Hanover – Organic Restaurant

The popularity of organic foods and the restaurants that serve them has skyrocketed in
recent years. A once niche market is now a burgeoning billion-dollar industry. Though
demand is growing, running an organic restaurant is not easy. Organic foods are
intrinsically more expensive than processed foods, driving up a restaurateur's costs.
Organic foods are also often in short supply. Still it is possible to succeed in the
marketplace if several rules are taken under consideration.
Hanover is a medium-sized restaurant with one unit. We focus on organic and creative
foods. The restaurant will be located in a sophisticated neighborhood in Melbourne.
The most important thing for us is our financial success, but we believe that this will be
achieved by offering high quality services and extremely clean and non-greasy food,
with interesting twists following the mission of being a great place to eat, combining an
intriguing atmosphere with food. excellent and interesting, which is also very good for
people who eat there. We want fair profit for owners and a rewarding place to work for
employees.
The menu
The menu will be extremely simple, but will change every day. We will keep a small
group of constants on the menu and present a chef's recommendation that we plan to
make 85% of the ordered meals. This will help us to reduce waste and plan ingredients
and purchases.
Organic ingredients
The organic ingredient element will allow us to assess the prices of extremely wealthy
Internet entrepreneurs who want to spend an exorbitant amount of money to have the
peace of mind that their money is still coming back to you. We will also be extremely
ecologically aware and spread this throughout our literature.
Ethnic Recipes and Ingredients
Our chef will have great freedom to design and produce menu offerings from different
cultures around the world. We will do our best to get all the traditional and authentic
ingredients needed to stay true to these varied and interesting cultural recipes.

Our clientes
Business Operations
Our strategy is simple, we intend to succeed by giving people a combination of
great,healthy, interesting food, and an environment that attracts "trendy" people like a
magnet. Implementation isn't simple, but that's in the doing of it, not in the plan.
Competitive Edge
Our competitive edge is the menu, the chef, the environment, and the tie-in to what's
trendy.
Sales Strategy
As the table shows, we intend to deliver sales of about $350K in the first year, and to
double that by the third year of the plan.
Risks

 Organic products are more expensive due to their production process, which
makes meals in the restaurant also more expensive, since we must pass the
price on to customers so that we can make a profit.
 The culture of organic food is still not so rooted in the Australian community,
which makes some people still afraid to go to restaurants with organic foods
and always prefer to go to their already known restaurants.
Staff
Our employees must understand how their actions affect others in order to help create
a culture of unity, respect and appreciation. We must remember that new hires come
with their own experience and level of knowledge; so we have to outline our specific
goals and expectations and take the time to answer questions in order to improve our
service even more. In addition, we want not only our customers, but our employees to
also feel happy in their workplace, that way they will provide a better service which will
make us meet our goals.

Some of the aspects that our employees should be familiar with are:

 Mission of the establishment

 Customer Experience
 Dress code
 How to behave in difficult situations
 Establishment Procedures and Policies

Services
Hanover offers Melbourne people a modern and fun place to enjoy good food in a
social setting. Chef Hugo has a large repertoire of ingredients and ethnic recipes. The
restaurant predicts that most purchases will be made based on the chef's
recommendations. Ethnic recipes will be used to provide customers with a diverse and
unusual menu. The chef will also emphasize healthy dishes, recognizing the restaurant
industry's trend towards demand for healthy cuisine.
Customers
Hanover believes that the market can be segmented into four distinct groups that it
aims to target. The first group is the wealthy loner. The second group to be targeted
are young satisfied customers, who grow at an annual rate of 8%. The third group are
wealthy hippies, who naturally crave organic food and ethnic cuisine. The last group
that is particularly interested in the healthy offerings on the menu is dieting women.
Management
Hanover has assembled a strong management team. Chris will be the general
manager. Chris has extensive experience in managing organizations ranging from six
to 45 people. Anna will be responsible for all financial and accounting functions. Anna's
financial control skills will be invaluable in keeping Hanover on track and profitable.

The most important for the establishment is the financial success that will be achieved
through strict financial controls. In addition, success will be guaranteed, offering high
quality service and extremely clean and non-greasy food, with interesting twists.
Hanover plans to increase menu fees as the restaurant gets more and more crowded
and to ensure that they are charging a premium for the feeling of being in the "crowd".

Financial Plan
We expect to raise $40,000 of our own capital, and to borrow $100,000 guaranteed by
the SBA as a 10-year loan. This provides the bulk of the start-up financing required.

Conclusion
Hanover has great chances of becoming a very well attended place due to its proposal,
its location, the training of the team and the quality it seeks to offer its customers as
well as diversity and health.