Business Plan For

July 3rd, 2009

Irene Chen
Alan Koop
Trisha Kramer
Akemi Nakanishi
Table of Contents
1.0 Executive Summary ................................................................................... 1
2.0 Introduction to The Noodle Box ................................................................ 3
3.0 Marketing Plan.......................................................................................... 4
3.1 The Marketing Mix ......................................................................................................... 4
3.2 Segmentation, Targeting and Positioning ....................................................................... 7
3.3 Competitive Analysis ...................................................................................................... 8
3.4 Marketing Strategy.......................................................................................................... 9
3.5 Marketing Expenses ........................................................................................................ 9
3.6 SWOT Analysis ............................................................................................................ 10
3.7 PESTE Analysis ............................................................................................................ 13
4.0 Operations Plan ...................................................................................... 15
4.1 Organizational Structure ............................................................................................... 15
4.2 Daily Operations ........................................................................................................... 16
4.3 Supply Analysis ............................................................................................................ 17
4.4 Service Providers .......................................................................................................... 18
4.5 Technical Processes and Procedures ............................................................................. 18
4.6 Total Quality Management ........................................................................................... 19
4.7 Environmental Limitations ........................................................................................... 19
4.8 Capital Budget .............................................................................................................. 20
4.9 Working Capital Planning and Management ................................................................ 21
4.10 Operating Expenses ...................................................................................................... 22
4.11 Cost of Goods Sold ....................................................................................................... 23
5.0 Human Resources Plan ............................................................................ 23
5.1 Labour ........................................................................................................................... 23
5.2 Staff and Management Costs ........................................................................................ 24
5.3 Human Resource Strategy............................................................................................. 25
6.0 Financial Plan .......................................................................................... 27
6.1 Overview ....................................................................................................................... 27
6.2 Economic Forecast ........................................................................................................ 27
6.3 Financing and Debt Amortization ................................................................................. 27
6.4 Investment and Risk Analysis....................................................................................... 28
7.0 References .............................................................................................. 29
Appendix A: Menu ............................................................................................ 30
Appendix B: Ingredients Listing ......................................................................... 32
Appendix C: Site Plan at 2311B 8th Street East ................................................... 33
Appendix D: Floor Plan ..................................................................................... 34
Appendix E: Sample Survey ............................................................................... 35
Appendix F: Detail of Job Responsibilities ......................................................... 36
Appendix G: Required Staffing Hours ................................................................ 38
1.0 Executive Summary

The purpose of this business plan is to support our request for $275,000 of financing from your financial
institution for the expenses involved with starting up a franchise “The Noodle Box” establishment in
Saskatoon, Saskatchewan. The business will be located in leased space at 2311B 8th Street East,
Saskatoon, Saskatchewan. We have already obtained $275,000 of funding via shareholder loans and are
applying to secure a required additional $275,000 of debt financing.

The Noodle Box offers customers a unique Asian‐fusion dining experience; this includes appetizers,
stirfrys, curries, and soups inspired from countries such as Thailand, Malaysia, China and Japan. It is a
funky, alternative fast‐food restaurant serving customers creative and unique dishes resulting in a
“fresh, fun and fiery” experience. Our dishes are priced competitively due to the large serving portions.
The competitive advantage lies within the ability to prepare such exotic and nutritious food for its
customers within 5‐10 minutes. Noodle Box customers can choose to either take their food to‐go in a
convenient Asia‐style take out box or eat‐in on the premises. The Noodle Box also offers lunch orders
for business and government organizations, as well as catering for special events.

Marketing Plan

The Noodle Box operates on word‐of‐mouth, local advertising, and press reviews. This has proven
successful in British Columbia and we expect that the same strategy will be effective in Saskatoon due to
the close‐knit community atmosphere. We propose to promote our store and products via a series of
local marketing efforts with an emphasis on promotional efforts in the first year of operations, after
which we intend to rely mainly on word‐of‐mouth of our customers. We plan to locate our store in a
leased space on the corner of 8th Street and Campbell Avenue. The Noodle Box will be located on one of
Saskatoon's busiest commercial arteries, a few blocks from the interchange with the city's main highway
and traffic through‐fare, Circle Drive.

Our competition is the fast‐food Asian‐style cuisine establishments on and near 8th St. Saskatoon,
Saskatchewan. Currently, there are two fast‐food chain restaurants present in Saskatoon serving Asian‐
style cuisine; Edo Japan and Manchu Wok. There are also various Asian‐style restaurants present in and

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around 8th Street (for e.g. Spicy Garden Restaurant, Wok Asian Restaurant), however, due to the more
formal nature of these restaurants they are not in direct competition with The Noodle Box.

As there is currently no “The Noodle Box” franchise in Saskatoon, by opening the first franchise store in
the city we are able to capture the first‐mover advantage in this segment. Currently there are few
Asian‐style fast food dining establishments in Saskatoon and on 8th street, therefore we have the
opportunity to begin our franchise in an unsaturated market.

Operations Plan

The Noodle Box will be structured as a corporation, and the head office based Board of Advisors will
provide guidance to the Saskatoon franchise management. Daily operations include preparing and
cooking customers’ orders; monitoring inventory levels; and overseeing financial and operational
results. Food ingredients, supplies, and equipment will be sourced from franchise‐approved suppliers,
whereas local firms will provide accounting, legal, and IT services. The Noodle Box will also be
committed to quality through total quality management techniques.

The capital budget will comprise of equipment, signage, leasehold improvements, and the franchise fee.
Working capital management is not complex due to the nature of the business; for, example, the
majority of sales are from eat‐in and take‐out customer (i.e. monies are collected immediately) and
most of the inventory is perishable within a one‐week time frame (i.e. inventory turnover is
approximately seven days).

Human Resources Plan

The Noodle Box values its employees as its primary asset. In order to attract cashiers and wok chefs we
offer a positive, upbeat, vibrant atmosphere for all to work in. We respect all employees and encourage
and invest in their professional development through training and seminars. We will hire a manager,
assistant manager and supervisor to promote the Noodle Box Philosophy.

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Financial Plan

The Noodle Box franchise provides an exciting financial and investment opportunity in Saskatoon. Our
expected scenario indicates an internal rate of return of 16%. This is due to the low competitive
environment for healthy Asian fast‐food in Saskatoon and, in particular, on 8th Street. Approximately
$550,000 in financing is required to open The Noodle Box on 8th Street. This is planned as 50%
shareholder loans and 50% bank financing. Growth is expected to be quite strong through year 5 at
which time growth will begin to taper off and approach capacity through year 8. An important
qualitative factor to take into consideration is that the difficult task of building brand awareness and
market acceptance with be taken care of by first location in Saskatoon. Once this local brand awareness
is built, and the first location approaches capacity, there will be an opportunity to open additional
locations to capitalize on this brand awareness. Given this strong financial outlook, and unique
opportunity, we are excited to bring The Noodle Box to Saskatoon.

2.0 Introduction to The Noodle Box

The Noodle Box is a South‐East Asian Noodle Bar that brings its customers the best of South‐East Asian
street fare. This chain of noodle bars offers fresh and savoury, quickly‐prepared dishes customers can
easily take to go, or eat‐in. This is a new franchise opportunity, as currently there are only three
franchise stores operating in British Columbia. We feel that this franchise provides an exciting financial
and investment opportunity in Saskatoon. We propose to open a franchise “The Noodle Box” on 8th
street in Saskatoon in order to capitalize on the untapped niche market of fast food Asian‐style cuisine.
Based on our market research performed an establishment which provides quick and healthy Asian‐style
cuisine would be very well received. Our expected scenario indicates an internal rate of return of 16%.
This is due to the low competitive environment for healthy Asian fast‐food in Saskatoon and, in
particular, on 8th Street. Approximately $550,000 in financing is required to open The Noodle Box on 8th
Street. This is planned as 50% shareholder loans and 50% bank financing. We invite you to grow with us
as investment partners as we undergo this exciting franchise opportunity.

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3.0 Marketing Plan

3.1 The Marketing Mix

Products & Services

Noodle Box is a South‐East Asian Noodle Bar that brings its customers the best of South‐East Asian
street fare. This chain of noodle bars offers fresh and savoury, quickly‐prepared dishes customers can
easily take to go, or eat‐in. Catering options are also available, described in greater detail under
“Pricing” below. Food options available include appetizers, stirfys, soups and curry dishes. Each Noodle
Box dish is prepared using whole foods, fresh herbs, spices, and sauces. At Noodle box there is an
emphasis on high‐quality fresh food as well as on providing an exciting and unique dining experience.
Customers are involved with the food preparation as they watch as wok‐chefs expertly toss orders
together over dancing flames. A complementary self‐serve condiment stations is available to
complement your order with chili oil, soy and fish sauce, chopsticks, napkins, and a filtered and purified
water station. The Noodle Box is a funky, alternative restaurant serving customers creative and unique
dishes consisting of stir‐fried noodles, with a variety of signature sauces and garnishes.

Pricing

The prices of menu options range from $6.50‐$8.50 for appetizers, and $9.00‐$14.00 for main dishes,
depending on the variety and type (meat or vegetarian). Sides and extras are available for a nominal
cost. The pricing between fast‐food and sit‐down restaurants and is priced competitively due to the
large serving portions. Prices will be increased by 2% per year to adjust for inflation. Refer to a sample
menu in Appendix A.

The Noodle Box also offers catering for special events. Catering involves delivery and set‐up of a “hot
noodle bar” where individuals can enjoy a buffet‐style spread of a variety of stirfrys, curry dishes
complemented with roti bread. Besides food, each Hot Bar comes with the appropriate number of
disposable plates, napkins and serving utensils. Pricing is set at $18.00/individual. Corporate lunch
orders are available as well at set menu prices plus delivery charge.

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Promotion

The Noodle Box operates on word‐of‐mouth, local advertising, and press reviews. This has proven
successful in the prior British Columbia marketplace. We propose to promote our store and products via
a series of local marketing efforts with an emphasis on promotional efforts in the first year of
operations, after which we intend to rely mainly on word‐of‐mouth of our customers. Promotional
techniques will include the following:
• Local press reviews by food critics
o We will invite local food critics from the StarPhoenix to try our menu options. This has
proven successful in the BC franchises with such reviews as that listed in The Georgia
Straight, a well‐read local Vancouver newspaper:
“Fresh, colourful, and full of flavour, this is the essence of West Coast pan‐Asian. Also demographically
geared are the bevy choices ‐ pop, as much water as you want ‐ a no‐carb box for the Ron Zalko/yummy‐
mummy crowd, and a kid’s noodle box. Median dish price: $10, tax included, plus an additional buck if
you want to share. If regular fast‐food places had any sense, they’d be looking at Noodle Box as the long
skinny shape of things to come.”
• Printed advertisements in local newspapers and radio ads.
o Occasionally we will offer two‐for‐one coupons to entice new customers.
o Our grand opening will be advertised for 2 weeks prior to the opening.
o Ad will be run on the main radio stations in Saskatoon (including Magic 98.3, C95, CJWW
and Hot 93) to make customers aware of the grand opening.
• Grand opening offering a free Noodle Box for first 100 customers.
o This will increase buzz around our establishment and begin the word‐of‐mouth
advertising process.
• Facebook® group will be established to help with social networking as word‐of‐mouth is crucial
to advertising.
• Noodle Box “Daily Special”
o Monday through Sunday we will feature a “Noodle Box of the Day” which will be
discounted by $2.00. This will attract customers to our location on a consistent basis.
• The Noodle Box Recycling and Composting Campaign – In house promotion
o Since 2004, The Noodle Box franchise has been working with local recycling units in
Vancouver as part of our extensive in house recycling program. The Noodle Box is highly

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 committed to respecting the environment and being considerate of our environmental
footprint. Our in‐house recycling program will be strongly promoted and encouraged
within the establishment. This dedication to the community and our environment will
separate The Noodle Box from other fast‐food establishments, by demonstrating a
cultural awareness.
ƒ Our Noodle Boxes, chopsticks and napkins can be broken down and turned into
compost enriched soil mixes
ƒ All food waste, including vegetable trim is turned into compost
ƒ All cardboard, including waxed boxes, used paper, glass and tin cans are
recycled or composted
ƒ We have switched our paper products such as paper towels and napkins to an
unbleached 100% post consumer product
• Presence at “A Taste of Saskatchewan” annual event
o We plan to operate a kiosk at the “A Taste of Saskatchewan” annual event which takes
place on July 14 ‐19. This will raise immediate awareness of our establishment.

Note that under the franchisee agreement there is website maintenance and advertising as well as
signage provided. Therefore the store will be liable to remit payment to the Franchise for these
expenses as well as for any future franchise‐wide promotional efforts.

Place

We are committed to providing a “fresh, fun and fiery” experience for our customers as they enjoy
excellent food served piping hot in a takeout box to enjoy either in‐house or to‐go. Our planned
location is on 8th Street, one of the main commercial areas in Saskatoon, Saskatchewan. Based on our
research, there is currently no fast‐food Asian fare on 8th Street within a 5 block radius. We plan locate
our store in a leased space on the corner of 8th Street and Campbell Avenue. The exact address is: 2311B
8th Street East, Saskatoon, SK S7H 0V4 (Refer to Appendix C).

The Noodle Box will be located on one of Saskatoon's busiest commercial arteries, a few blocks from the
interchange with the city's main highway & traffic through‐fare, Circle Drive. The property is adjacent to
a Winners, London Drugs and Staples chain store, offering excellent parking, high visibility and high thru‐
traffic.

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3.2 Segmentation, Targeting and Positioning

The Noodle Box has the option to either dine‐in or take out; therefore we will be appealing to:
ƒ Consumers who wish to grab a lunch to go during work hours
ƒ Consumers who want a casual and unique dining experience
ƒ Consumers who want to bring dinner home
ƒ Consumers who wish to cater a special event or corporate lunch
We will be focusing on the segment of the market that frequents fast‐food establishments on 8th Street,
Saskatoon. We will mainly be targeting consumers who live/work nearby our location. 8th street is a
high traffic location, and therefore we also anticipate attracting drive‐by consumers. Our aim is to
provide Saskatoon consumers with mid‐range income level an additional option for lunch and dinner
fare. Please refer to “Marketing Strategy” for more details on our targeted consumer. Currently there
are limited Asian‐style food options on 8th street, with even more limited Asian‐style casual/take‐out
options. Therefore we are positioning our establishment to fill a niche market for fast‐food Asian‐style
cuisine. We are differentiated from our competitors due to our focus on environmental responsibility,
health‐conscious menu items and exciting dining atmosphere.

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3.3 Competitive Analysis

Our competition is the fast‐food Asian‐style cuisine establishments on and near 8th St. Saskatoon,
Saskatchewan. Currently, there are two fast‐food chain restaurants present in Saskatoon serving Asian‐
style cuisine; Edo Japan and Manchu Wok. There are also various Asian‐style restaurants present in and
around 8th Street (Spicy Garden, Wok Asian Restaurant), however, due to the less casual nature of these
restaurants they are not in direct competition with The Noodle Box. As you can see in the table below,
The Noodle Box is differentiated from the competition as they offer unique South‐east Asian cuisine, an
exciting dining atmosphere due to the live preparation of your order by a wok chef, and an emphasis on
recycling and health‐awareness.

The Noodle Box Edo Japan Manchu Wok

# of Saskatoon stores 1 2 1
Locations Proposed location: 3310 8th St E Midtown Plaza
2311B 8th Street East Saskatoon, SK Saskatoon, SK S7K
Saskatoon, SK 1K1
As well as food
court in Midtown
Plaza

Food featured South‐east Asian Japanese style Chinese‐style

cuisine. cuisine including cuisine.
sushi, bento
boxes and
teriyaki bowls.
Catering availability Yes No No
Franchise Yes Yes Yes
Dining Style Exciting dining Buffet‐style fast‐ Buffet‐style fast‐
atmosphere with live‐ food, pre‐made food, pre‐made
food preparation as items. items.
you watch
Unique features Emphasis on recycling None None
and environmental
awareness.

Emphasis on healthy
and “low‐carb” dishes.

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3.4 Marketing Strategy

The leading chain casual Asian‐style dining options in Saskatoon are:

ƒ Edo Japan
o One location present on 8th Street, Saskatoon
ƒ Manchu Wok
o Does not currently have a location on 8th street, Saskatoon
o One location in Midtown Plaza food court
The Asian food dining market in Saskatoon, Saskatchewan is relatively undeveloped with little
competition when compared to other provinces in Canada. This allows for enormous growth potential
in a market with few competitors. In order to determine our targeted consumer, we surveyed 500
Saskatoon community members (refer to survey in Appendix E). Based on our surveying and
preliminary research, we determined that the majority of individuals surveyed have eaten Asian‐style
cuisine, however the frequency is less than once a month. Of the individuals interested in trying Asian‐
style fast food, the general population was females aged 18‐49 with incomes under $60,000. The most
common fast‐food establishment these individuals frequented was Quiznos/Subway which indicates
they are looking for a healthier alternative in their fast food. Based on our marketing research, we are
targeting the following consumers:
ƒ Mid‐range income females
• Families with children
• Health‐conscious individuals
• Business professionals
Therefore, our positioning in close proximity to the “Winners” shopping center and “London Drugs”
establishment is an area of high traffic for our targeted consumer, making our location ideal for success.
As well, the location is ideally situated for individuals who work on and around 8th street who wish to
order some take‐out during lunch.

3.5 Marketing Expenses

We will advertise our grand opening in local newspapers and through radio placements, at an estimated
cost of $8,000. Free noodle boxes for the first 100 customers will cost approximately $1000 in lost
revenue. Ongoing advertising is estimated at $1,000 per month. In‐store discounts and coupons are

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budgeted in the first year of operations only to create further awareness of our establishment in the
community. We intend to rent a kiosk space at the “A Taste of Saskatchewan Event”. This will
immediately increase the awareness of our establishment with potential consumers. Take‐away
brochures are factored in at an estimated $2,500 per annum. Fixed fee franchise marketing expenses
amount to $4,000 per annum and include website development and maintenance as well as signage.
Estimated marketing expenses are summarized in the following table. Expenses have been adjusted for
inflation at 2%.

2011 2012 2013 2014 2015

Grand‐opening $8,000 N/A N/A N/A N/A
advertisements (newspaper
and radio)
Free noodle box for first $1,000 N/A N/A N/A N/A
100 customers promotion
Ongoing advertisements in $12,000 $12,240 $12,485 $12,734 $12,989
local newspapers
In‐store discount and $5,000 $5,100 $5,202 $5,306 $5,412
coupons
Kiosk rental at “A Taste of $6,000 $6,120 $6,242 $6,367 $6,495
Saskatchewan Event”
Marketing paid to $4,000 $4,080 $4,162 $4,245 $4,330
franchisor (includes
website costs, signage)
Take‐away brochures $2,500 $2,550 $2,601 $2,653 $2,706

Total $38,500 $30,090 $30,692 $31,306 $31,932

Note that the expenses have been projected based on the following assumptions:
ƒ The business will be up and running starting 2011.
ƒ Inflation will continue at 2% a year.

3.6 SWOT Analysis

Strengths

ƒ Unique dining experience

Customers are able to watch the Wok‐chefs freshly and quickly prepare their food over live flames
which add to the excitement of the dining experience. The Noodle Box offers a unique fusion dining
experience blending the flavours of Malaysian and Thailand cuisine.

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 ƒ Environmentally responsible
The Noodle Box vision is in line with the current trend in Saskatoon towards environmental awareness.
Currently the city offers a voluntary paid bi‐weekly recycling pick‐up service which we anticipate will
become city‐sponsored in the next five years. By incorporating a recycling‐conscious vision into The
Noodle Box operations we are on the cutting‐edge of environmental responsibility in Saskatoon.

ƒ Health‐conscious menu
The Noodle Box’s health conscious menu items are in line with the current trend towards health
awareness. All of the menu items are low in fat and are prepared with fresh natural ingredients,
promoting health and well‐being. Low‐carbohydrate options are also available, distinguishing us from
the “full fat” fast food chains on 8th street.

ƒ Universal proprietary recipe and training

Operating as a franchise, we will receive proprietary recipes and training from the Noodle Box Inc. This
ensures that a customer who had the Noodle Box in other city can find the exact experience with us.
Our sauces for the stirfrys are patented; as well, prior to opening, our wok chefs will receive a few days
of training to learn the aspects of preparing each dish.

Weaknesses

ƒ Low brand‐recognition in the local market

Currently in Canada, there are only three “The Noodle Box” stores, all which are operating in British
Columbia. No establishments have yet been made in Saskatchewan. The zero‐brand‐recognition
imposes a challenge to the business and more local marketing efforts will be needed to create
awareness.
ƒ Control over suppliers
Under the franchise agreement, we are required to buy materials from approved suppliers. This may
prevent potential cost‐savings in the event that a cheaper supplier could be found. This inflexibility with
Noodle Box standards may prove to be a hindrance if we are unable to find economical suppliers in the
local region.

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Opportunities

ƒ First‐mover advantage
As mentioned previously, there is no “The Noodle Box” franchise in Saskatoon. By opening the first
franchise store in Saskatoon, we are able to capture the first‐mover advantage in this segment.

ƒ Booming economy in Saskatchewan and increased disposable income

Saskatchewan is one of the few provinces that have shown growth during difficult economic times.
Saskatoon is the largest city in the province of Saskatchewan.

ƒ Unsaturated market
Currently there are no South‐east Asian Noodle houses on 8th street therefore the market is
unsaturated.

Threats

ƒ Entrance of other industry leaders

The biggest threat to The Noodle Box is the entrance of other industry leaders on 8th street such as the
“Manchu Wok” franchise, which already has a presence in Midtown Plaza Shopping Center in downtown
Saskatoon. With an unpredictable economy, people are trending towards mid‐range dining experiences
and food that can be enjoyed at home for a lower cost. This attracts other industry leaders.

ƒ Popularity of food‐style
Another risk is the popularity of South‐east Asian cuisine with Saskatoon residents. This risk has been
mitigated through the intensive surveying and consumer research that we have conducted prior to this
proposal. Please refer to the survey results discussion under “Marketing Strategy” above.

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3.7 PESTE Analysis

Political Economic

ƒ Required to file a tax return each year.

ƒ The Noodle Box would be affected by
government laws and regulations involved
ƒ Required to remit source deductions to the
government on behalf of employees and
with the operations of a small business.
pay the employer portion of benefits
‐ Required to obtain permits and licenses
including Canada pension plan and
from all levels of government (federal,
employment insurance.
provincial, municipal) to operate The
Noodle Box. ƒ Required to collect and remit GST to the
government.
ƒ While the global economy is currently in
the midst of an economic recession, this
situation is expected to improve. The Bank
of Canada has reduced the overnight
interest rate in order to stimulate the
economy.
‐ Saskatchewan is one of the few provinces
that have shown growth during difficult
Conclusion: economic times.
The Noodle Box would need to ensure it obtains Conclusion:
all of the proper permits and licenses before it The Noodle Box would need to ensure its tax
commences with renovations to its site and return is filed each year and its source
before it starts operations, to avoid unnecessary deductions and GST are remitted on time to the
fines. This would include and not be limited to a government to avoid interest and penalties.
business registration, business license, building Despite the recession, the Saskatoon economy
permit, vendor’s license, public establishment would be able to support a new business
license, business name registration, worker’s opening up. People would still have disposable
compensation board registration, electrical income; however, they would be more careful
permit and gas permit. where they are spending it.

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Social
ƒ Aging demographic, trend towards
healthier eating.
ƒ Consumers wanting value for their
money.
ƒ Consumers more aware and
concerned about the environment.
Conclusion:
The Noodle Box is in a good position to
capitalize on all these social aspects through
its offering of high‐quality fresh food as well as
on providing an exciting and unique dining
experience to customers for a reasonable
price. The Noodle Box also integrates
environmental responsibility into its daily
practice, in line with consumer’s current
awareness and concerns about the
environment.
Environmental
We believe that any additional environmental regulations that do come into effect The Noodle
Box will be able to handle.
Technological
ƒ Better computer systems coming out
every few months.
ƒ In terms of restaurant Point of Sale (POS)
software, a few big companies to choose
from and they have been in business for a
while.
ƒ Software upgrades.
Conclusion:
The Noodle Box depends on its point of sale
system in order to take and keep track of
orders and sales. A computer system would
be required to record system and payroll
functions. Even though computer hardware
and systems are constantly changing they can
often last for quite awhile (around 4‐5 years
for a small business). What The Noodle Box
needs to be aware of is software upgrades;
these should be done regularly and kept track
of, as they can help to improve the
functionality of The Noodle Box’s point of sale
system.
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Conclusion:
The Noodle Box prides itself on being an environmentally responsible corporation. By
incorporating a recycling‐conscious vision into The Noodle Box operations we are on the cutting‐
edge of environmental responsibility in Saskatoon. This dedication to respecting our
environment and being considerate of our environmental footprint separates The Noodle Box
from other fast‐food establishments.

PESTE Conclusion

By understanding underlying market factors that can affect The Noodle Box business, we can mitigate
the risks that may be associated with operating a business in this environment.

4.0 Operations Plan

4.1 Organizational Structure

Corporate Structure

The Noodle Box will be incorporated under the Saskatchewan Business Corporation Act. The corporate
structure’s primary advantage is the limited legal liability for its owners; the owners are only liable for
the corporation’s debts up to their original investment. Another advantage includes the flexibility in the
use of earnings. As a Canadian Controlled Private Corporation (“CCPC”), the first $500,000 of active
business income is subject to the lower corporate tax rate of 16%, including both federal and provincial
taxes. These earnings, which have only been taxed at 16%, can then be reinvested into the company.
However, the second level of tax is not incurred until earnings are distributed to the shareholder. For
example, dividends paid out to owners are taxed in the individual’s hands.

Board of Advisors

The Board of Advisors has been formed by The Noodle Box’s franchise head office location in Victoria,
BC. The Board includes the two founders of The Noodle Box (Jodi Mann and Nick Crooks) as well as an
external accountant and lawyer. Hence, each Board member has a specified area of expertise in subjects
such as management and operations of quick service restaurants, accounting and finance, and legal

Page 15
matters. The Board’s responsibilities include overseeing The Noodle Box’s philosophy and corporate
social values as well as providing guidance to the franchise managers at each location.

Management

The Noodle Box franchise will be managed and run by the Saskatoon Noodle Box Manager and Assistant
Manager. Please refer to the “Human Resources Strategy” section within the “Human Resources Plan”
for further information regarding the qualifications and experience of these managers.

4.2 Daily Operations

Floor Plan

The Noodle Box restaurant will be approximately 2,000 ft², with the customer, kitchen, and office areas
consisting of 1,400 ft², 500 ft², and 100 ft² respectively. The customer area will seat approximately 22
people, including both bar and table seating. Asian décor will also be featured and will complement the
Noodle Box dining experience. The majority of the kitchen area will consist of an open kitchen. As noted
in “The Marketing Mix” section of the “Marketing Plan”, this serves as a unique feature as customers
can witness the wok chefs prepare their dish while they wait for their order. Please refer to Appendix D
for the detailed floor plan. Lastly, there will be a small office room used for administrative purposes.

Hours of Operation

The Noodle Box’s hours of operation are as follows:

Monday 11:00am – 9:00pm

Tuesday 11:00am – 9:00pm
Wednesday 11:00am – 9:00pm
Thursday 11:00am – 9:00pm
Friday 11:00am – 10:00pm
Saturday 11:00am – 9:00pm
Sunday 11:00am – 9:00pm

Employee Responsibilities

Opening wok chefs will arrive at the restaurant at 10:00am to commence food preparation duties for
the peak lunch hour period, whereas opening cashiers will arrive at 10:30am to re‐count the cash float

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with management and perform other administrative tasks. During the peak hours of 11:30am – 1:30pm
and 6:00pm – 8:00pm, there will be two wok chefs, one cashier, and one manager working. By year four
it is anticipated that sales will have grown to the point where an additional wok chef will be added
during peak hours. During non‐peak hours, approximately one wok chef and one cashier will be working
in the kitchen area. Employees will also assist with taking stock of ingredients and supplies. Closing work
chefs will work for an additional hour subsequent to close to clean the restaurant and kitchen area, as
well as prepare for the next day. The closing cashier will also stay one hour after close to count the
monies collected for the day, prepare the next day’s float, and clean the customer area and washrooms.

It should be noted that table service is not provided as The Noodle Box’s primary focus is on devoting its
resources to the fast preparation of customers’ orders.

Management Responsibilities

Daily responsibilities for The Noodle Box Manager/Assistant Manager include placing food orders to
suppliers to be delivered the subsequent morning, re‐counting monies collected, and performing the
night deposit. Management is also responsible for monitoring inventory usage and quantities, managing
the monthly invoicing of the corporate accounts, and analyzing financial and operational results on an
ongoing basis. Lastly, managers will also be held accountable for promoting The Noodle Box’s
Philosophy at the Saskatoon franchise through strong leadership skills, and will be dedicated to
continuous improvement of the Noodle Box’s operations.

4.3 Supply Analysis

Food and Beverage

Please refer to Appendix B for the full ingredients listing required for The Noodle Box. In order to
maintain the high‐level of quality of Noodle Box cuisine, the Saskatoon franchise will use a national
supplier for food products as per the franchise agreement. However, local suppliers such as “Chung Wah
Chinese Grocery & Seafood” (located at 210, 20th Street West, Saskatoon) will also be considered in the
future given the convenience of location. All proposed suppliers are required to go through a screening
process prior to approval by the Victoria head office location.

Page 17
As for beverages such as pop and juice products, local suppliers will be approved for bulk purchases of
these items. It should be noted that the head office will negotiate price arrangements with all suppliers
on behalf of the franchises.

Equipment and Other Supplies

All equipment (see “Capital Budget” section) and general supplies will be provided by local franchise‐
approved suppliers. Other “Noodle Box specific supplies” such as chopsticks, napkins, and the trademark
Noodle Box take‐out boxes will be shipped from the Vancouver location rather than be locally produced.
This is due to the significant cost savings from economies of scale realized in the production of these
supplies.

4.4 Service Providers

Accounting and Legal

The Noodle Box will require accounting and legal services. A local accounting firm will provide
bookkeeping services and prepare financial statements on a monthly basis to help the managers
evaluate financial results against budgeted figures. The accounting firm will also prepare the corporate
income tax return. The local legal firm will provide various legal professional services as required.

Information Systems and Technology

The Noodle Box will also require information systems and technology services; however, such systems
will be basic as the restaurant will only require Point of Sale (POS) software, one cash register, and one
computer system for operational, financial, and customer data. These systems will be maintained by a
local IT firm.

4.5 Technical Processes and Procedures

The Noodle Box’s technical processes and procedures relate to the general operations of the franchise,
including the preparation of customer orders. Please refer to the “Human Resources Strategy” section
within the “Human Resources Plan” for further details over the training programs offered to

Page 18
management. Please note that WHMIS (workplace hazardous materials information system) training will
also be provided for all employees.

4.6 Total Quality Management

Part of The Noodle Box Philosophy is to “serve freshly prepared, high‐quality food at affordable prices”;
thus, the quality of food serves as a key success factor to the franchise.

The Noodle Box’s dedication to quality is evidenced through the following aspects:
• Food Safety: The Noodle Box is registered and in full compliance with HACPP (Hazardous
Analysis and Critical Control Points) standards. All staff are required to be certified in Foodsafe
Level I.
• Food Preparation: An extensive 10‐day training program held by Noodle Box trainers from
Victoria will be provided for Saskatoon management in preparation for the commencement of
operations; specific days during the training course will be set for the wok chefs along with
management to learn the aspects of preparing each dish. The Saskatoon managers will then, in
turn, train the cashiers. Please refer to the Human Resources Strategy” section within the
“Human Resources Plan” for further details over training.
• Continuous Improvement: Internally, an open door policy will be promoted and all employees
will be encouraged to provide both positive and negative feedback to management. Anonymous
feedback forms will also be available. Externally, The Noodle Box will provide feedback forms for
customers near the cashier area as well as on the The Noodle Box website.

4.7 Environmental Limitations

Permits and Licenses

First, the physical space at 2311 8th Street West must meet all local zoning laws for restaurants. Next,
once all of the Noodle Box equipment has been installed, the local department of health services or a
restaurant regulation agency will approve the site. This includes examining kitchen equipment,
ventilation systems, and the sufficiency of counter space. While these permits are inexpensive at
approximately $100 each, they can take up to 9 months for processing and final approval. Subsequently,
and as noted under “Total Quality Management” within the “Operations Plan”, employees will be

Page 19
required to be certified under Foodsafe Level I. Lastly, a local fire inspector will inspect The Noodle Box
site. 1 It should be noted that a liquor license is not required as no alcoholic beverages will be served on
the Saskatoon franchise’s premises.

4.8 Capital Budget

All capital costs are based on discussions with the franchise, marketing research, and supplier quotes.

Equipment 2

Kitchen Area Equipment ($80,000): This includes industrial cooking and ventilation equipment;
refrigerators and freezers; counters with stations for cutting, heating and cooling; a dishwasher; woks
and miscellaneous kitchenware.
Customer Area Equipment ($30,000): This includes tables, benches, chairs, bar stools, recycling &
garbage bins, and Asian décor.
Office Area Equipment ($10,000): This includes a computer, POS software, a cash register, shelving, a
cabinet, desk chairs, and a phone/fax system.
Capital replacement: Estimated to be $20,000 every 5 years.

Signage

Outdoor Signage ($15,000): This consists of an outdoor sign, display board, and window painting.
Indoor Signage ($10,000): This consists of an indoor menu board, daily special board, and open/closed
sign.
Capital replacement: Estimated to be $10,000 every 10 years.

1
Farrell, Maureen. How to Run a Restaurant: Permits. February 2, 2007. Forbes.com
http://www.forbes.com/2007/02/02/restaurant-liquor-license-ent-manage-cx_mf_0202fundamentalspermits.html
(accessed June 27, 2009).
2
Farrell, Maureen. How to Run a Restaurant: Start-up Costs. February 2, 2007. Forbes.com
http://www.forbes.com/2007/02/02/visa-american-express-ent-manage-cx_mf_0202fundamentalscosts.html
(accessed June 27, 2009).

Page 20
Leasehold Improvements

Total leasehold improvements of $215,000 will comprise of adding and removing walls, re‐wiring, re‐
plumbing, adding finishes, lighting, shelving, and installing various fixtures. Capital replacement for
leasehold improvements is estimated to be $50,000 every 5 years.

Franchise Fee

The franchise fee of $25,000 relates to the upfront cost required to operate and maintain a franchise.
This will not require capital replacement as it is a one‐time cost.

4.9 Working Capital Planning and Management

Accounts Receivable

As the majority of sales will be collected instantaneously (e.g. eat‐in meals and take‐out meals are paid
for at the time of sale), accounts receivable will solely comprise of customer accounts and catering
clientele. As noted in the “Management Responsibilities” section above within the “Operations Plan”,
these accounts will be invoiced on a monthly basis and management will consistently monitor the aging
of accounts. Both credit terms and overdue penalties are determined by the franchise, and accounts
receivable are expected to have a turnover of 15 days.

Inventories

Inventories will consist of food ingredients and beverages. Given that the average shelf time for
perishables is approximately two to three days, food inventories are expected to turnover every seven
3
days. While beverages are expected to turnover less frequently, as the majority of inventories will
comprise of food, the beverage turnover has not been factored into our “Financial Plan”. Both
employees and management will be responsible for monitoring inventory items, and management will
place inventory orders on a daily basis.

3
MonkeyDish. The meat goes on. Ideal Media. http://www.monkeydish.com/2000053123025/trade-secrets/the-meat-
goes-on.html (accessed June 27, 2009).

Page 21
Accounts Payable

Accounts payable includes payments to suppliers for inventory and operating expenses, as well as
regular payments to the Franchise; this balance is expected to turnover every 15 days. Management will
also be responsible for monitoring accounts payable balances and ensuring timely payment to vendors
and the Franchise.

Cash Conversion Cycle

The cash conversion cycle (“CCC”) exemplifies the number of days that cash is occupied within the
process of converting raw materials into finished goods. The CCC is determined to be seven days. Given
the nature of The Noodle Box and quick service restaurants in general, as explained above within
“Accounts Receivable” and “Inventories”, the CCC is not a primary concern for The Noodle Box.

4.10 Operating Expenses

Similar to capital costs, all operating expenses are also based on discussions with the franchise,
marketing research, and vendor quotes. Operating expenses consist of the following:
• Depreciation: Depreciation is calculated based on capital cost allowance (“CCA”) and cumulative
eligible capital (“CEC”) rates as per the Income Tax Act.
• Franchise Fee: The franchise fee is based on 6% of total sales.
• Insurance: Insurance comprises of fire and liability insurance.
• Interest on Long‐Term Debt: Interest is incurred at 6% of long‐term debt outstanding.
• Lease Payments: These payments are for the site location and building, and consist of $25 per
square foot.
• Marketing: This includes both local marketing expenses as well as franchise marking expenses
for central advertising such as the maintenance of The Noodle Box website. Franchise marketing
expenses are estimated to be approximately 3% of total sales.
• Professional Fees: These fees include incorporation costs at start‐up, in addition to ongoing
accounting and legal services provided.
• Repairs & Maintenance (“R&M”): This expense is for ongoing R&M as needed, and is estimated
to be 10% of the lease payment.

Page 22
 • Supplies: Supplies consist of general and office supplies; this includes paper, customer feedback
forms, business cards, and take‐out menus.
• Telephone & Utilities: This comprises of expenses such as phone lines, internet services,
electricity, water, and gas.
Please refer to the Financial Plan spreadsheet analysis for further details over the above expense
balances. With the exception of start‐up expenses (e.g. incorporation costs), operating expenses are
expected to be consistent; however, they have been adjusted for inflation in the Financial Plan.

4.11 Cost of Goods Sold

The cost of goods manufactured consists of direct materials required to produce The Noodle Box menu
items. Please refer to Appendix A for a sample menu and Appendix B for the ingredients required, both
of which are based on Franchise requirements. The target gross profit margin will be 60%, thus, the cost
of goods manufactured will be approximately 40% of total sales.

5.0 Human Resources Plan

5.1 Labour

Management Expertise

The manager and assistant manager should have past management experience in the fast food/
restaurant industry. We are seeking motivated and hardworking individuals that have the leadership
skills necessary to promote The Noodle Box’s Philosophy. The manager will be paid a salary of $40,000
per year and the assistant manager will be paid a salary of $30,000 per year. We will also need to hire a
supervisor to work when the manager and assistant manager are not working.

Staff

We are seeking upbeat, motivated and hard working individuals to join our staff as cashiers and wok
chefs. We will need to hire approximately 6 wok chefs and 3 cashiers, all on a part‐time basis. Please
refer to the Employee and Management Responsibilities sections within “Daily Operations” of the
“Operations Plan” for daily required duties.

Page 23
A detail of the job descriptions are provided in Appendix F.

5.2 Staff and Management Costs

Below is a summary of the total annual staff hours required to run the restaurant and the projected 5
year payroll expenses. This is based on the projections of staff required during the busy peak and non
peak hours in Appendix G.

Summary of hours and labour costs

Total Hours Salary/ Wage rate

Manager 2,080 $40,000 / year
Assistant Manager 1,872 $30,000 / year
Supervisor 416 $13.25 / hour
Wok‐Chefs 6,552 $11.25 / hour
Cashiers 4,004 $9.25 / hour
Total labour hours 14,924

Five Year Projection of Salary and Wage Expenses

Year 1 Year 2 Year 3 Year 4 Year 5
2011 2012 2013 2014 2015
Salary and wages
Manager 40,000 40,800 41,616 42,448 43,297
Assistant Manager 30,000 30,600 31,212 31,836 32,473
Supervisor 5,512 5,622 5,735 5,849 5,966
Wok‐chefts 73,710 75,184 76,688 104,296 106,381
Cashiers 37,037 37,778 38,533 39,304 40,090

Benefits
Employment insurance 4,511 4,601 4,693 5,419 5,527
Canada pension plan 9,220 9,404 9,592 11,075 11,296
Workers compensation 3,725 3,800 3,876 4,475 4,564
Holiday pay 10,746 10,961 11,180 12,908 13,166

Total payroll expenses 214,461 218,750 223,125 257,609 262,762

Page 24
5.3 Human Resource Strategy

THE NOODLE BOX PHILOSOPHY

At The Noodle Box, our goal is to:

* serve freshly prepared, high‐quality food at affordable prices;

* develop and maintain good customer relations;
* integrate environmental responsibility into our daily practice;
* respect all employees, and encourage and invest in their professional development;
* foster a positive work environment;
* provide an upbeat, vibrant atmosphere for customers.

We keep these principles top of mind and continuously strive for ways to improve and
enhance our practice to ensure we conduct ourselves ethically and responsibly.

THE NOODLE BOX CORPORATE SOCIAL VALUES

The Noodle Box values staff as its primary asset. We believe in basing our staffing relations
on positivity, trust, respect, and open communication.

We want our staff to experience success in their work, develop skills and be in an
environment that encourages growth and confidence.

The Noodle Box provides a positive, upbeat, vibrant atmosphere for all staff to work in. We respect all
employees and encourage and invest in their professional development. Flexible shifts will be offered to
attract staff. One of the benefits of working at The Noodle Box is the 50% discount on food for staff
during their shifts.

Training Programs

As part of the franchise agreement, trainers from the corporate head office will fly to Saskatoon to
provide a 10 day intensive training course to the manager, assistant manager; specific days during the
training course will be set for the wok chefs along with management to learn the aspects of preparing
each dish.

Page 25
During the training course, the manager and assistant manager will learn the secrets to operating a
successful Noodle Box franchise, how to train and manage employees and utilize the Point of Sale
systems. The manager and assistant manager will also join the wok chefs in learning all the aspects of
preparing each dish.

Ongoing support is provided by The Noodle Box head office to the manager to ensure that the
restaurant is running according to The Noodle Box’s standards. Any additional training for the
employees will be provided in‐store by the manager or assistant manager.

Seminars aligning with our Noodle Box philosophy covering topics ranging from customer service,
cooking, food safety, understanding different types of Asian foods and environmental responsibility will
be regularly provided to all staff.

Projected Training Expenses

Year 1 Year 2 Year 3 Year 4 Year 5

2011 2012 2013 2014 2015
Training
expenses $6,000 $3,000 $3,060 $3,121 $3,184

Organizational Chart

Manager

Assistant Manager

Supervisor

Wok Chefs Cashiers

Page 26
6.0 Financial Plan

6.1 Overview

The financial plan includes 10 year financial projections (see the attached excel file) under the base, or
expected, case as well as best case and worst case scenarios. The expected case projections are based
on market and supplier research conducted above under the marketing, operations and human resource
plans. In examining the scenarios it is important to note that anticipated capacity for this location is
approximately 225 meals per day. The primary factor to consider in conducting a sensitivity analysis are
the number of meals per day which is comprised of both the anticipated number of meals per day
during the first year of operations as well as the rate of growth and market penetration over the
following years. Our expected scenario indicates an internal rate of return of 16% which correlates to a
positive net present value at a 15% required rate or return. This is due to the low competitive
environment for healthy Asian fast‐food in Saskatoon and, in particular, on 8th Street.

6.2 Economic Forecast

In preparing these financial projections, a 2.0% rate of inflation has been assumed. This rate of inflation
impacts both revenues and most costs.

The interest rate on long‐term debt has been forecast at an expected average rate of 6.0% based on the
currently low prime rate.

Expected growth is projected at 20% for the first couple years after which growth begins to taper off by
5.0% per year down to 2.0% expected growth in year 8. This is based on anticipated rates of market
acceptance and penetration.

6.3 Financing and Debt Amortization

The financing is planned at 50% shareholder loans and 50% bank financing to raise the $550,000
required for start‐up. The bank financing is anticipated to be amortized over 15 years and additional
financing will be taken out for the leasehold improvement upgrades in years 5 and 10. It is anticipated
that the shareholder loans will be repaid between years 4 and 8 at $40,000 per year.

Page 27
If actual results tend more towards the best case scenario, then the shareholder loans can be repaid
more quickly. If results tend more towards the worst case scenario, then the shareholders will be
required to inject additional capital to fund losses; assuming they choose to continue with the business.

6.4 Investment and Risk Analysis

The Noodle Box represents a unique opportunity in Saskatoon, and particularly on 8th Street, where
there is a relatively low level of competition in the healthy Asian fast‐food market. However, as this
does represent a new offering to the market, it does carry with it a certain level of risk. There is also a
certain level of risk attached to opening a restaurant in general, given the capital investment required
without any guaranteed sales; this risk is mitigated somewhat by the fact that The Noodle Box has
franchise support that will improve the chances of success by providing advice and guidance to avoid the
pitfalls and difficulties experienced by the first stores in Vancouver and Victoria. Therefore, the overall
required rate of return for this business has been assessed at 15%.

Under the expected scenario, the Company will experience a loss in year 1 and will not experience a
profit until year 5. This is due to the time it takes to build awareness and acceptance in the market and
increase market penetration. Over a 10 year period the Company will have a positive net present value
and an internal rate of return of 16%.

The best case scenario provides for increased market acceptance in the first year and faster growth rate
due to quicker growth in market awareness and penetration. Accordingly, capacity is reached in year 5
under the best case scenario as opposed to year 8 under the expected scenario. The best case scenario
provides a net present value of approximately $385,000 and an internal rate of return of 33%.

The worst case scenario would result from relatively weaker market acceptance in the first year and
slow growth in awareness and penetration. As a result, sales are significantly below capacity under the
worst case scenario, even through year 10. The worst case scenario results in a significantly negative
net present value with an internal rate of return of only 2%.

Anticipated results generate a rate of return that satisfies the required rate of return, accompanied by
the possibility of expansion to a second location once market acceptance and brand awareness has been
built. Accordingly, we are excited to pursue this opportunity to bring The Noodle Box to Saskatoon!

Page 28
7.0 References

Farrell, Maureen. How to Run a Restaurant: Permits. February 2, 2007. Forbes.com

http://www.forbes.com/2007/02/02/restaurant‐liquor‐license‐ent‐manage‐
cx_mf_0202fundamentalspermits.html (accessed June 27, 2009).

Farrell, Maureen. How to Run a Restaurant: Start‐up Costs. February 2, 2007. Forbes.com
http://www.forbes.com/2007/02/02/visa‐american‐express‐ent‐manage‐
cx_mf_0202fundamentalscosts.html (accessed June 27, 2009).

MonkeyDish. The meat goes on. Ideal Media. http://www.monkeydish.com/2000053123025/trade‐

secrets/the‐meat‐goes‐on.html (accessed June 27, 2009).

The Noodle Box. The Noodle Box | Southeast Asian Noodle Bar and Restaurant Victoria and
Vancouver BC Canada. The Noodle Box Copyright 2009. http://www.thenoodlebox.net/ (accessed
June 27, 2009).

Wok Box. Wok Box – Franchise Information K it. 2008 Wok Box. http://www.wokbox.ca/franchise‐
info/documents/wokboxfran.pdf (accessed June 27, 2009).

Page 29
Appendix A: Menu

A sample menu featuring our tasty Noodle Box dishes is found on the next page.

Page 30
 Saskatoon 384-1314 The Noodle Box.
2311 8th St East
All taxes included in prices Saskatoon

Appetizers Stirfry
VIETNAMESE SPRING ROLLS (4) BLACK BEAN AND GARLIC (available with rice)
House made Pork Spring Rolls, served with cilantro and Hokkein noodles, wok fried with garlic, peppers, asian
lettuce for rolling, and nouc cham for dipping.     greens, sprouts, herbs and black bean sauce.
$8.50 Available with: Chicken, Pork, Beef or Tofu $9.50
Prawns $10.50
INDONESIAN STYLE SATAY (6) Combination $11.50
Chefs choice, skewered and grilled, served with
complementary dipping sauce.    
THAI STYLE CHOW MEIN
Thin egg noodles wok fried with sprouts, crushed peanuts,
$8.50
peppers, cilantro, green onion and a light soy and ginger
sauce.
MALAY STYLE ROTI BREAD (2)
Available with: Chicken, Pork or Tofu $9
Fried puff paratha served with a spicy curry sauce.     
Prawns $10
$7 Combination $11

FRIED DUMPLINGS (6) TERIYAKI BOX (available with rice)

Pork or Vegetable, served with ponzu sauce. Thick Japanese udon noodles, wok fried with garlic, peppers,
$6.50 asian greens, sprouts, green onion and a sweet and mild

Soup & Curry

TOM YUM SOUP
Hot and sour broth, with rice noodles, mushrooms, peppers,
asian greens, sprouts and herbs.
Available with: Chicken, Pork or Tofu $9
Prawns $10
Combination $11
SINGAPORE CASHEW CURRY (available with rice)
Mild curry spices, with toasted cashews, coconut milk,
peppers, asian greens, herbs, and ribbon noodles.
Available with: Chicken, Pork or Tofu $11
Prawns $12
Combination $13
CAMBODIAN JUNGLE CURRY (available with rice)
Spicy curry broth with rice noodles, simmered with ginger,
mushrooms, peppers, asian greens, sprouts and finished with
mango, herbs and lime.
Available with: Chicken, Pork or Tofu $10
Prawns $11
Combination $12
THAI GREEN CURRY (available with rice)
Fragrant housemade curry, simmered in coconut milk and
lime, with rice noodles, bamboo shoots, sprouts and herbs.
Available with: Chicken, Pork or Tofu $9.50
Prawns $10.50
Combination $11.50
MALAYSIAN LAMB CURRY
A traditional slow cooked lamb curry, medium spiced, served
with a roti bread, Jasmine rice and cucumber Raita.
$14
teriyaki glaze.
Available with: Chicken, Pork, Beef or Tofu $10.50
Prawns $11.50
Combination $12.50
SPICY PEANUT BOX (available with rice)
Indonesian style peanut sauce, wok fried with peppers, asian
greens, crushed peanuts, herbs, sprouts, coconut milk and
lime on ribbon noodles.
Available with: Chicken, Pork or Tofu $11
Prawns $12
Combination $13
NOODLE BOX CHILI PLUM (available with rice)
Hokkein noodles, wok fried with peppers, asian greens,
sprouts, and green onion, tossed in our own sweet chilli plum
sauce.
Available with: Chicken, Pork or Tofu $9.50
Prawns $10.50
Combination $11.50
MALAY STYLE FRIED RICE (Nasi Goreng)
Jasmine rice, wok fried with prawns, chicken and egg with
mild curry spices, asian greens, sprouts and herbs.
$11  
KIDS NOODLE BOX
Thin Egg Noodles, with sprouts and green onion, flavoured
with a light soya sauce. (Veg. Optional)
Available with: Regular / Plain $5
Vegetable $5.50
Chicken or Tofu $6
Extras
SIDE OF RICE $3 / $2

Upgrades $3 for single side of rice or $2 with any meal

NO CARB BOX $3
PREMIUM PROTEIN market $ EXTRA VEGETABLES $2
Locally sourced and seasonal. Upgrade any box. EXTRA CASHEWS / PEANUT SAUCE $1.50
DOUBLE MEAT $3.50 1 DISH SPLIT INTO 2 BOXES $1
BROWN RICE OPTION $2 SUBSTITUTIONS/MODS $0.50

Please note our food may contain traces of nuts, seafood, heat and msg, inform your server of any allergies.
Appendix B: Ingredients Listing

Type of Ingredient Ingredient Listing

Meats Chicken, pork, prawns, lamb
Meat substitutes Tofu
Vegetables Lettuce, mushrooms, peppers, Asian greens, bamboo shoots, green onion,
cucumber raita, sprouts
Fruits Mango, lime
Seasonings and herbs Nouc cham, ponzu, curry spices. coconut milk, ginger, garlic, cilantro
Sauces Black bean sauce, soy sauce, fish sauce, ginger sauce, sweet chili plum sauce,
chili oil
Noodles, grains, and Spring rolls, roti bread, rice noodles, ribbon noodles, jasmine rice, brown
breads rice, hokkein noodles, egg noodles, udon noodles.
Other Eggs, cashews, peanuts

Page 32
Appendix C: Site Plan at 2311B 8th Street East

Page 33
 Appendix D: Floor Plan
Door for receiving deliveries Emergency Exit

Door Door
Freezer
Men’s washroom

Counter and shelving

Fridge

Office
Women’s
washroom

Along the
wall bench, Windows
Preparation stations

Tables, Chairs
Open wok

Overhanging
bar and stools

Self‐serve Point of
condiment Sale
and purified System
Recycle
water Benches
and
station for
Garbage
customers
to sit Cans
Garbage
when
Can
waiting
for take

Entrance
Windows Windows

Page 34
Appendix E: Sample Survey

Marketing Research Survey – Asian‐style cuisine fast food in Saskatoon

1. Have you ever eaten Asian‐style cuisine? Yes_____ No_____

2. If the answer in Question 1 is yes, how often do you normally eat Asian‐style cuisine?
a. More than once a week ____
b. Once a week ____
c. Once every two weeks ____
d. Once a month ____
e. Less than once a month ____

3. If the answer in Question 1 is no, are you interested in trying Asian‐style fast food?
Yes ____
No ____ if no, why not? _________________________________________________

4. Which fast food establishment on 8th street do you frequent the most?
a. McDonalds / Wendy’s
b. Quizno’s / Subway
c. Other ___________________________
d. I don’t eat fast food

5. What is your annual income:

a. Below $30,000 _____
b. $30,000 ‐ $60,000 _____
c. Above $60,000 _____
d. Prefer not to say ____

6. What is your gender? F ___ M ____ Prefer not to say ____

7. What is your age

a. Below 18 ___
b. 18‐29 ___
c. 30 – 49___
d. 50 + ___
e. Prefer not to say ___

Page 35
Appendix F: Detail of Job Responsibilities
One Manager
Salary: $40,000
ƒ Oversee staff
ƒ Monitoring inventory usage, placing orders for food, beverage and non‐food supplies
ƒ Ensure restaurant kept up to health codes and Noodle Box standards
ƒ Recruit, hire, and train/oversee training for all staff
ƒ Schedule work hours for all staff, prepare payroll
ƒ Maintain budget and pay bills
ƒ Perform record keeping tasks
ƒ Total receipts and balance against sales, deposit receipts, open or lock facility
ƒ Manage catering orders and monthly invoicing of corporate accounts
ƒ Fully trained in all positions to help out during peak periods
ƒ Promoting Noodle Box’s Philosophy through strong leadership skills
ƒ Dedicated to continuous improvement of Noodle Box’s operations

One Assistant Manager

Salary: $30,000
ƒ Oversee staff
ƒ Monitoring inventory usage, placing orders for food, beverage and non‐food supplies
ƒ Ensure restaurant kept up to health codes and Noodle Box standards
ƒ Help recruit, hire, and train/oversee training for all staff
ƒ Total receipts and balance against sales, deposit receipts, open or lock facility at end of day.
ƒ Fully trained in all positions to help out during peak periods
ƒ Promoting Noodle Box’s Philosophy through strong leadership skills
ƒ Dedicated to continuous improvement of Noodle Box’s operations

One Supervisor
Wage: $13.25 per hour
ƒ Oversee staff
ƒ Ensure restaurant kept up to health codes and Noodle Box standards
ƒ Total receipts and balance against sales, deposit receipts, open or lock facility at end of day
ƒ Fully trained in all positions to help out during peak periods

Ten Part­time Wok Chefs

Wage: $11.25 per hour
ƒ Food preparation and cooking to Noodle Box standards
ƒ Follow health regulations in the preparation of food
ƒ Clean up of restaurant and dining area

Page 36
Appendix F: Detail of Job Responsibilities (Continued)
Four Part­Time Cashiers
$9.25 per hour
ƒ Take and call out orders
ƒ Process transactions through the Point of Sale system
ƒ Clean up and organizing of dining area
ƒ Restocking self‐serve condiment stations

Page 37
Appendix G: Required Staffing Hours
Assistant
Manager Manager Supervisor Cashier Wok Chef's
# Staff required 1 1 2

Shifts 10:00

Monday – Friday 11:00

12:00

1:00

2:00

3:00

4:00

5:00

6:00

7:00

8:00

9:00

10:00

Total Daily hours 8 4 0 11 18

Monday to Friday Total Hours 40 20 0 55 90

Assistant
Manager Manager Supervisor Cashier Wok Chef's
# Staff required 1 1 2

Shifts 10:00

Saturday & Sunday 11:00

12:00

1:00

2:00

3:00

4:00

5:00

6:00

7:00

8:00

9:00

10:00

Total Daily hours 0 8 4 11 18

Saturday and Sunday Total Hours 0 16 8 22 36

Total Weekly Staff Hours 40 36 8 77 126

Total Yearly Staff Hours 2,080 1,872 416 4,004 6,552

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