Golden Moments Restaurant

Business Plan
Ethnic Food Restaurant

Submitted as an Internship Project Report
In partial fulfillment of the requirements for the
Award of degree of Master of Business Administration – International
Business
2009 – 2011
Submitted by Guided by
Ankit Jain Mr. Navneet Gera
MBA – IB (IV Sem)
BHARATI VIDYAPEETH DEEMED UNIVERSITY INSTITUTE OF MANAGEMENT

& RESEARCH, NEW DELHI
An ISO 9001:2008 Certified Institute
NAAC Accredited Grade “A” University
CRISIL Grading – MBA Programme
A * - National Level
A ** - State Level
BUSINESS PLAN – Golden Moments Restaurant 1

Certificate of Originality
This is to certify that the Business Plan entitled Ethnic Food Restaurant
Submitted to Bharati Vidyapeeth Deemed University Institute of
Management & Research, New Delhi in partial fulfillment of the
requirement for the award of the degree of MBA is an original work carried
out by Mr. Ankit Jain under the guidance of Mr. Navneet Gera. The matter
embodied in this project is a genuine work done by Ankit Jain to the best of my
knowledge and belief and has been submitted neither to this University nor to
any other University for the fulfillment of the requirement of the course of
study.
Signature of the Student Signature of the Guide

Designation

Certificate
This is to certify that the Business Plan titled “Ethnic Food Restaurant” is an
academic work done by Ankit Jain under the guidance of Mr. Navneet Gera
submitted in the partial fulfillment of the requirement for the award of the
Degree of MBA from “Bharati Vidyapeeth Deemed University, Pune”. The
authenticity of the Business plan will be verified by the viva examiner which
includes the verification of data the contents therein and may be rejected due
to non-fulfillment of quality standards.
Prof (Dr.) Sachin S. Vernekar

(Director)

Acknowledgement
I have taken efforts in this project. However, it would not have been possible without
the kind support and help of many individuals and organizations. I would like to extend
my sincere thanks to all of them.
I am highly indebted to Mr. Navneet Gera for their guidance and constant supervision as
well as for providing necessary information regarding the project & also for their
support in completing the project.
I would like to express my gratitude towards my parents for their kind co-operation and
encouragement which help me in completion of this project.
I would like to express my special gratitude and thanks to industry persons for giving me
such attention and time.
My thanks and appreciations also go to my colleague in developing the project and

people who have willingly helped me out with their abilities.
ANKIT JAIN
(MBA – IB & FINANCE)

Preface
Opening a restaurant is a distinct challenge. It is also a thrill that gives one the
opportunity for tremendous creative expression. Developing the menu, creating a new
dish, designing the décor, attending to your level of service or establishing an ambience-
these factors all contribute to exceeding the expectations of your guests.
The twenty-first century finds the restaurant business enjoying record sales but also
rising labor and other costs. The conditions for restaurants success may change quickly,
leaving financial scars on some operators. There are several new styles of restaurants,
and delivery of their products and services has changed as well. Foods formerly
considered exotic are now routinely accepted and expected. Taste titillation comes by
offering interesting foods and flavor combinations that challenge chefs and owners.
Helping to meet the continuing restaurant challenges is the oncoming wave of students
who have studied the culinary arts and restaurants management and who view the
restaurant business as a career of choice. A restaurant can be fun to operate, and the
profit margins can be substantial. It is interesting to learn that at least one billionaire,
Tom Monaghan, made his fortune in the pizza business, and that dozens on millionaires
have acquired fortunes in restaurants.
Ankit Jain
(MBA – IB & FINANCE)

INDEX
I: Executive Summary of Business Plan 8

A. Key elements of the plan 10
B. Description of Business and target markets 11
II: Objectives of Business Plan 12
III: People (Management Team) 14

A. Brief description of management team 14
IV: Environmental Scanning of Business 19

A. Industry Analysis 20
B. Competitors Analysis (SWOT of Competitors) 21
C. Opportunities and Reasons of Entry of Business 21
D. Limitations of Business 21
V: Manufacturing and Operations 23

A. Location of Production facilities 24
B. Capacity of existing facilities 26
C. Plans for expansion 28
VI: Personnel Strategies 30

A. Personnel needed to manage Business 31
B. Experience and expertise of existing personnel 32
C. Training needs of existing personnel 34

VII: Market Research 36
A. Market Conditions 37
1. Existing Demand of target Market 37
2. Competition 40
VIII: Marketing Plan 44

A. Distribution Strategies 45
B. Pricing Strategy 45
C. Promotion Strategy 46
D. Product Strategy 49
IX: Financial Decisions 52

A. Performa financial statements and projected cash flows 54
B. Current sources of funding – Private and Bank funding 56

C. Financial needs and future needs of funding 58
D. Tax Consequences of Business 60
E. Potential risk and sources of protection 61
X: Risk in Business 66
XI: Implementation Schedule 69
Appendices 73

Chapter – One
Executive Summary of Business Plan

Executive Summary
Our initial statement to Investors and Financial Lenders, this restaurant/ethnic food
business plan, is a candid disclosure of the Golden Moments Restaurant & Lounge
business proposal - our intent is to set realistic business expectations, and eliminate any
questions about the profitability of this business venture.
Entrepreneurs have a tendency to paint the restaurant business plan with a very
optimistic brush, highlighting strengths and camouflaging the risks. We, as business
owners, have a vested stake and financial commitment in the success of this restaurant.
Our intent is to have a definitive business, financial, and marketing plan that not only
serves our need for capital financing, but is utilized as our daily business roadmap. We
have taken all precautions to validate our business and financial models, focusing on
realistic projections. We have accomplished this as follows:
1. Our financial model is rooted in industry facts, not optimism. We have based

costs on our vast industry and practical experience with similar ventures, validation
against National Restaurant industry cost averages, and analysis against local New
Delhi market averages. We have taken a collective look at all figures to make solid
business estimates.
2. Our business concept was derived from detailed Market Analyses. Instead of
building a business around a preconceived concept, we analyzed the market findings
and built a concept around our consumers. In other words, our business is built to
service an unmet consumer 'want'.
3. A buffered financial plan that ensures adequate capitalization. A contingency

buffer is included in the start-up cost to ensure the business in not under financed,
as well as giving the business adequate funding to sustain it in the first six months of
start-up. Our industry experience confirms a longer ramp-up stage for restaurants
over other retail/service businesses. A common mistake for new entrepreneurs, but
fully addressed in this business plan.

4. A solid Risk Mitigation Plan. We have evaluated traditional and non-traditional
risks associated with Restaurant failure and accounted for them directly in the
business plan. Instead of dismissing the risks, we have identified valid mitigation
strategies for each.
5. Deep Management Experience. Our management team has 20 years combined

experience, involved with over 86 restaurant openings, and deep involvement with
the New Delhi restaurant industry.
The total capital requirement to launch Golden Moments Restaurant & Lounge is
Rs1,11,00,000, of which Rs96,45,000 is allocated to start-up capital, and Rs14,55,000 as
business operations cash reserve.
This Plan is being submitted in order to secure a Business loan for Rs64,50,000. The loan
will be used towards Equipment purchase, Design, Construction, and Operational Start-
Up expenses. Owners, Mr. Manoj Aggarwal and Mr. Ankit Jain are investing Rs16,50,000
in personal capital. Private Investors, who will be part owners with a non-managerial
interest in the business, will contribute the remaining Rs30,00,000.
As owners, our commitment is to take personal accountability for all financial debt. We
have taken the necessary precautions to ensure the business is fully capitalized, and
have addressed all financial shortfalls to ensure a successful business start-up. Under a
realistic scenario, the company should have over Rs.12,60,000 in cash balance the third
year. Even with the worst-case sales scenario, we reach a Net Worth break even at the
end of Year 5. On a linear projection, the entire financial debt will be retired by Year 7.
Mission
 Golden Moments will be an inspiring restaurant, combining an eclectic

atmosphere with excellent and interesting food. The mission is to have not only a
great food selection, but also efficient and superior service - customer satisfaction is
our paramount objective. Golden Moments will be the restaurant of choice for a
mature and adult crowd, couples and singles, young and old, male or female.
 Employee welfare, participation, and training are equally important to our

success. Everyone is treated fairly and with the utmost respect. Our employees will
feel a part of the success of Golden Moments Restaurant & Lounge.
 Our concept combines variety, ambiance, entertainment and a superior staff to

create a sense of 'place' in order to reach our goal of overall value in the
dining/entertainment experience. We offer fair profits for the owners and investors,
and a rewarding place to work for the employees.

Keys to Success
1. Unique, Innovative & Contemporary: The creation of a unique and innovative

fine dining atmosphere will differentiate us from the competition. The restaurant
will stand out from the other restaurants in the area because of the unique design
and decor. We will offer a fine dining experience in an electric atmosphere.
2. Product quality: great food, great service and atmosphere.
3. ‘Spice of Life' Menu: The menu will appeal to a wide and varied clientele. Our
eclectic menu features regional specialties around the globe, from Indian crevice, to
Thai and Indian curries, to local crab cakes.
4. Employee Retention Focus: Employee retention and development programs will

be a primary focus and success platform for this business. Through these programs,
we will be able to draw seasoned and elite professionals and build a committed
work force. We have budgeted for a stock option program for Chef and
Management positions to subsidize a lower salary base. This lowers our immediate
overhead and attracts quality staff.
5. Cost Control Focus: We will control costs at all times, without exception. Cost
Control will be an integrated function of the restaurant from the onset. Cost control
is about managing the numbers - interpreting and comparing the numbers that
impact the bottom line. 80 percent of the success of a restaurant is determined
before it opens. Our focus is to reduce the cost of goods sold to meet our profit
margin goals by managing the following crucial elements of cost: Purchasing,
Receiving, Storage, Issuing Inventory, Rough Preparation, Service Preparation,
Portioning, Order Taking, Cash Receipts, Bank Deposits and Accounts Payable. We
will use of this restaurant/ethnic food business plan to track actual costs against our
forecasts in managing the business.
Due to intense competition, restaurateurs must look for ways to differentiate their
business to achieve and maintain a competitive advantage. Midtown/Downtown New
Delhi redevelopment requires a place that will fit into the 'new look' of the community,
one that is contemporary and entertaining. Golden Moments will fill that niche.

Chapter – Two
Objectives of Business Plan

Objectives
Golden Moments Restaurant & Lounge's objectives for the first three years of operation
include:
 Keeping food costs at less than 35% of revenue.
 Improving our Gross Margin from 65.41% in Year 1 to 67.10 in Year 2. These are
attainable targets; our ‘stretch' is to attain 70.73% by Year 3.
 Keeping employee labor cost between 37-39% of total sales.
 Remaining a small, unique restaurant with eclectic food and service.
 Averaging sales between Rs1,80,00,000 – 2,25,00,000 per year.
 Promoting and expanding the Golden Moments restaurant concept as a unique
Midtown destination restaurant.
 Expanding our marketing and advertising in New Delhi and in the neighboring
suburbs to increase our customer base.
 Achieving a profitable investment return for investors for Years 2 - 6.

Chapter – Three
People (Management Team)

Company Summary
The Design
Golden Moments Restaurant & Lounge is unique to Midtown New Delhi. The restaurant
features 3 venues in one (a concept called ‘Multi-Branding'): A Tapas Lounge,
Cosmopolitan Bar, and Full Service Dining. This concept offers customers variety,
offering multiple dining and entertainment options within a single establishment. The
spatial and menu divisions will broaden our appeal and provide our customers with a
different experience on each visit.
The atmosphere caters to a young but mature adult crowd. This is not a family dining
establishment. Total space requirements are 3,000 square feet. In total, the restaurant
will provide seating for 110 patrons. Where possible, consideration will be given to
incorporate a dining patio. Zoning, parking, and accessibility issues will be reviewed as
key criteria. We will draw on our Advisory Board as part of the site selection and lease
negotiation.
The Menu
Golden Moments is focused on servicing New Delhi growing demand for an ethnic
eating experience. For lack of a better term we are launching a ‘multi-ethnic' cuisine
restaurant - a restaurant concept that responds to New Delhi need for selection and
choice. Golden Moments is a complimentary mingling of international cuisine on a single
menu. The Midtown demographics fit this concept perfectly.
The Management
Our management team has over 48 years combined experience in food, restaurant and
hotel, business management, finance, and marketing arenas.

Company Ownership
The restaurant will start out as an LLC corporation, owned by its founders, Ankit Jain and
Manoj Aggarwal. Ankit Jain will function as the General Manager and Executive
Chef, and Manoj Aggarwal as Managing Partner.
Manoj Aggarwal and Ankit Jain have a long-standing professional relationship in the
restaurant industry.
Manoj Aggarwal has a background in International Business Management, and is
certified in Restaurant and Hotel Management.
Management Summary
The strength of our management staff positions us for success. We have assembled a
team that embraces different disciplines, accomplished professionals with expertise in
all areas of the business, including marketing and restaurant management.
The owners, Manoj Aggarwal (Managing Partner) and Ankit Jain (Executive Chef),
have considerable experience in the restaurant industry.
In Year 2, we will hire a General Manager to handle the day-to-day Restaurant
management. This will assist Golden Moments’ Restaurant & Lounge to grow even
further.
You can't build investor confidence based on what you will do, but you can inspire
confidence based on what you have done. Attached is the portfolio of past success.
These Golden Moments Management teams has deep roots in the restaurant segment,
and have the practical experience to make this venture another great success.
Management Team
Golden Moments Restaurant & Lounge, with more than 20 years of experience between
the key officers, understands the importance of a strong management team. The
strength of our management staff positions us for success.
Day to day operational management will be conducted by Manoj Aggarwal and Ankit
Jain, as hands on managers.

Ownership & Management
Manoj Aggarwal brings over 15 years of experience in the restaurant industry to the
new joint venture.
Manoj Aggarwal: Managing Partner
(Operations, Marketing, Financial and Business Development)
Manoj Aggarwal brings to Golden Moments an accomplished restaurant background,
exceptional business acumen, and a lifetime passion for the restaurant experience.
Manoj has over 17 years of business management in the Information Technology
industry. Like IT, successful ventures in the restaurant industry must balance capitalizing
on new trends with continual quality assessment. Manoj understands of day-to-day cash
flow planning and staff management will be critical to Golden Moments’ financial
success.
Manoj Aggarwal has a background in International Business Management and Business
Start-ups, and is certified in Restaurant and Hotel Management. As co-owner, Manoj
Aggarwal is responsible for overall direction and operational management. Manoj
Aggarwal is a strong business leader responsible for strategic planning and continued
growth of restaurant services and business development. In addition, Manoj will be the
management lead for all public relations, financial and investor services.
Degrees, Certifications, and Professional Affiliations:
 MBA in International Business Management
 Certified in Restaurant & Hotel Management from Bangalore University
 PMP (Project Management Professional) certification
 Member of the Midtown Alliance
Ankit Jain: Managing Partner

(Executive Chef and Restaurant Operations)
Ankit Jain is an accomplished restaurateur, having owned several full-service
restaurants. Ankit Jain is responsible for the concept and the daily operations
management, with yearly sales targets of Rs 10.5 crores.
Mr. Jain's Contracting responsibilities for Golden Moments included logistics, Site and
Lease Negotiations, Concept Definition, Start-Up and Financial forecast, Menu and
Operations Management, as well as Implementation and Launch Management.
With a degree in Economics and an accomplished career, Ankit Jain contributes the
experience of his past successes, and is charged with leading the Restaurant Operations,
Staff Selection, Menu Definition and Training initiatives for Golden Moments Restaurant
& Lounge.

Managing Partner Responsibilities
In addition to the management of day to day operations, both managers, as principals
within the company, will oversee menu development, purchasing, portioning, pricing
and inventory control, including approval of all financial obligations of the company.
They will plan, develop, and establish customer service policies and objectives, and
write, explain, and enforce an employee's manual for all employee-related policies.
Responsibilities for hiring and firing employees lie solely with the two operations
managers, and any decisions in these areas will be made jointly.
They will:
 Manage working capital, including receivables, inventory, cash and marketable

securities.
 Perform financial forecasting, including capital budgeting, cash flow analysis, pro
forma financial statements, and external financing requirements.
 Prepare financial analyses of operations for guiding management, including

reports which outline the company's income, expenses, and earnings.
 Direct preparation of budgets and financial forecasts and arrange for audits of
company's accounts.

Chapter – Four
Environmental Scanning of Business

Industry Analysis
Although the restaurant industry is very competitive, the lifestyle changes created by
modern living continue to fuel its steady growth. More and more people have less time,
resources, and ability to cook for themselves. Trends are very important and current
interest is in lighter, healthier foods at moderate to low prices.
The Restaurant Industry Today
The food service business is the third largest industry in the country. The independent
restaurant accounts for 15% of that total. The average American spends 15% of his/her
income on meals away from home. This number has been increasing for the past seven
years. In the past five years the restaurant industry has out-performed the national GNP
by 40%. The reasons are 1) lifestyle changes, 2) economic climate, and 3) increase of
product variety.
There are 600 new restaurants opening every month and over 200 more needed to keep
pace with increasing demand.
Future Trends & Strategic Opportunities
The predicated growth trend is very positive both in short and long-term projections. As
modern living creates more demands, people will be compelled to eat more meals away
from home. The Industrial Report estimates this as high as 30% over the next five years.
The National Restaurant Association released the Foodservice Industry 2000 report that
forecasted how the industry might look in the coming years. Some highlights from the
panel's findings:
 "Consumers will spend a greater proportion of their food dollar away from
home.
 Independent operators and entrepreneurs will be the main source of new
restaurant concepts.
 Nutritional concerns will be critical at all types of foodservice operations, and
food flavors will be important.
 Environmental concerns will receive increased attention."

SWOT
Strengths:
Restaurant exterior is clean and tidy.

Prices are cheaper than your competitors.
Service style is new to the area.
Offer a product no other business offers.
Have a take-away option for your customers.
Have a branded image.
Have a good choice of items available on your menu.
Employment of well-trained staff.
Weaknesses:
Restaurant is new and not established.

Restaurant has poor disabled facilities.
Have limited funds available.
Opportunities:
A new office complex is opening nearby.

A new housing development is being built nearby.
A main competitor has closed down.
The local council offers grants for regeneration for the unused
building you would like to develop.

Threats:
A high street brand is moving into the area.

A main competitor has lowered their prices and started a price
war with you.
Your operating costs are set to increase soon.
Another restaurant has started offering similar products to your
own, at a lower price and you are unable to match this.

Chapter – Five
Manufacturing and Operations

Location & Operations
Restaurant Location
Midtown New Delhi is the location selected for the Golden Moments concept. The
outlook for the future of New Delhi Midtown district is exceptionally positive and the
most progressive development area in the city. Golden Moments will benefit from New
Delhi desire to revamp the Midtown district with Rs19,50,000 renovation grant for
restoring and renovating the 100 year old property we plan to lease.
The market has been carefully selected and tested for the necessary demographics and
retail traffic necessary to meet the goals laid down for profitability. The busy Midtown
commercial/residential location has been chosen based upon a successful demographic
model and a traffic count of more than 33,000 cars daily.
Restaurant Design
Single-Level Design Concept: The total space requirement is 3,000 square feet. The

restaurant will feature a comfortable and open concept design. The central dining area
will allocate 76 seats, the lounge 22 seats, and the dining bar with 12 seats. In total, the
restaurant will provide seating for 110 patrons. Where possible, consideration will be
given to incorporate a dining patio. Zoning, parking, and accessibility issues will be
reviewed as part of this analysis.
Optional Patio: During the busy summer months customers can also sit outside on our
patio and we will offer a special summer menu, featuring lighter fare, exotic drinks, as
well as non-alcoholic offerings. The patio setting will be a fun and casual atmosphere for
the summer crowd.
Operating Criteria
The restaurant will be located in Midtown New Delhi. The restaurant will service lunch,
dinner, and after-hours dining during the week and weekends. The restaurant will
operate during peak service time to take advantage of street traffic, and after-hour
patronage from the entertainment facilities in the area. Service will be available during
the following hours:
Lunch: Monday to Saturday, 11 a.m. - 2:30 p.m.
Dinner: Monday to Saturday, 5:30 p.m. - 12 midnights
Sundays - Market brunch takeout only.

Start-up
Requirements
Start-up Expenses
PROJECT MANAGEMENT Rs0
Restaurant Consultant (4 months) Rs2,38,665
DESIGN Rs0
Architectural Design Rs32,925
Structural & Plumbing Design Rs20,520
Mechanical & Electrical Design Rs32,325
Graphic Design Rs17,775
Electrical & Structural Engineering Fees Rs38,880
Design Consultants (Kitchen, Interior & Dining) Rs1,36,785
Engineer & Architect Fees Rs1,05,600
CONSTRUCTION Rs0
Plumbing Rs4,98,660
HVAC (Air Return, Air Ducts, etc.) Rs2,88,750
Electrical Rs1,19,460
Disposal & Demolition Rs61,830
Structural Construction (4 Months General Rs7,81,485
Labour)
Facade (Exterior Construction) Rs46,380
Plaster (Dry Wall) Rs30,915
Mill & Metal Work Rs1,23,660
Interior Finishes (2500 - 3000 sq. ft.) Rs2,18,070
Flooring Rs2,19,930
Fire Alarm System Rs46,380
Security & Phone System Rs69,225
EQUIPMENT Rs0
Liquor Control System - Lease Rs0
Stools, Chairs, Tables, Uniforms Rs5,70,375
POS (Point of Sale System) - Lease Rs0
Glassware, Flatware, Smallware (Bar & Lounge) Rs49,470
Glassware, Flatware, Smallware & Supplies (FOH) Rs1,24,470
Dishwasher, Ice & Glasswasher - Lease Rs0
Kitchen Equipment Freight Fees Rs35,835
FF&E Taxes (Taxes on Purchase) Rs1,19,820
OPERATIONAL Rs0
Capitalized Legal Fees (LLC, Investor Agreements) Rs1,06,200
Software: Restaurant/Inventory Rs82,500
Software: Cost Control Rs90,000
Impact, Tap & Permit Fees Rs46,725
Business License & Temp Certificate of Occ. Rs24,225
Liquor Licenses Rs69,225
Utilities, Disposal, Tax & Insurance Rs1,39,125
Security Deposits (Phone/Elec/Gas/Water) Rs93,750

Initial Lease Deposits Rs93,750
Bank & Loan Closing Costs Rs93,750
Web Site Construction Rs87,000
Initial Marketing, Training & PR Rs2,93,250
Research & Development Rs45,750
Start-Up Salary (Mngt & Chefs) Rs8,70,750
Recruiting (Staff) Rs2,18,250
Inspections Rs11,250
Initial Cleaning Services Rs2,25,000
Total Start-up Expenses Rs64,08,135
Start-up Assets
Cash Required Rs14,56,485
Start-up Inventory Rs4,12,500
Other Current Assets Rs10,99,665
Long-term Assets Rs9,75,000
Total Assets Rs39,43,650
Total Requirements Rs1,03,24,785

Start-up Funding
Start-up Expenses to Fund Rs64,08,135
Start-up Assets to Fund Rs39,43,650
Total Funding Required Rs1,03,51,785
Assets
Non-cash Assets from Start-up Rs24,87,165
Cash Requirements from Start-up Rs14,56,485
Additional Cash Raised Rs7,48,215
Cash Balance on Starting Date Rs22,04,700
Total Assets Rs46,91,865
Liabilities and Capital
Liabilities
Current Borrowing Rs0
Long-term Liabilities Rs45,00,000
Accounts Payable (Outstanding Bills) Rs0
Other Current Liabilities (interest-free) Rs0
Total Liabilities Rs45,00,000
Capital
Planned Investment
Manoj Aggarwal Rs9,00,000
Ankit Jain Rs7,50,000
Investor 1 Rs6,00,000
Midtown Revitalization Grant Rs19,50,000
Additional Investment Requirement Rs0
Total Planned Investment Rs66,00,000
Loss at Start-up (Start-up Expenses) (Rs64,08,135)
Total Capital Rs1,91,865
Total Capital and Liabilities Rs46,91,865
Total Funding Rs1,11,00,000

Services
Golden Moments Restaurant & Lounge will feature international dishes, an eclectic
ambiance, and superior service. Our food will be of the finest quality and prepared with
exotic flare. Customer satisfaction is the driving force behind our success. We will
change our menu every 4 months, but maintain the 'favorites' for loyal patrons. Portions
will be modestly sized, garnished with stunning presentation.
Our wine list will be modest and primarily focused on wines from California, Spain,
Portugal, and Argentina. Approximately 25% will be available exclusively by the glass,
and the remaining labels will be available by the bottle. We will also feature a moderate
international beer selection on tap and in bottles. The Golden Moments bar features a
comprehensive selection of local and international spirits.
The kitchen staff will have the best in culinary education and work experience. Their
creative talents will complement one another. The lounge and restaurant staff will offer
the finest service in an electric atmosphere and offer customers an extraordinary dining
experience.
Golden Moments Menus

Golden Moments’ varied international menu will feature Thai, Chinese, Indian, and
other regional flavors. The menu flows together to create complementary elements.
Normal dining will have a reduced Tapas, Appetizer and Entrée selection, while the
Fusion Dim Sum menu will have special items featured only for after-hours dining. The
final menu will be defined by the Executive Chef and paired with the wine menu. We
have carefully selected a premium wine, beer, and alcohol listing, from which we will
choose a modest rotating selection. Golden Moments’ marketing will focus on our
exotic foods, but our hours, target market, and location will produce significant alcoholic
drinks sales. Tapas, in particular, are small dishes meant for sharing while drinking
sangria, wine, or other mixed drinks, and the Tapas menu will play up this idea with
drink suggestions.
The list below offers a small selection of our opening menu offerings:
Golden Moments Tapas

 Shrimp Baskets w/ sweet & sour peanut caulis Minced curry beef/chicken w/
onions in roti wrap (or spring roll)
 Mixed Seafood Crevice w/ couscous siding
 Bamboo Chicken Satay w/ kaffir lime and Sesame marmalade
Golden Moments Appetizers

 Bread basket served with Olive oil, Black Pepper, and Goat Cheese dip
 Blue Crab Fritters with Mango-Tamarind sauce
 Crab Cake medallions w/ Shrimp & Lobster ‘Golden Moments'

Salads
 Mixed Greens with Indian sherry wine vinaigrette
 Asian Pear and Endive Salad with Blue Cheese & Walnuts
Entrees
 Tequila Scallops w/ a Indian sherry reduction
 Thai Red Chili rubbed shrimp
 Voodoo Prince Curry Chicken and Bock Chow w/sticky rice in Banana Leaf
 Herb Roasted Chicken with ‘Golden Moments' Coo-Chee (House) spices
Desserts
 Chocolate Chunk Bread Pudding w/ Bourbon Cherry sauce
 Golden Moments Chocolate Explosion – Milk, Dark and White chocolate
 Golden Moments Fruit Plate
Specialty Drinks & Coffees (Rs52.5- 142.5)
A key source of revenue for the restaurant will be alcohol and bar sales. The restaurant
will feature exotic drinks on a separate menu. Alcoholic drink specials will be featured,
as well as a large non-alcoholic selection. After-hours bar service will feature selections
of non-alcoholic drinks to increase bar sales during lunch and after regulatory hours. Bar
pricing is competitive; prices range from Rs52.5 to 104.25. Non-alcoholic drinks will be in
the higher price bracket due to preparation requirements. Prices will range from
Rs71.25 to 142.50.

Chapter – Six
Personnel Strategies

Personnel Plan
We believe the personnel plan is in good proportion to the size of the restaurant and
projected revenues. The staff will include 13 full-time employees and 8 part-time
employees, who will work a total of 754 man-hours per week and generate an average
monthly gross payroll of Rs4,09,620 for the first year in business. The estimated gross
annual payroll of Rs59,93,820 (including Partner Salaries) is 37% of total sales.
Wage salaries for service personnel (waiters staff, busboys, bartenders) do not include
anticipated tips. With average tipping rates for the New Delhi, Rohini area, and our
menu prices, service employees should average at least twice the minimum wage in any
given shift. Skilled waitresses and bartenders on weekends and evenings will make
substantially more.
Kitchen:
The Executive Chef will be assisted by:
 An Assistant Chef from a national search (1).

 A Sous chef with considerable experience in different restaurants (1).
 Cooks that work directly with Ankit or the sous chef (2).
 Prep cooks/dishwasher (2).
 People cleaning the restaurant (2).
Restaurant Operations:
Manoj Aggarwal will manage the Financial Management, Bookkeeping, PR/Media
Advertising, and Investor Services. Manoj Aggarwal will also manage the daily
Restaurant Operations.
Ankit Jain will be the Restaurant Manager. He will be the primary responsible for daily
Restaurant Operations, taking care of Waiters and Bar Staff. Ankit will also take lead as
the Executive Chef working with the Head Chef.
 To help Ankit, he will have servers that will work as ‘captains' (these people have
experience in managing, waiting tables and bartending) and take care of service
and make sure the restaurant is in excellent shape (2).
 Servers that work part time (4).
 Full-time bartender (1).
 Part-time bartender (1).
 Full-time busboy (2).
 Part-time busboy (1).

Administrative Salaries (Partners):
 Manoj Aggarwal : Rs 7,20,000 per year
 Ankit Jain R 4,82,400 per year

Personnel Plan
Year 1 Year 2 Year 3 Year 4 Year 5
General Manager (Year Rs0 Rs0 Rs4,20,00 Rs4,27,50 Rs4,35,00
2+) 0 0 0
Partner/Manager Rs7,20,00 Rs7,20,00 Rs7,20,00 Rs7,20,00 Rs7,20,00
0 0 0 0 0
Partner/Asst. Rs4,82,40 Rs4,82,40 Rs4,82,40 Rs4,82,40 Rs4,82,40
Manager/Exec. Chef 0 0 0 0 0
Hostess (Full Time) Rs3,60,00 Rs3,67,50 Rs3,75,00 Rs3,82,50 Rs3,90,00
0 0 0 0 0
Hostess (Part Time) Rs1,98,00 Rs2,02,50 Rs2,10,00 Rs2,14,50 Rs2,22,00
0 0 0 0 0
Waitperson 1 Rs84,60 Rs84,6 Rs84,600 Rs84,600 Rs84,600
0 00
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
Wait/Barperson Rs1,56,60 Rs1,56,60 Rs1,56,60 Rs1,56,60 Rs1,56,60
0 0 0 0 0
Bartender 1 Rs2,16,00 Rs2,16,00 Rs2,16,00 Rs2,16,00 Rs2,16,00
0 0 0 0 0
Bartender 2 Rs1,08,00 Rs1,12,50 Rs1,12,50 Rs1,12,50 Rs1,14,00
0 0 0 0 0
Busboy 1 Rs1,36,80 Rs1,36,80 Rs1,36,80 Rs1,36,80 Rs1,36,80
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
Assistant Chef Rs6,60,00 Rs6,60,00 Rs6,60,00 Rs6,60,00 Rs6,60,00
0 0 0 0 0
Sous Chef Rs4,86,00 Rs4,86,00 Rs4,86,00 Rs4,86,00 Rs4,86,00
0 0 0 0 0
Cook 1 Rs3,63,60 Rs3,63,60 Rs3,63,60 Rs3,63,60 Rs3,63,60
0 0 0 0 0
Cook 2 Rs2,84,40 Rs2,84,40 Rs2,84,40 Rs2,84,40 Rs2,84,40
0 0 0 0 0
Prep Cook/Dishwasher Rs1,84,32 Rs1,84,32 Rs1,84,32 Rs1,84,32 Rs1,84,32
0 0 0 0 0
Prep Rs1,94,40 Rs1,94,40 Rs1,94,40 Rs1,94,40 Rs1,94,40
Cook/Dishwasher/Clea 0 0 0 0 0
ning
Dishwasher 1 Rs1,29,60 Rs1,29,60 Rs1,29,60 Rs1,29,60 Rs1,29,60
0 0 0 0 0
Dishwasher 2 Rs85,500 Rs85,500 Rs85,500 Rs85,500 Rs85,500
Cleaning/Dishwasher Rs1,76,40 Rs1,76,40 Rs1,76,40 Rs1,76,40 Rs1,76,40
0 0 0 0 0
Open Rs0 Rs0 Rs0 Rs0 Rs0
Total People 20 24 25 25 25
Total Payroll Rs59,93,8 Rs60,11,8 Rs64,47,4 Rs64,66,9 Rs64,90,9
20 20 20 20 20
Start-up Summary
We are currently negotiating a restaurant space of 3,000 sq. ft. in Midtown New Delhi,
Rohini, and will open Golden Moments in October of this year.
Our start-up costs are mostly expensed equipment, furniture, painting, reconstruction,
rent, start-up labor, liquor license, and legal and consulting costs associated with
opening our restaurant. At the start of business, Rs14,55,000 will be allocated for
business operations reserve. This is a solid start-up forecast based on our market
analysis and our knowledge and experience in the industry.
We will purchase the following Rs10,99,665 worth of current assets during start-up:
 Fixtures and Lighting: Rs 4,83,750

 Bar Equipment: Rs 3,92,745
 Sound and Televisions: Rs 1,25,670
 Office Equipment (2 Computers, Fax, Printer, Safe): Rs 97,500
Long-term Assets in the amount of Rs9,75,000 include all kitchen equipment.
We have budgeted for the services for a premier Restaurant Consultant familiar with the
New Delhi Market. This is especially key during the site selection and start-up stage. This
company will have an integral role in validating the final restaurant location and
personnel selection, and participate on the Golden Moments Advisory Board.

The two owners are personally committing Rs16, 50,000 of capital, plus an Rs45, 00,000
SBA 7(A) loan guaranty. In addition, we have obtained an Rs19, 50,000 grants from the
city towards restoration of our historical building, as part of the city's Midtown
revitalization program, contingent upon locating in the proposed space. We are seeking
Rs30, 00,000 of equity investment to fully fund Golden Moments startup costs.Market
Analysis Summary
Instead of building a business around a preconceived concept, we conducted market

research and built a concept around our consumers. Our market analysis identified the
following key drivers as areas of opportunity to service New Delhi restaurant customers:
1. Portion Selection: Nearly 95% of our surveyed focus group endorsed having a
choice of different size portions. This statistic is in line with findings reported by
the Table service Operator Survey. Golden Moments’ Tapas concept is built to offer
different-sized portions. Our customers want the option to choose what satisfies
their appetite.
2. Menu Variety: Ethnic restaurants are increasing in New Delhi. The proliferation

of international cookbooks, food magazines, TV cooking shows and imported goods
offers ample evidence that India, as a whole, is currently on an international tasting
spree. In fact, eating places that identify themselves as ethnic establishments
numbered nearly 78,000 in 2007 and recorded sales of Rs457.5crores. Our research
results do not identify any single ethnic style of restaurant as desired, but rather
suggest that incorporating strong multi-ethnic influences in the menu selection will
be popular. Again, variety is the underlying element for this concept.
3. The Dining Experience: Customer satisfaction with food and service has been
and continues to be of utmost importance, but our findings indicate that the décor,
lighting, bar, and other options to improve the dining experience are also factors in
customer decisions. Golden Moments takes all these factors in consideration for the
design of this cosmopolitan restaurant.
4. Reasonable Prices: This was no surprise given the economic tide. Although the
restaurant industry as a whole has seen growth in 2007/2008, customers are
demanding value for their dining rupee. Golden Moments’ menu is priced at a mid-
tier level, with no entire over Rs300. In addition we have an extended Tapas and
Appetizer selection priced between Rs52.5-142.5, allowing budget dining in a full-
service restaurant.

Chapter – Seven
Market Research

Market Segmentation
Golden Moments’ Restaurant & Lounge intends to cater to a wide customer base. We

want everyone to feel welcome and entertained. We have defined the following groups
as targeted segments that contribute to our growth projections:
 The Business Person

 Downtown New Delhi Couples
 The Destination Customer
 High-End Singles
 Tourists
These particular market segments are 25-45 years old, have disposable income, and are
seeking upscale, trendy, and comfortable restaurant options. These are the types of
people who frequent other restaurants and bars in the area. They are likely to spend
more on experiences they perceive as unique, cosmopolitan, and sophisticated. They
are also the most open to trying something new, food wise, and will embrace our
international fusion cuisine.
Market Analysis
Potential Growth CAGR
Customers
Business 18% 9,925 10,223 11,348 11,688 12,039 4.95%
Person
Downtown 32% 17,645 18,527 20,565 21,593 22,673 6.47%
New Delhi
Couples
Tourists 13% 7,168 7,311 7,896 8,054 8,215 3.47%
The 8% 4,411 4,499 4,724 4,818 4,914 2.74%
Destination
Customer
High-end 29% 15,991 16,950 18,815 19,944 21,141 7.23%
Singles
Total 5.76% 55,140 57,510 63,348 66,097 68,982 5.76%
Target Market Segment Strategy
The Business Person: They work hard all day and often stay overnight in a strange city.
They need a competent establishment that helps impress clients and prospects.
Afterward, they want to relax and use the money they are making (or is expensed by
their company). They spend the most on drinks, food and tips. Golden Moments’
cosmopolitan flair and comfortable atmosphere will be perfect for sophisticated
business people, whether they live in and around New Delhi or are here for work.
Downtown New Delhi Couples: The restaurant will have an intimate, romantic, enticing
adult atmosphere that suggests "date." Golden Moments’ will be the best date location
in town. These young Midtown couples are generally very successful working
professionals. In most cases they are budgeting to eat out on a regular basis, as they
don't have the time to prepare food nightly.
The Destination Customer: New Delhi is a much 'sectioned' city, and consumers often
look only in their own neighborhoods for restaurant options. Golden Moments
will break these habits, using marketing to draw customers from outside the main city
limits. Golden Moments will be a destination restaurant. Our Destination Clients tend to
be new suburbanites that miss the excitement of the inner city. They have disposable
income, and will spend quite a bit on such outings. Golden Moments’ will be especially
appealing to married suburban couples indulging themselves with a "date night"
downtown, away from the kids. Many of these consumers are new to New Delhi from
larger cities, accustomed to dining within the city and at non-franchised restaurants.
High-end Singles: We will attract them with our eclectic atmosphere and layout. Our
international menu, striking decor, entertainment and events, excellent service and
engaging clientele will confirm the feeling of being in "the in place" in New Delhi. These
are the individuals that pride themselves on socializing and dining at the premier
locations - The Image Seekers.
Tourists: New Delhi attracts many vacationers during the summer months of May
through September. Golden Moments’ will be a destination dining locale, with its
attractive atmosphere, international menu, and lounge. A large percentage of the
tourist population is vacationing singles, here to socialize and be entertained. This is
especially true for the tourist population that visits for sporting and social events - they
are not interested in family establishments.
Service Business Analysis

The restaurant industry is highly competitive and risky. The owners know this
through their many years of experience opening, running, and improving restaurants
across North India. Most new restaurants opened by inexperienced owners struggle or
fail. However, those based on solid understandings of the market needs, and
management of inventory and staff have a much higher chance of success, especially
when combined with prior experience in the restaurant industry.
Restaurants make money by taking inexpensive ingredients, combining them in creative
ways, cooking them properly, and selling them at a much higher price. Any ingredients
wasted in the kitchen are money thrown out. Any time wasted in seating customers,
taking orders or preparing food is money walking away. While some entrepreneurs think
that success is as simple as a good location and a trendy concept, we know the truth:
To succeed in the restaurant industry, you need an understanding of the risks and
financial conditions, the ability to handle enormous pressure, and the organizational
skills to bring off what is essentially a giant catered party, two to three times a day.

Competition and Buying Patterns
In 2007, the top ten New Delhi restaurants shared two things: cozy, hip interiors and
reasonably priced, regionally specialized menus. Only one of them offered traditional
"southern" cooking. And half of them were located in Midtown. Our competitors are
heading in the right direction, but only Golden Moments is based on sound market
research in the local market.
New Delhi consumers are seeking variety and new experiences. Location is clearly
important, but so is atmosphere and distinctiveness. Our marketing challenge is thus to
stand out from our competitors, not only as the "new" restaurant, but as one that offers
consistently high quality food, menu variety, and a unique atmosphere. Maintaining our
edge will depend partly on marketing ourselves as an adult-only destination, and not a
family restaurant.

Strategy and Implementation Summary
Our strategy is simple. We intend to succeed by giving people a combination of excellent

and interesting food in an environment that appeals to a wide and varied group of
successful adults.
We will focus on establishing a strong identity in our community with a grand opening.
Our main focus in marketing thereafter will be to increase customer awareness in the
surrounding communities. We will direct all of our tactics and programs toward the goal
of explaining who we are and what we do. We will keep our standards high and execute
the concept flawlessly, so that word-of-mouth will be our main marketing force.
We will create an appealing and entertaining environment with unbeatable quality at an
exceptional price. As an exciting and eclectic restaurant, we will be the talk of the town.
Therefore, the execution of our concept is the most critical element of our plan.
All menu items are moderately priced for the area. While we are not striving to be the
lowest-priced restaurant, we are aiming to offer exceptional food at reasonable prices
for the average restaurant diner.
Competitive Edge
Golden Moments’ competitive edges are:
1. The owners' thorough understandings of opening and running a restaurant

2. An extraordinary contemporary restaurant design
3. International menu with featured menu changes every 4 months
4. Unique, 3-Tiered spatial layout
5. Chef Co-op program to allow new entrants, trainee and featured chef
6. Chef/Management Stock Incentive Program.
7. Inner and Outer City Marketing campaign (i.e. "Come to Town" promotions)
8. Employee Training, Incentive and Retention program
Competitor Analysis
Below are excerpts from our competitive analysis study.
1. The Kitchen (Direct Competitor):
We were able to draw some conclusions from this analysis that helped defined the
concept and positioning for Golden Moments: 1) Keep the menu pricing modest but
offer superior food quality and presentation. We plan to keep the menu prices under
Rs300; 2) Midtown is a prime restaurant location. One Midtown Kitchen is in an obscure
location but has thrived as one of the more successful restaurants in the area; and 3)
The customer base in this segment of New Delhi is ready for after-hours dining, and is
willing to travel to establishments that accommodate their needs.

2. Lunacies (Direct Competitor):
This restaurant is a main competitor for Golden Moments, a casual dining restaurant
that has evolved to be a great success story for the Midtown district. This restaurant
served to validate 1) the tapas concept appeal for Midtown customers; 2) the evolving
need for after-hours dining; 3) tapas as a good food concept for after-hours dining
(smaller portions, smaller price); 4) the appeal of live Entertainment.
3. Cumulus (Indirect Competitor)
This restaurant has grown in popularity over the years, and has gained popularity as a
destination restaurant that can cater to business professionals as well as the local
residents. The menu is somewhat formal for this market segment, but the bar attracts a
good crowd. During this study it was evident that some patrons came exclusively to sit
at the bar, without any intent of dining in the restaurant.
Cumulus is more of a formal dining restaurant and meets a certain need within the
community, but I don't see it as a direct competitor of Golden Moments. I do feel that it
has some very special elements that have helped it succeed over the past 3 years, which
Golden Moments can benefit from.
4. Cheesecake Factory (1 Restaurant Comparison):
Although Cheesecake Factory is outside of Golden Moments’ restaurant district and not
considered a direct competitor, it was beneficial to analyze the most profitable
restaurant in New Delhi to understand what contributes to their success. Cheesecake
Factor offers several key elements that would also benefit Golden Moments: 1)
Customer Satisfaction through moderate pricing and high-quality food; 2) Location
selection to benefit from core customer demographics, situated in a busy/popular area
for both business and residential traffic; 3) Exceptional Service, from the Valet, to
Hosting, to Wait, Bus, and Bar staff; and 4) Menu Variety, offering a broad array of menu
items.
5. Swing Restaurant (Indirect Competitor):
This restaurant is not in our market district and therefore not a direct competitor,
although we do consider it an ‘indirect' competitor. Swing incorporates some of the
characteristics that we have mapped out for Golden Moments. Those elements are: 1) A
Tapas and Entrée menu – realizing that customers want varied meal size and variety; 2)
A club type atmosphere to entice the single scene and to drive bar sales.
Swing validates some of the elements uncovered in our market research as to what the
new New Delhi diners are looking for. This serves as a true validation that the timing is
right for the Golden Moments Restaurant & Lounge concept.


Failed Restaurant Analysis: Mumbo Jumbo
Mumbo Jumbo was an New Delhi restaurant attraction in the downtown core, a strong
competitor that was severely impacted by the patronage demise after 9/11. I also
completed an analysis of this restaurant back in 2006 and compared it to this current
analysis in 2008. Several factors led to closing of this restaurant:
Location:
This was a very common restaurant located in a core business community. The
restaurant was hidden in cross streets and away from the general street traffic. This was
a destination restaurant and a secondary selection for the general customer base in this
area.
Lesson Learned:
As part of this analysis, we have determined that the downtown core is not a good fit for
the Golden Moments concept. We will limit our site selection to the core Midtown
district and the upper Downtown district. Midtown is New Delhi major growth district
and is developing the residential infrastructure in pace with the business infrastructure.
Customer Segment:
New Delhi downtown core is not ready for this type of restaurant. New Delhi downtown
core is a business district, and residential development for this area is at the Genesis
state. The primary customer base is the business person and tourist. The largest
percentage of this customer segment will be looking for a restaurant in which to
conduct business or a family establishment; Mumbo Jumbo would not be a primary
selection in either case.
Lesson Learned:
Golden Moments’ target market demographics are perfectly in alignment with the
Midtown profile. Midtown has a business core as well as a residential core. We will look
to the business core for our primary daytime business, but to our residential core for our
dinner and after-hours patronage. In addition, the business core will look to Golden
Moments as a place of socialization for dinner and after-hours unwinding. Mumbo
Jumbo depended on the business segment for their lunch and dinner profits, and
customers who would travel from outside the downtown district to eat at the restaurant
– there was no static dinner segment.
Visibility:
Hand-in-hand with location, this restaurant also suffered from poor visibility. In the
downtown core a large percentage of business is from walk-in traffic. The business and
tourist customers tend to select a restaurant from touring the area and accessibility.
Mumbo Jumbo was situated on a cross street behind the main street.

Lesson Learned:
Although being situated on a main street is not as key in the Midtown district, we will
ensure that visibility is part of our site selection criteria. In addition, we will use signage
and exterior décor as means to attract customers and get noticed.
In all, this restaurant was a staple in New Delhi downtown core for over 10 years, but
key restaurant disciplines (Location, Customer Segment, Visibility) came back to hurt
them as the economic climate changed.
Market Analysis Conclusion:

At the end of the day, everyone that sells prepared meals in this district is a Golden
Moments competitor, because we all compete for the same home meal replacement
dollar. However, there are two segments of the restaurant industry that are our main
competition: the casual dining restaurant and the fine dining value restaurant.
So, if the food and service is better at a fine dining restaurant than a casual restaurant,
but price has become a factor as a result of the economic turns, where is a
customer more likely to go?
There is no absolute answer to the question, but the solution is to deliver the best food
at the best price with the highest level of service in one establishment. This is the very
definition of value and the concept at the heart of Golden Moments’ business model.

Chapter – Eight
Marketing Plan

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

The most important Marketing tool that we have is the exterior of our building, and our
new sign. We budgeted a great deal into the renovations and decor to generate the
aesthetic appeal of Golden Moments. See attached Logo and Web design.
Customer Service:
In our years within the restaurant industry, customer service has always been the major
draw for the dining clientele. Food and atmosphere is far out-shadowed by superior
customer service that turns a new customer into a repeat customer.
Management will demand the wait-staff provide the very best in quality services to the
customer, making certain that they are content and satisfied with their dining
experience. Wait-staff are thoroughly trained, and every 90 days they undergo a
performance appraisal. This is part of our Employee Manual, and Operations Manual
guide.
Advertising and Promotion:
Our Advertising Plan and media schedule call for targeting customers directly through
local publications aimed at , respectively, singles, couples, and destination customers.
Management recognizes the key to success at this time of initial opening is extensive
media promotion. This must be done aggressively in order to accomplish our service
goals. A healthy budget is allocated for the first year. A primary part of the budget is
allocated to create the media and customer buzz for the month prior to opening and the
next three months after the grand opening. The full Marketing program is as follows:
Media Objectives and Strategy:
Establish our image as a unique Midtown restaurant with great service, value, and great
food served in an eclectic atmosphere. We will maximize efficiency in the selection and
scheduling of advertisements by:
 Selecting primary business publications with high specific market penetration,
using The Creative Loafing Dining Section, The New Delhi Journal Constitution, New
Delhi City Search, and Social Diva, which all reach our targeted demographics.
 Scheduling adequate frequency of ads to impact market with menu items and
promotions.
 Where possible, positioning advertisements in or near entertainment/food
related editorial.
 Redirecting customers to our website to register for upcoming functions, VIP
lists, reservations, and flash media promotions.

 Maximizing ad life with monthly and weekly publications.
Working with The Reynolds Group Media Co. (Golden Moments Advisory Board), we will
develop an advertising campaign built around our Golden Moments Diner theme, menu
offering, location, and decor. We will support this plan with ads that reinforce the
Golden Moments dining concept.
Additionally, we will develop a consistent reach and frequency throughout the year,
targeting each specific customer segment within a five-mile radius, and new
'suburbanites,' who still appreciate in-town dining.
Promotional Campaign:
The best way to reach our potential customers is to develop an intense advertising
campaign promoting our Golden Moments concept of "Spice of Life." In addition to
standard advertising practices, we will gain considerable recognition through
newspapers, newsletters and public announcements. Consumers will be encouraged to
visit our website to be greeted with a flash media intro that highlights the restaurant,
past happenings, upcoming attractions and our dynamic menu.
Our periodic customer surveys and weekly menu item sales evaluations will help us to
understand what advertising is working and what is not; basically, who we are reaching.
Our goal is to understand our customer, measure the success of our direct marketing
and media activities, and redirect advertising as effectively as possible.
Publicity Strategy:
Working with The Reynolds Group, Golden Moments will focus on the following
publicity strategies:
 Develop a sustained public relations effort, with ongoing contact between key
editors and top-level personnel at local dining publications.
 Develop a regular and consistent package update program for the major target
media, keeping key editors abreast of all new promotions, and menu introductions.
 Establish contact with editorial staff for the purpose of being included in
entertainment "round-ups"--product comparisons in dining publications and the
local papers.
 Produce a complete Golden Moments Restaurant history and menu offering
piece to be used as the primary public relations tool for all target media editorial
contact. This will also be effective for inclusion in press kits.
Press Release/Grand Opening: Golden Moments Restaurant will release a series of

press releases on the Grand opening.
Editorial Visitation: Leading up to the Grand Opening, and over the first 6 months of
operations, we will invite the most influential reporters and editors from all local
publications to Golden Moments Restaurant in order to evaluate our menu, service, and
atmosphere.
Publicity Revenues: We anticipate at least 10% of our annual sales will be generated
directly from our publicity. A full media kit will be sent to all local publications, and
releases on new menu items will be made monthly.
Community: Golden Moments will look for key opportunities to pair with local
community development organizations and radio stations to interface with our
customers. We will continually look for local community programs in which we can
participate, in order to better our community, and give something back.
Marketing Program
In line with our Marketing strategy, we will employ three different marketing tactics to
increase customer awareness of Golden Moments: In-Restaurant Marketing, Public
Relations Marketing, and Media Marketing. Our most important tactic will be word-of-
mouth/in-restaurant marketing. This will be by far the cheapest and most effective of
our marketing programs.
Word-of-mouth/In-Restaurant Marketing
 Restaurant Night: Every first Monday of the quarter, we will have a special
evening for restaurant people. A perfect night for the local area's restaurant
owners, chefs and staff to get together to discuss the market and food trends, and
possible Co-op efforts to promote the Midtown district. This is not a conflict of
interest; it is an effort to increase visibility and patronage across the Midtown
district. We will also invite the Midtown Alliance committee for their participation.
 Monthly Dating Connection: With the increasing appeal of Internet and speed

dating, the restaurant will offer a monthly dating night. In addition to food and
beverages, customers can choose from an array of dating packages up for auction.
 Wait Area Marketing: Wait staff will service appetizers to customers waiting to

be seated or on the wait list.
 Live Entertainment parties
 Special Events
 Valentine's Day
 Golden Moments Halloween Masquerade party
 Wine tasting weekend
 New Year's Eve party
Public Relations Marketing
 Rohini Hospitality & Tourism V.I.P. Party: We will host a V.I.P. Dinner before the
'Grand Opening.' This will serve the dual purpose of training our staff and
introducing ourselves to the community. The list of individuals we will invite comes
from the Chamber of Commerce, Rohini Hospitality & Tourism, and Midtown
Development group. We want their full commitment to the restaurant to draw the
tourist dollars.
 Critics' Choice: Prior to the Grand Opening there will be two preliminary parties
catering to the Media and Critics community. We will encourage the media and
restaurant critics to meet at the restaurant and review the decor, service and food.
This will be a preliminary review, where we will consider constructive input to
make minor revisions prior to the true Grand Opening. This initial review and input
will give critics and media commenter’s a stake in Golden Moments’ success,
through their contributions to the final design.
 Brochures: Make a brochure for the in-town hotels and business establishments

to provide to their guests and staff, containing interior pictures of our restaurant,
menus and prices.
 Government Relations: There are several Government offices in the

Midtown/Downtown area. We will approach them to cater business luncheons and
private functions. This will offer us higher visibility for future functions and
community events. Word-of-mouth referral is very powerful and particularly
amongst the business community.
 Private Functions: Target marketing to businesses for regular business lunch and
dinner entertaining, and private functions.
Media Marketing
 Newspaper campaign: A much targeted media campaign to obtain featured
articles about the restaurant in their Living, Entertainment and Dining segments.
Notices of all live entertainment segments and special features will be posted to
local newspapers' calendar announcements.
 Restaurant and Special Events Website: We have contracted with local design

teams to deliver a high-quality, navigable, constantly updated website.
 Media Relations: Several media relations teams will be utilized to market the

Restaurant. Social Diva and Green Frog are two media companies we will utilize for
media relations. Both companies have an insightful presence and connection with
our target market.
 Billboard Advertisement: One month prior to the opening, distinct billboard ads

will advertise the launch of the Restaurant.
 Inner & Outer City Marketing: We will budget to attract customers from the
suburbs.

Sales Strategy
Our strategy is simple: we intend to succeed by giving our customers a combination
of delicious and interesting food in an appealing environment, with excellent customer
service, whether on their first visit or their hundredth.
Our marketing strategies are designed to get critics and initial customers into our doors.
Our sales strategies must take the next step and encourage customers to become
repeat customers, and to tell all their friends and acquaintances about the great
experiences they just had at Golden Moments.
New restaurants often make one of two mistakes: they are unprepared or
underprepared for opening, and initial poor service, speed, or quality discourages
customers from returning, or they spend all of their efforts at opening, and are unable
to maintain the initial quality customers expect on return visits, decreasing word of
mouth advertising and leading to poor revenues.
Golden Moments’ sales strategy requires consistently high quality food, service, speed,
and atmosphere. We can accomplish this by:
 Hiring employees who genuinely enjoy their jobs and appreciate Golden
Moments’ unique offerings
 Continually assessing the quality of all aspects mentioned above, and
immediately addressing any problems
 Interacting with our customers personally, so they know that their feedback goes
directly to the owners
 Evaluating food choices for popularity, and keeping favorites on the menu as we
rotate seasonal foods and specials
Sales Forecast
The following sales graph is based on first year start-up estimates only. We anticipate
that the business will not be at full operating capacity until the sixth month of
operations. This is due to the competitive nature of the market and existing customer
loyalty. All factors governing our sales progress are outlined below in the Important
Assumptions section.
Our sales forecasts for years 3 through 5 are very conservative compared to industry
standard growth rates. (See Ratios table for comparisons.)
Although we hope to do catering for local businesses and government offices with time,
we will insist on payment at delivery - we will not sell on credit.

Sales Forecast
Sales
Total Sales Rs1,28,03,9 Rs1,43,85,7 Rs1,51,04,9 Rs1,57,09,1 Rs1,63,37,5
Food 25 05 85 85 50
Total Sales Rs33,02,610 Rs37,80,615 Rs40,83,060 Rs44,09,715 Rs47,62,485
Bar/Beverag
es
Other Rs0 Rs0 Rs0 Rs0 Rs0
35 20 60 00 50
Direct Cost Year 1 Year 2 Year 3 Year 4 Year 5
of Sales
Total Cost of Rs44,81,370 Rs48,33,600 Rs49,39,335 Rs50,40,720 Rs51,41,430
Sales: Food
Sales:
Bar/Beverag
es
Subtotal Rs55,71,240 Rs59,76,105 Rs61,04,640 Rs62,29,140 Rs63,53,955
Direct Cost
of Sales

Web Plan Summary
Golden Moments Restaurant & Lounge will have a dedicated website. It will be the

virtual business card and portfolio for the company, simple, contemporary and well
designed. Our site will offer our menus, prices, reviews and happenings at Golden
Moments. We will also have a monthly Paparazzi Review about what did happen at
Golden Moments to get new customers interested in our restaurant.
Our website will be used to try out new offers, starting with an on-line order feature for
the Sunday Market Brunch, and expanding if the concept gains favor with our
customers. A customer will be able to order a selection for pickup using a credit card.
Selections will be based on our pre-packaged meals available during the Sunday Market
Brunch. This is also a potential for customers needing catering.
The website will include email capabilities and online reservations and special events
scheduling.

Chapter – Nine
Financial Decisions

Financial Plan
Golden Moments Restaurant & Lounge financial model is based on a business concept
to "Plan for the Worst, but Manage for the Best." We have approached the financial
plan as follows:
The First Year projections anticipates a below average sales volume, below average seat
turn, and above average food/beverage cost. This position will help us ensure sufficient
financial planning to accommodate a reasonable ramp-up period, and business success,
also ensuring that we do not enter this venture under-capitalized.
Financial Pro Forma

In addition to the Rs.16,50,000 of owner investment and Rs.19, 50,000 in grant monies,
Golden Moments is seeking Rs 45,00,000 in long-term loans and Rs30,00,000 in
investment for renovations, furniture, kitchen equipment, liquor license, food &
restaurant supplies, legal fees, working capital, marketing and personnel.
The Financial Plan includes:
 Important Assumptions
 Risk Analysis & Mitigation Plan
 Sales Forecast (5.3.1, above)
 Break Even Analysis
 Profit and Loss Statement
 Cash Flow Statement
 Balance Sheet
Investment Opportunities
The Golden Moments Investment Program allocates equity position of 20% for a total of
Rs30, 00,000 in investor capital. The Investment structure is as follows:

Investment Opportunity
Total Investor Funding Opportunity: Rs30,00,000
Minimum Investment Amount Rs2,25,000
Investment Term (Investor Selection) 3-5 Years
Total Equity Offering (1% per Rs2,25,000 Investment) 20% Max
Starting Year 2
Silver: Projected Annual IRR on Investment of Rs2,25,000 – 10%
Rs7,35,000
Gold: Projected Annual IRR on Investment of Rs7,50,000 – 11%
Rs14,85,000
Platinum: Projected Annual IRR on Investment of rs15,00,000 or 12% +
more Residuals

Investor Payback Program
Each Investor will receive equity shares as a part owner, with a non-managerial interest
in the Restaurant. Based on financial estimates, the maximum annual IRR is 12%. Over
and above the interest and principal repayment, Investors contributing Rs15, 00,000 or
more will receive residuals for the life of the business as a bonus incentive.
As with our investors, our primary goal is to earn real profits and not ‘Paper Profits'. As
such we will focus on expediting returns to investors where possible. Our existing
payback structure will begin paying dividend every quarter, starting in Year 2 of business
operations. Investors will receive quarterly interest and annual principal reduction
payments over the full term of the investment. Payback to Financial and Private
Investors will take priority over any profit shares to the owners, Manoj Aggarwal and
Ankit Jain.
Important Assumptions
The financial plan depends on important assumptions, most of which are reflected in
the financial statements that follow. We have been cautious with our projections, and
incorporate mitigation for all manageable risks. The key underlying assumptions are:
Economy
Slow Economic Recovery. We anticipate a slow-growth economy, recovering from an
economic recession.

Business Growth
Annual Growth Rate Percentage. We anticipate modest growth over the coming years.
The financials account for the following growth projections:
o Year 2: 6% Year 4: 4%
o Year 3: 5% Year 5: 4%
Weekly Sales Variance. Saturday will typically be our best sales for the week. The sales
volume for all other days is represented as a percentage relative to Saturday. Therefore
our weekly sales will vary as follows:
Monday: 55% Thursday: 95%

Tuesday: 60% Friday: 90%
Wednesday: 75% Saturday: 100%
Seasonal Sales Variance. In New Delhi, October through the late season is the most
productive sales period, while the summer months tend to be the slowest restaurant
period. This trend is reflected in the financials though a seasonal variance as
follows (where October is targeted to be our most successful sales month):
June: 70% October: 100% February: 95%

July: 75% November: 95% March: 85%
August: 80% December: 95% April: 90%
September: January: 85% May: 90%
85%

Industry & Start-Up
Fiscal Year-1 Ramp-up. Our experience in the industry confirms a longer ramp-up stage
for restaurants over other retail/service businesses. Our Annual Sales Growth is based
on attaining the following seating capacity percentage per dining period:
 Year 1: After-Hours = 53%, Lunch = 70%, Dinner = 88%
 Year 2: After-Hours = 70%, Lunch = 82%, Dinner = 100% (implied wait period)
 Year 3: After-Hours = 80%, Lunch = 87%, Dinner = 100% (implied wait period)
Six-Month Start-Up Stage. As a new restaurant entry to the Midtown market, the ramp-
up in customer draw is expected to extend over 6 months. This is reflected in a higher
than average monthly sales variance shown as follows (Worst-case / Expected-case):
 Month 1: 32% / 51% Month 4: 64% / 75%
 Month 2: 41% / 58% Month 5: 80% / 90%
 Month 3: 52% / 66% Month 6: 90% / 92%
Market Analysis findings are static. We assume that there are no unforeseen changes in
findings outlined in the Market Analysis.


Pricing & Cost Control
Competitive Pricing Model. Revenue calculations are based upon competitive price
comparisons and established menu values in the current marketplace. The following are
baseline assumptions on Average Check Totals, and Average Seat Turns:
Daily average for lunch spending is Rs157.5per person, dinner at Rs412.5 per person;
and Rs262.5 per person for After-Hours dining (All check totals include Beverages, but
not bar). Seat Turn averages are modestly estimated at:
 Year 1: After-Hours = 0.7, Lunch = 1.0, Dinner = 1.0
Cost Control. Cost of goods sold have been calculated as a percentage of sales and will
be monitored on a daily basis in order to keep Cost of Food within the range of 31 - 33%,
Bar Costs within 28 - 31%, and Cost of Beverages (Non Alcohol) below 9%. With a focus
on Cost Control, we anticipate 6 months to fine tune the restaurant operations and
manage our costs within the defined tolerance range.
Inventory turnover and Accounts Payable. Accounts receivable turnover is calculated to

be 0 days, as payment is rendered with service. Inventory is turned on a 7 day cycle as
inventory is used daily within all categories, and accounts payable are projected to be 30
days.
Risk Analysis/Mitigation
1. How do we allow an adequate startup period and capital to launch the concept and
grow our customer base in a competitive sector?
Our financial plan is budgeted to support the Worst-Case business scenario. We
addressed the financial risk as follows:
 We looked at our monthly break-even.
 We calculated worst-case monthly financial shortfall based on the ramp-up sales
percentages outlined in our financial assumptions.
 We budgeted operational shortfall in an operational contingency budget that we
will utilize if the need arises.
2. How do we ensure we have addressed all resource gaps, and have the right industry
knowledge?
Owner Manoj Aggarwal has 15 years of Restaurant Management, Operations and
Business Management Experience.
The Financial Plan incorporates a budget for a New Delhi Restaurant Consulting group.
Their services are budgeted for the business start-up analysis, rollout, and on retainer
for 4 months of business operations

We will be recruiting a seasoned chef (national search) whose style is in accord with the
Restaurant concept and our market segment. We will be offering an equity interest to
our select Chef to maintain the industry knowledge.
Our Accounting service will be contracted to a firm specializing in Restaurant
accounting.
3. The current Economic slowdown and recovery state was a key consideration in our
restaurant concept. How do we manage a successful restaurant in current market
conditions?
Our original effort was to open a restaurant twice the proposed size. As we are in the
midst of an economic recovery, we have scaled back the size to reduce business
overhead, startup requirements, and business operating capital.
Mitigation has been our overall Restaurant concept. We have the menu priced at a mid-
tier level with no entrée over Rs300. In addition, we have an extended Tapas and
Appetizer selection priced between Rs52.5 – Rs142.50, allowing budget dining in a
distinguished restaurant.
4. How do we confirm that our Funding Requirement is sufficient?

Ankit Jain has an extensive background in restaurant startup We have leveraged our
membership with the National Restaurant Association to look at industry averages for
this market segment for Restaurant startup and Operations. Additionally, we included a
contingency buffer in the financial estimates to account for any potential cost variance.
We have worked with our Restaurant Consulting firm to validate our cost estimates to
their industry knowledge.
5. How do we know we have selected the right location for this concept?
Again we will draw on the Consulting group that has the expertise in site selection and
lease negotiation. In all, there are no guarantees with location, but we took a very
objective approach with our concept. Instead of going in with a predefined business
concept, we let the Market Analysis define the need. Based on the results, the Golden
Moments Restaurant concept was formed specific to Midtown New Delhi. Site selection
was based on space, visibility, and functionality; the city grant award confirmed our
decision.
6. What if there is an additional need for Business Capital after the Restaurant has
exhausted its 6-month buffer?
Our intent is to be a self-sufficient business far in advance of the 6-month probation
period. But as we are considering all contingencies, we have looked at this risk. We have
accounted for an operational contingency budget that will be used to supplement any
slow periods. Our next step would be to approach our private investors for capital by
extending their return on investment. We would also look to the partners' capital
reserves as another source of funds.
General Assumptions
Plan Month 1 2 3 4 5
Current Interest Rate 6.00% 6.00% 6.00% 6.00% 6.00%
Long-term Interest 7.00% 7.00% 7.00% 7.00% 7.00%
Rate
Tax Rate 30.00 30.00 30.00 30.00% 30.00%
% % %
Other 0 0 0 0 0
Profit and Loss Statement

The most important assumption in the Projected Profit and Loss statement is the gross
margin. We show an adjustment increase in Year 2 as we exit our start-up phase of the
business and move into our expected annual sales forecast.
This transition shows the restaurant managing through its start-up period, and gaining
efficiency and customer loyalty. In summary, the restaurant will develop its customer
base and reputation and the growth will pick up more rapidly towards the second and
third years of business. Month-by-month assumptions for Profit and Loss are included in
the appendices.

Pro Forma Profit and Loss
Sales Rs1,61,0 Rs1,81,6 Rs1,91,8 Rs2,01,1 Rs2,11,0
6,535 6,320 8,060 8,900 0,050
Direct Cost of Sales Rs55,71, Rs59,76, Rs61,04, Rs62,29, Rs63,53,
240 105 640 140 955
Total Cost of Sales Rs55,71, Rs59,76, Rs61,04, Rs62,29, Rs63,53,
240 105 640 140 955
Gross Margin Rs1,05,3 Rs1,21,9 Rs1,30,8 Rs1,38,8 Rs1,47,4
5,295 0,215 3,420 9,760 6,080
Gross Margin % 65.41% 67.10% 68.19% 69.04% 69.89%
Expenses
Payroll Rs59,93, Rs60,11, Rs64,47, Rs64,66, Rs64,90,
820 820 420 920 920
Marketing/Promotion Rs2,79,8 Rs3,30,0 Rs3,75,0 Rs2,25,0 Rs2,25,0
40 00 00 00 00
Depreciation Rs97,500 Rs97,500 Rs97,500 Rs97,500 Rs97,500
Leased Equipment Rs1,80,0 Rs1,80,0 Rs1,80,0 Rs1,80,0 Rs1,80,0
00 00 00 00 00
Accounting/Payroll Rs99,000 Rs99,000 Rs99,000 Rs99,000 Rs99,000
Processing
Legal Retainer Fees Rs36,000 Rs36,000 Rs36,000 Rs36,000 Rs36,000
Business Licenses & Rs90,000 Rs90,000 Rs90,000 Rs90,000 Rs90,000
Permits
Credit Card Expense Rs2,78,6 Rs2,99,7 Rs3,16,6 Rs3,31,9 Rs3,48,1
40 45 05 65 50
Bank Fees Rs18,000 Rs18,000 Rs18,000 Rs18,000 Rs18,000
Music & Entertainment Rs56,160 Rs56,160 Rs56,160 Rs56,160 Rs56,160
Training / Employee Rs0 Rs75,120 Rs90,120 Rs90,120 Rs90,120
Retention Programs
Repairs & Maintenance Rs1,35,0 Rs1,35,0 Rs1,35,0 Rs1,35,0 Rs1,35,0
00 00 00 00 00
Utility Services Rs3,74,9 Rs3,97,4 Rs4,17,3 Rs4,33,9 Rs4,51,3
(Gas/Electric/Water/Sew 40 40 15 95 65
er)
Telephone/Communicatio Rs27,000 Rs27,000 Rs27,000 Rs27,000 Rs27,000
n Expense
Insurance: Rs3,06,0 Rs3,24,3 Rs3,40,5 Rs3,54,1 Rs3,68,3
Fire/Theft/Liability/Liquo 00 60 75 95 70
r/Product
Restaurant Occupancy Rs11,25, Rs11,58, Rs11,93, Rs12,29, Rs12,66,
Cost (Lease) 000 750 520 325 195
Payroll Taxes Rs0 Rs0 Rs0 Rs0 Rs0
(FICA/FUTA/SUTA) &
Employee Benefits
Exterminator/Trash Rs72,000 Rs72,000 Rs72,000 Rs72,000 Rs72,000
Removal
Dishware/Uniforms/Clea Rs1,76,4 Rs1,86,9 Rs1,96,3 Rs2,04,1 Rs2,12,3
ning Supplies/Decor 00 90 35 80 55
Printing/Paper/Postage/S Rs1,37,3 Rs1,42,5 Rs1,42,5 Rs1,42,5 Rs1,42,5
ubscriptions 40 00 00 00 00
Facility (Exterior Rs49,995 Rs54,600 Rs54,600 Rs54,600 Rs54,600
Cleaning/Grease
Trap/Hood/Windows,
etc.)
R&D Meals Rs33,000 Rs36,000 Rs36,000 Rs36,000 Rs36,000
General Business Comps Rs1,86,0 Rs3,42,7 Rs3,46,8 Rs3,46,8 Rs3,46,8
00 50 75 75 75
Owner Comps Rs31,860 Rs31,860 Rs31,860 Rs31,860 Rs31,860
Other Expenses Rs63,000 Rs63,000 Rs63,000 Rs63,000 Rs63,000
(ComAreaMaint, etc.)
Total Operating Expenses Rs98,46, Rs1,02,6 Rs1,08,6 Rs1,08,2 Rs1,09,3
495 5,580 2,370 1,210 7,970
Profit Before Interest and Rs6,88,0 Rs19,24, Rs22,21, Rs30,68, Rs38,08,
Taxes 00 635 050 565 125
EBITDA Rs7,86,3 Rs20,22, Rs23,18, Rs31,66, Rs39,05,
00 134 550 065 625
Interest Expense Rs2,87,8 Rs2,39,7 Rs1,89,6 Rs1,39,4 Rs89,280
35 60 00 40
Taxes Incurred Rs1,20,3 Rs5,05,4 Rs6,09,4 Rs8,78,7 Rs11,15,
00 70 35 30 655
Net Profit Rs2,80,6 Rs11,79, Rs14,22, Rs20,50, Rs26,03,
80 420 015 380 190
Net Profit/Sales 1.74% 6.49% 7.41% 10.19% 12.34%
Break-even Analysis
For our First Year Break-Even Analysis, we have an average running fixed costs of
Rs9,03,450 per month which includes our full payroll, rent, and utilities, and an
estimation of other running costs. With direct cost of goods (inventory, in this plan) at
35% of sales, our monthly break-even point is Rs13, 81,215. We will surpass our break-
even point in October of our first year.
As we exit the start-up phase of the business and focus on cost control, we will drive the
Cost of Goods Sold (COGS) down, dropping our break-even value, and increasing our
Gross Margin.

Break-even Analysis
Monthly Revenue Break-even Rs12,54,450
Assumptions:
Average Percent Variable 35%
Cost
Estimated Monthly Fixed Cost Rs8,20,545
Cash Flow Statement

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

Cash
Received
Cash from
Operations
Cash Sales Rs1,61,06,5 Rs1,81,66,3 Rs1,91,88,0 Rs2,01,18,9 Rs2,11,00,0
35 20 60 00 50
Subtotal Rs1,61,06,5 Rs1,81,66,3 Rs1,91,88,0 Rs2,01,18,9 Rs2,11,00,0
Cash from 35 20 60 00 50
Operations
Additional
Cash
Received
Sales Tax, Rs0 Rs0 Rs0 Rs0 Rs0
VAT,
HST/GST
Received
New Rs0 Rs0 Rs0 Rs0 Rs0
Current
Borrowing
New Other Rs0 Rs0 Rs0 Rs0 Rs0
Liabilities
(interest-
free)
New Long- Rs0 Rs0 Rs0 Rs0 Rs0
term
Liabilities
Sales of Rs0 Rs0 Rs0 Rs0 Rs0
Other
Current
Assets
Long-term
Assets
Investment
Received
Cash 35 20 60 00 50
Received
Expenditur Year 1 Year 2 Year 3 Year 4 Year 5
es
Expenditur
es from
Operations
Cash Rs59,93,820 Rs60,11,820 Rs64,47,420 Rs64,66,920 Rs64,90,920
Spending
Bill Rs90,16,710 Rs1,08,74,8 Rs1,11,79,8 Rs1,14,89,6 Rs1,18,86,6
Payments 35 60 40 00
Spent on 30 55 80 60 50
Operations
Additional
Cash Spent
VAT,
HST/GST
Paid Out
Principal Rs0 Rs0 Rs0 Rs0 Rs0
Repayment
of Current
Borrowing
Liabilities
Principal
Repayment

Long-term Rs7,16,580 Rs7,16,580 Rs7,16,580 Rs7,16,580 Rs7,16,580
Liabilities
Principal
Repayment
Purchase Rs0 Rs0 Rs0 Rs0 Rs0
Other
Current
Assets
Long-term
Assets
Dividends Rs0 Rs3,00,000 Rs1,50,000 Rs1,50,000 Rs2,25,000
Cash Spent 10 35 60 40 30
Net Cash Rs3,79,425 Rs2,63,085 Rs6,94,200 Rs12,95,760 Rs17,80,905
Flow
Cash Rs25,84,140 Rs28,47,225 Rs35,41,425 Rs48,37,185 Rs66,18,090
Balance
Balance Sheet Statement

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

Assets
Current
Assets
Cash Rs25,84,140 Rs28,47,225 Rs35,41,425 Rs48,37,185 Rs66,18,090
Inventory Rs5,67,585 Rs5,87,625 Rs5,71,635 Rs5,82,645 Rs5,94,120
Other Rs10,99,665 Rs10,99,665 Rs10,99,665 Rs10,99,665 Rs10,99,665
Current
Assets
Total Rs42,51,390 Rs45,34,500 Rs52,12,710 Rs65,19,495 Rs83,11,875
Current
Assets
Long-term
Assets
Assets
Accumulate Rs97,500 Rs1,95,000 Rs2,92,500 Rs3,90,000 Rs4,87,500
d
Depreciatio
n
Total Long- Rs8,77,500 Rs7,80,000 Rs6,82,500 Rs5,85,000 Rs4,87,500
term Assets
Assets
Liabilities Year 1 Year 2 Year 3 Year 4 Year 5
and Capital
Current
Liabilities
Accounts Rs8,72,910 Rs8,95,695 Rs9,20,970 Rs9,46,455 Rs9,79,725
Payable
Current Rs0 Rs0 Rs0 Rs0 Rs0
Borrowing
Current
Liabilities
Current
Liabilities
Liabilities
Liabilities
Paid-in Rs66,00,000 Rs66,00,000 Rs66,00,000 Rs66,00,000 Rs66,00,000
Capital
Retained (Rs64,08,13 (Rs64,27,44 (Rs53,98,03 (Rs41,26,02 (Rs23,00,62
Earnings 5) 0) 5) 0) 5)
Earnings Rs2,80,680 Rs11,79,420 Rs14,22,015 Rs20,50,380 Rs26,03,190
Capital
Liabilities
and Capital
Net Worth Rs4,72,560 Rs13,51,965 Rs26,23,980 Rs45,24,375 Rs69,02,565

Business Ratios
Business ratios for the years of this plan are shown below. Industry profile ratios based
on the Standard Industrial Classification (SIC) code 5812, Ethnic Food Restaurants, are
shown for comparison.
The following table outlines some of the more important ratios from the Ethnic Food
Restaurants industry. The final column, Industry Profile, details specific ratios based on
the industry as it is classified by the Standard Industry Classification (SIC) code, 5812.01.
Ratio Analysis
Year 1 Year 2 Year 3 Year 4 Year 5 Industr
y
Profile
Sales n.a. 12.79% 5.62% 4.85% 4.88% 6.96%
Growth
Percent of
Total Assets
Inventory 11.07% 11.06% 9.70% 8.20% 6.75% 3.90%
Other 21.44% 20.69% 18.65% 15.48% 12.50% 28.39%
Current
Assets
Total 82.89% 85.32% 88.42% 91.77% 94.46% 37.68%
Current
Assets
Long-term 17.11% 14.68% 11.58% 8.23% 5.54% 62.32%
Assets
Total Assets 100.00% 100.00% 100.00% 100.00% 100.00% 100.00
%
Current 17.02% 16.85% 15.62% 13.32% 11.13% 19.17%
Liabilities
Long-term 73.77% 57.71% 39.87% 23.00% 10.42% 29.21%
Liabilities
Total 90.79% 74.56% 55.49% 36.32% 21.56% 48.38%
Liabilities
Net Worth 9.21% 25.44% 44.51% 63.68% 78.44% 51.62%
Percent of
Sales
Sales 100.00% 100.00% 100.00% 100.00% 100.00% 100.00
%
Gross 65.41% 67.10% 68.19% 69.04% 69.89% 59.31%
Margin
Selling, 62.09% 59.39% 59.95% 58.34% 57.31% 39.09%
General &
Administrati
ve Expenses
Advertising 1.74% 2.07% 2.00% 0.00% 0.00% 2.75%
Expenses
Profit Before 4.28% 10.59% 11.58% 15.25% 18.05% 1.59%
Interest and
Taxes
Main Ratios
Current 4.87 5.06 5.66 6.89 8.48 1.26
Quick 4.22 4.41 5.04 6.27 7.88 0.87
Total Debt 90.79% 74.56% 55.49% 36.32% 21.56% 3.27%
to Total
Assets
Pre-tax 84.85% 124.62% 77.42% 64.74% 53.88% 54.38%
Return on
Net Worth
Pre-tax 7.82% 31.70% 34.46% 41.23% 42.26% 7.17%
Return on
Assets
Additional Year 1 Year 2 Year 3 Year 4 Year 5
Ratios
Net Profit 1.74% 6.49% 7.41% 10.19% 12.34% n.a
Margin
Return on 59.40% 87.24% 54.19% 45.32% 37.71% n.a
Equity
Activity
Ratios
Inventory 10.91 10.35 10.53 10.79 10.80 n.a
Turnover
Accounts 11.33 12.17 12.17 12.17 12.17 n.a
Payable
Turnover
Payment 27 30 30 30 29 n.a
Days
Total Asset 3.14 3.42 3.25 2.83 2.40 n.a
Turnover
Debt Ratios
Debt to Net 9.85 2.93 1.25 0.57 0.27 n.a
Worth
Current Liab. 0.19 0.23 0.28 0.37 0.52 n.a
to Liab.
Liquidity
Ratios
Net Working Rs33,78,4 Rs36,38,8 Rs42,91,7 Rs55,73,0 Rs73,32,1 n.a
Capital 80 05 40 55 50
Interest 2.39 8.03 11.71 22.01 42.65 n.a
Coverage

Additional
Ratios
Assets to 0.32 0.29 0.31 0.35 0.42 n.a
Sales
Current 17% 17% 16% 13% 11% n.a
Debt/Total
Assets
Acid Test 4.22 4.41 5.04 6.27 7.88 n.a
Sales/Net 34.08 13.44 7.31 4.45 3.06 n.a
Worth
Dividend 0.00 0.25 0.11 0.07 0.09 n.a
Payout
Expansion, Payback & Exit Strategy
In addressing this question we look at the Exit Strategy as a definition of our business
vision and goals, as well as a contingency in the event the business is unsuccessful. We
have addressed this question at several levels:
Expansion as a Business Goal
We have set multiple financial goals to grow the success of the Golden Moments
concept, and compound the profit return for Golden Moments Investors.
1. Expansion (Option 1): Our overall goal to maintain Golden Moments as a unique
and eclectic concept. Based on projections, the business has captured market share
by the end of the first year. In addition Year 2 brings an increased sales and profit
margin to sustain the addition of a full-time General Manager. By second quarter of
Year 2, the owners will look to launch a second restaurant concept. This is not a
chain, but another unique restaurant concept with strong growth potential.
Expansion will be considered with our financial backers and Investor partners.
2. Expansion (Option 2): Throughout our business plan we have stayed focus that
Golden Moments would be successful as a larger venue, with greater sales capacity
and revenue potential. Our objective with the site selection and lease negotiation is
to have the opportunity to expand the restaurant as a logical growth and profit
plan.
3. Private Sale: We are in the business of making money. At the close of Year 3, we
see Golden Moments as meeting 80.4% of its optimum sales potential with the
current seating and space allocation. At this stage the business debt is reduced,
profit margins are increasing, and Golden Moments has established market share.
We will look at the private sale of the majority interest via A) Leveraged Buyout, or
B) A larger Restaurant consortium. In both cases, our interest is in delivering healthy

profits to our Investors and Financial backers. Sales and profit margins will be based
on the restaurant valuation in Year 3.
4. Financial Solvency: The financial projections indicate that exit will be achievable
over 3 years for the operating capital line of credit. Under a realistic scenario the
Company should have over Rs10, 50,000 in cash in the bank after income taxes the
second year. The entire financial debt would be retired by Year 7.
Exit Strategy to Retire the Business

We at Golden Moments are committed to our concept and its viability. We step into this
venture with confidence and the success of our respective prior business efforts. No one
attempt a business anticipating failure, however sometimes ventures do not fulfill their
promise.
In the event that our venture cannot achieve profitability and retire the encumbrances,
we will first attempt to sell the operation and use the proceeds to clear all outstanding
balances. If we are unable to sell the operation for sufficient proceeds we will forced to
default whereby the SBA loan will be in senior standing. Any further outstanding
balances will be borne by the investors on a weighted percentage basis of the total
amounts due.

Chapter – Ten
Implementation Schedule

Milestones
The following Milestones table lists important business milestones, with dates and
managers in charge of each deliverable. The milestone schedule indicates our emphasis
on planning and managing the details.
Milestones
Milestone Start Date End Date Budge Manager Department
t
Engage Restaurant 7/31/2012 7/31/2012 Rs0 Manoj /Ankit Owners
Consulting Firm
Site Selection 9/8/2012 9/29/2012 Rs0 Manoj Consultant
/N.Verma
Final Restaurant Location 9/30/2012 10/1/2012 Rs0 Manoj /Ankit Owners
Approved
Investor Finance Phase 8/22/2012 10/22/201 Rs0 Manoj Owners
2
Investor Capital Secured 10/27/2012 10/27/201 Rs0 Manoj Owners
2
Investor Partnership LLC 10/28/2012 10/31/201 Rs0 N.Verma Legal
Formed 2
Interview for Construction 10/28/2012 11/3/2012 Rs0 Manoj Owners
Team
Recruit Chef (Equity Partner) 10/28/2012 11/14/201 Rs0 Manoj /Ankit Owners
2
Receive Final Contractor Bids 11/4/2012 11/17/201 Rs0 Ankit Owner
2
Construction Budget 11/19/2012 11/19/201 Rs0 Manoj /Ankit Owners
Approved 2
Secured SBA Loan 11/1/2012 11/21/201 Rs0 Manoj /Ankit Owners
2
Hire Restaurant Architect 11/20/2012 11/21/201 Rs0 Manoj /Ankit Owners
2
Hire Interior Design Firm 11/20/2012 11/21/201 Rs0 Manoj /Ankit Owners
2
Hire Kitchen Engineer 11/20/2012 11/21/201 Rs0 Manoj /Ankit Owners
2
Hire General Contractor 11/20/2012 11/21/201 Rs0 Manoj /Ankit Owners
2
Finalize Chef Partnership 11/15/2012 11/21/201 Rs0 N.Verma Legal
2
Construction Project Kickoff 11/24/2012 11/24/201 Rs0 Contractor A Gen. Contractor
2
Finalize Lease Holder Budget 11/24/2012 11/27/201 Rs0 Manoj /Ankit Owners

2
Finalize Lease 11/28/2012 11/28/201 Rs0 S. Gupta Consultants
2
Restaurant Design Complete 11/25/2012 12/12/201 Rs0 Contractor X Design Contract
2
Interior Design Complete 11/25/2012 12/12/201 Rs0 Contractor Y Design Contract
2
Kitchen Design Complete 11/25/2012 12/12/201 Rs0 Contractor Z Design Contract
2
Restaurant Opening Date 12/15/2012 12/15/201 Rs0 Manoj /Ankit Owners
Approved 2
Finalize Menu & Wine 11/21/2012 12/15/201 Rs0 Chef/Ankit Kitchen/Owner
Selection 2
Media Plan Review 12/15/2012 12/19/201 Rs0 Manoj PR Marketing
2 /V.K.Sharma
Apply for Liquor License 12/15/2012 12/19/201 Rs0 Manoj /N. Owner/Legal
2 Verma
Apply for Construction 12/15/2012 12/19/201 Rs0 Contractor A Gen. Contractor
Permit 2
Submit Kitchen Plan for 12/15/2012 12/19/201 Rs0 Contractor Z Design Contract
Approval 2
Board of Health Approval for 12/29/2012 1/31/2013 Rs0 Board City
Kitchen
Liquor License Approved 12/29/2012 1/31/2005 Rs0 Board City
Architect Review Board 12/29/2012 1/31/2013 Rs0 Contractor X Design Contract
Approval
Corporate Brochure 2/2/2012 2/13/2013 Rs0 V.K.Sharma PR Marketing
Review Business & 3/1/2013 3/5/2013 Rs0 Manoj /Ankit Owners
Marketing Plan
Launch Golden Moments 3/15/2013 3/15/2013 Rs0 Manoj Media
Website Marketing
Order Kitchen Equipment 2/1/2013 3/20/2013 Rs0 Manoj /Ankit Owners
Order Restaurant/Lounge 2/2/2013 3/20/2013 Rs0 Manoj /Ankit Owners
Furniture
Order Office Furniture & 2/2/2013 3/20/2013 Rs0 Manoj /Ankit Owners
Supplies
Business & Marketing Plan 4/26/2013 4/30/2013 Rs0 Manoj /Ankit Owners
Review
PR/Media Advertising (Phase 5/1/2013 5/15/2013 Rs0 V.K.Sharma PR Marketing
1)
Production and Completion 5/5/2013 5/17/2013 Rs0 Chef/Ankit Kitchen/Owner
of Menus
Construction of Restaurant 2/2/2013 5/20/2013 Rs0 Contractor A Gen. Contractor
Pre-Opening of Golden 5/24/2013 5/24/2013 Rs0 Manoj /Ankit Owners
Moments Restaurant

Employee Training (Phase 1) 5/18/2013 5/24/2013 Rs0 Chef/Ankit Kitchen/Owner
Wine Class for Employees 5/18/2013 5/24/2013 Rs0 Ankit Wine
(Phase 1) Distributor
Critics' Choice VIP Party 5/25/2013 5/26/2013 Rs0 V.K.Sharma PR Marketing
Final Construction Punch Out 5/21/2013 5/28/2013 Rs0 Contractor A Gen. Contractor
Restaurant Revisions 5/27/2013 6/2/2013 Rs0 Manoj /Ankit Owners
Employee Training (Phase 2) 5/27/2013 6/2/2013 Rs0 Chef/Ankit Kitchen/Owner
Wine Class for Employees 5/27/2013 6/2/2013 Rs0 Ankit Wine
(Phase 2) Distributor
Grand Opening of Fusion 6/3/2013 6/3/2013 Rs0 Manoj /Ankit Owners
Restaurant
VIP Party 1 6/3/2013 6/3/2013 Rs0 V.K.Sharma PR Marketing
VIP Party 2 6/4/2013 6/4/2013 Rs0 V.K.Sharma PR Marketing
Web Site & E-Mail Media 5/1/2013 6/5/2013 Rs0 Manoj Media
Launch Marketing
General Public Opening 6/5/2013 6/5/2013 Rs0 Manoj /Ankit Owners
Launch 30-Day Grand 5/1/2013 6/5/2013 Rs0 V.K.Sharma PR Marketing
Opening
PR/Media Advertising (Phase 6/1/2013 6/14/2013 Rs0 Manoj PR Marketing
2)
Review
Review
Update Brochure 8/2/2013 8/13/2013 Rs0 Manoj Media
Marketing
Direct Mail 8/16/2013 8/16/2013 Rs0 Manoj Media
Marketing
Advertising (Phase 3) 9/1/2013 9/15/2013 Rs0 V.K.Sharma PR Marketing
Golden Moments 10/31/2013 10/31/201 Rs0 V.K.Sharma PR Marketing
Masquerade Party 3
Direct Mail 11/1/2013 11/1/2013 Rs0 Manoj Media
Marketing
New Corporate Accounts (5) 9/1/2013 11/1/2013 Rs0 Manoj/Ankit Owners
3
3
Golden Moments New Year's 12/20/2013 1/1/2014 Rs0 V.K.Sharma PR Marketing
Party
Totals Rs0

Appendix
Sales Forecast
Sales
Food 25 05 85 85 50
Total Sales Rs33,02,610 Rs37,80,615 Rs40,83,060 Rs44,09,715 Rs47,62,485
Bar/Beverag
es
35 20 60 00 50
Direct Cost Year 1 Year 2 Year 3 Year 4 Year 5
of Sales
Sales: Food
Sales:
Bar/Beverag
es
Direct Cost
of Sales

Pro Forma Profit and Loss
Sales Rs1,61,0 Rs1,81,6 Rs1,91,8 Rs2,01,1 Rs2,11,0
6,535 6,320 8,060 8,900 0,050
Direct Cost of Sales Rs55,71, Rs59,76, Rs61,04, Rs62,29, Rs63,53,
240 105 640 140 955
Total Cost of Sales Rs55,71, Rs59,76, Rs61,04, Rs62,29, Rs63,53,
240 105 640 140 955
Gross Margin Rs1,05,3 Rs1,21,9 Rs1,30,8 Rs1,38,8 Rs1,47,4
5,295 0,215 3,420 9,760 6,080
Gross Margin % 65.41% 67.10% 68.19% 69.04% 69.89%
Expenses
Payroll Rs59,93, Rs60,11, Rs64,47, Rs64,66, Rs64,90,
820 820 420 920 920
Marketing/Promotion Rs2,79,8 Rs3,30,0 Rs3,75,0 Rs2,25,0 Rs2,25,0
40 00 00 00 00
Depreciation Rs97,500 Rs97,500 Rs97,500 Rs97,500 Rs97,500
Leased Equipment Rs1,80,0 Rs1,80,0 Rs1,80,0 Rs1,80,0 Rs1,80,0
00 00 00 00 00
Accounting/Payroll Rs99,000 Rs99,000 Rs99,000 Rs99,000 Rs99,000
Processing
Legal Retainer Fees Rs36,000 Rs36,000 Rs36,000 Rs36,000 Rs36,000
Business Licenses & Rs90,000 Rs90,000 Rs90,000 Rs90,000 Rs90,000
Permits
Credit Card Expense Rs2,78,6 Rs2,99,7 Rs3,16,6 Rs3,31,9 Rs3,48,1
40 45 05 65 50
Bank Fees Rs18,000 Rs18,000 Rs18,000 Rs18,000 Rs18,000
Music & Entertainment Rs56,160 Rs56,160 Rs56,160 Rs56,160 Rs56,160
Training / Employee Rs0 Rs75,120 Rs90,120 Rs90,120 Rs90,120
Retention Programs
Repairs & Maintenance Rs1,35,0 Rs1,35,0 Rs1,35,0 Rs1,35,0 Rs1,35,0
00 00 00 00 00
Utility Services Rs3,74,9 Rs3,97,4 Rs4,17,3 Rs4,33,9 Rs4,51,3
(Gas/Electric/Water/Sew 40 40 15 95 65
er)
Telephone/Communicatio Rs27,000 Rs27,000 Rs27,000 Rs27,000 Rs27,000
n Expense
Insurance: Rs3,06,0 Rs3,24,3 Rs3,40,5 Rs3,54,1 Rs3,68,3
Fire/Theft/Liability/Liquo 00 60 75 95 70
r/Product
Restaurant Occupancy Rs11,25, Rs11,58, Rs11,93, Rs12,29, Rs12,66,
Cost (Lease) 000 750 520 325 195
Payroll Taxes Rs0 Rs0 Rs0 Rs0 Rs0
(FICA/FUTA/SUTA) &
Employee Benefits
Exterminator/Trash Rs72,000 Rs72,000 Rs72,000 Rs72,000 Rs72,000
Removal
Dishware/Uniforms/Clea Rs1,76,4 Rs1,86,9 Rs1,96,3 Rs2,04,1 Rs2,12,3
ning Supplies/Decor 00 90 35 80 55
Printing/Paper/Postage/S Rs1,37,3 Rs1,42,5 Rs1,42,5 Rs1,42,5 Rs1,42,5
ubscriptions 40 00 00 00 00
Facility (Exterior Rs49,995 Rs54,600 Rs54,600 Rs54,600 Rs54,600
Cleaning/Grease
Trap/Hood/Windows,
etc.)
R&D Meals Rs33,000 Rs36,000 Rs36,000 Rs36,000 Rs36,000
General Business Comps Rs1,86,0 Rs3,42,7 Rs3,46,8 Rs3,46,8 Rs3,46,8
00 50 75 75 75
Owner Comps Rs31,860 Rs31,860 Rs31,860 Rs31,860 Rs31,860
Other Expenses Rs63,000 Rs63,000 Rs63,000 Rs63,000 Rs63,000
(ComAreaMaint, etc.)
Total Operating Expenses Rs98,46, Rs1,02,6 Rs1,08,6 Rs1,08,2 Rs1,09,3
495 5,580 2,370 1,210 7,970
Profit Before Interest and Rs6,88,0 Rs19,24, Rs22,21, Rs30,68, Rs38,08,
Taxes 00 635 050 565 125
EBITDA Rs7,86,3 Rs20,22, Rs23,18, Rs31,66, Rs39,05,
00 134 550 065 625
Interest Expense Rs2,87,8 Rs2,39,7 Rs1,89,6 Rs1,39,4 Rs89,280
35 60 00 40
Taxes Incurred Rs1,20,3 Rs5,05,4 Rs6,09,4 Rs8,78,7 Rs11,15,
00 70 35 30 655
Net Profit Rs2,80,6 Rs11,79, Rs14,22, Rs20,50, Rs26,03,
80 420 015 380 190
Net Profit/Sales 1.74% 6.49% 7.41% 10.19% 12.34%

Pro Forma Cash Flow
Cash
Received
Cash from
Operations
Cash Sales Rs1,61,06,5 Rs1,81,66,3 Rs1,91,88,0 Rs2,01,18,9 Rs2,11,00,0
35 20 60 00 50
Cash from 35 20 60 00 50
Operations
Additional
Cash
Received
VAT,
HST/GST
Received
Current
Borrowing
New Other Rs0 Rs0 Rs0 Rs0 Rs0
Liabilities
(interest-
free)
New Long- Rs0 Rs0 Rs0 Rs0 Rs0
term
Liabilities
Other
Current
Assets
Long-term
Assets
Investment
Received
Cash 35 20 60 00 50
Received
Expenditur Year 1 Year 2 Year 3 Year 4 Year 5
es
Expenditur
es from
Operations
Cash Rs59,93,820 Rs60,11,820 Rs64,47,420 Rs64,66,920 Rs64,90,920
Spending
Bill Rs90,16,710 Rs1,08,74,8 Rs1,11,79,8 Rs1,14,89,6 Rs1,18,86,6
Payments 35 60 40 00
Spent on 30 55 80 60 50
Operations
Additional
Cash Spent
VAT,
HST/GST
Paid Out
Principal Rs0 Rs0 Rs0 Rs0 Rs0
Repayment
of Current
Borrowing
Liabilities
Principal
Repayment
Liabilities
Principal
Repayment
Other
Current
Assets
Long-term
Assets
Dividends Rs0 Rs3,00,000 Rs1,50,000 Rs1,50,000 Rs2,25,000
Cash Spent 10 35 60 40 30
Net Cash Rs3,79,425 Rs2,63,085 Rs6,94,200 Rs12,95,760 Rs17,80,905
Flow
Cash Rs25,84,140 Rs28,47,225 Rs35,41,425 Rs48,37,185 Rs66,18,090
Balance

Pro Forma Balance Sheet
Assets
Current
Assets
Cash Rs25,84,140 Rs28,47,225 Rs35,41,425 Rs48,37,185 Rs66,18,090
Inventory Rs5,67,585 Rs5,87,625 Rs5,71,635 Rs5,82,645 Rs5,94,120
Other Rs10,99,665 Rs10,99,665 Rs10,99,665 Rs10,99,665 Rs10,99,665
Current
Assets
Current
Assets
Long-term
Assets
Assets
Accumulate Rs97,500 Rs1,95,000 Rs2,92,500 Rs3,90,000 Rs4,87,500
d
Depreciatio
n
Total Long- Rs8,77,500 Rs7,80,000 Rs6,82,500 Rs5,85,000 Rs4,87,500
term Assets
Assets
Liabilities Year 1 Year 2 Year 3 Year 4 Year 5
and Capital
Current
Liabilities
Accounts Rs8,72,910 Rs8,95,695 Rs9,20,970 Rs9,46,455 Rs9,79,725
Payable
Current Rs0 Rs0 Rs0 Rs0 Rs0
Borrowing
Current
Liabilities
Current
Liabilities
Liabilities
Liabilities
Paid-in Rs66,00,000 Rs66,00,000 Rs66,00,000 Rs66,00,000 Rs66,00,000
Capital
Retained (Rs64,08,13 (Rs64,27,44 (Rs53,98,03 (Rs41,26,02 (Rs23,00,62
Earnings 5) 0) 5) 0) 5)
Earnings Rs2,80,680 Rs11,79,420 Rs14,22,015 Rs20,50,380 Rs26,03,190
Capital
Liabilities
and Capital
Net Worth Rs4,72,560 Rs13,51,965 Rs26,23,980 Rs45,24,375 Rs69,02,565

Bibliography
 http://whatscookingamerica.net
 http://www.indyethnicfood.com/
 http://www.sallybernstein.com/
Books
Kotler Philips, Marketing Management Analysis, Planning Implementations & Control

Edition, 1998. Prentice Hall of India Ltd. New Delhi.

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Business Plan

Ethnic Food Restaurant

BHARATI VIDYAPEETH DEEMED UNIVERSITY INSTITUTE OF MANAGEMENT

BUSINESS PLAN – Golden Moments Restaurant 1

Signature of the Student Signature of the Guide

BUSINESS PLAN – Golden Moments Restaurant 2

Prof (Dr.) Sachin S. Vernekar

BUSINESS PLAN – Golden Moments Restaurant 3

My thanks and appreciations also go to my colleague in developing the project and

(MBA – IB & FINANCE)

BUSINESS PLAN – Golden Moments Restaurant 4

(MBA – IB & FINANCE)

BUSINESS PLAN – Golden Moments Restaurant 5

I: Executive Summary of Business Plan 8

II: Objectives of Business Plan 12

III: People (Management Team) 14

IV: Environmental Scanning of Business 19

V: Manufacturing and Operations 23

VI: Personnel Strategies 30

BUSINESS PLAN – Golden Moments Restaurant 7

VIII: Marketing Plan 44

IX: Financial Decisions 52

B. Current sources of funding – Private and Bank funding 56

XI: Implementation Schedule 69

BUSINESS PLAN – Golden Moments Restaurant 8

BUSINESS PLAN – Golden Moments Restaurant 9

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

3. A buffered financial plan that ensures adequate capitalization. A contingency

BUSINESS PLAN – Golden Moments Restaurant 10

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

 Golden Moments will be an inspiring restaurant, combining an eclectic

 Employee welfare, participation, and training are equally important to our

 Our concept combines variety, ambiance, entertainment and a superior staff to

BUSINESS PLAN – Golden Moments Restaurant 11

1. Unique, Innovative & Contemporary: The creation of a unique and innovative

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

4. Employee Retention Focus: Employee retention and development programs will

BUSINESS PLAN – Golden Moments Restaurant 12

BUSINESS PLAN – Golden Moments Restaurant 13

BUSINESS PLAN – Golden Moments Restaurant 14

BUSINESS PLAN – Golden Moments Restaurant 15

BUSINESS PLAN – Golden Moments Restaurant 16

BUSINESS PLAN – Golden Moments Restaurant 17

Ankit Jain: Managing Partner

BUSINESS PLAN – Golden Moments Restaurant 18

 Manage working capital, including receivables, inventory, cash and marketable

 Prepare financial analyses of operations for guiding management, including

BUSINESS PLAN – Golden Moments Restaurant 19

BUSINESS PLAN – Golden Moments Restaurant 20

The Restaurant Industry Today

Future Trends & Strategic Opportunities

BUSINESS PLAN – Golden Moments Restaurant 21

Restaurant exterior is clean and tidy.

Restaurant is new and not established.

A new office complex is opening nearby.

BUSINESS PLAN – Golden Moments Restaurant 22

A high street brand is moving into the area.

BUSINESS PLAN – Golden Moments Restaurant 23

BUSINESS PLAN – Golden Moments Restaurant 24

Single-Level Design Concept: The total space requirement is 3,000 square feet. The

BUSINESS PLAN – Golden Moments Restaurant 25

BUSINESS PLAN – Golden Moments Restaurant 26