondial-Elite-SLX19-Tiered-
€800
Display-/162042151021?hash=item25ba77006d:g:
4SoAAOSw6oBXFMWg
http://www.ebay.co.uk/itm/NOVUM-COMMERCIAL-
CURVED-LID-CHEST-FREEZER-225-plus-vat-/
€500 131134630934?
hash=item1e883bac16:m:mCcqkig427aaqUTMI8n
HfSg
http://www.ebay.co.uk/itm/Large-Williams-Upright-
Single-Door-Commercial-chiller-fridge-/
272234661487?
hash=item3f6273466f:g:T5wAAOSw2GlXLFxz

Cash register with touchscreen

€800
and customised software
Furniture €1000
Other - Decoration €500
Other - Kitchen Equipment €1000

Estimated Total €10,000

Deliprus will seek to buy used equipment as it can significantly decrease the initial capital
investment. All the expenditure shown below is an estimation based on current market data.

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 Advertising Expenses for the first 6 months

Broches / Leaflets / Menus €300

Social Media €300
Billboard €300
Free Samples (cost price) €100

Estimated Total €1,000

Estimated wages per month (starting from month 4)

Christodoulos Pavlou €768 48 Hours per week x 4,00 per hour x 4 weeks
Panagiota Pavlou €768 48 Hours per week x 4,00 per hour x 4 weeks
Zoe Pavlou €256 16 Hours per week x 4,00 per hour x 4 weeks
Maria Pavlou €128 8 Hours per week x 4,00 per hour x 4 weeks

George Zaggoulos €128 8 Hours per week x 4,00 per hour x 4 weeks
Pavlos Pavlou €64 4 Hours per week x 4,00 per hour x 4 weeks
Estimated Total €2,112

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8.11 Appendix K - Menu, Recipes and Packaging
Menu and recipes
• Deliprus will take advantage of the “secret family recipes” which were developed and
passed through generations. This will help in having a starting point regarding the
ingredients and cooking methods. Furthermore, deliprus will actively seek for feedback
regarding food taste as well as suggestions to constantly improve its cooking methods
and ingredients.

Packaging
• Deliprus will offer its products in packaging which will allow customers to consume them
on-the-go, on foot or easily store them for later use. The main reason for this is to
appeal to the busy lifestyle that most people have today. Furthermore, the packaging
will have a “cool” design with vibrant colours in an attempt to attract younger people
(Ioannou, 2009) in adopting a healthier lifestyle (Lazarou et al. 2009).

• Deliprus’ packaging also allows for operation in Pafos’ port using a mobile kitchen unit.
The products offered will be chosen based on the uniqueness of the ingredients (only
found in Cyprus) to be more appealing to tourists. However it is understood that there
needs to be a slight transformation in flavours in order for the food to be truly
appealing to foreigners (Cohen & Avieli, 2004).

+ =
Nothing Goes to Waste!
“Most people see short-life ingredients, like fruit and vegetables, as a threat when
starting a restaurant because they spoil very quickly!”

“Well, where others see a problem we see an opportunity!

Why not make marmalade?”

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