No 10 Cafe Business Plan

No 10 Café – Team B MGMT 600 - 61659

2013

ContentsExecutive Summary 4

Industry Review 6

Regulation Review.......................................................................................................................8

Type of Business......................................................................................................................8

Start-up Regulations.................................................................................................................8

On-going Regulations...............................................................................................................9

New FDA Rules.......................................................................................................................9

Competitive Analysis.................................................................................................................10

Direct Competition.................................................................................................................11

Indirect Competition..................................................................................................................14

SWOT Analysis.........................................................................................................................15

Strengths.................................................................................................................................15

Weaknesses............................................................................................................................16

Opportunities..........................................................................................................................18

Threats....................................................................................................................................18

SWOT Analysis (Chart).........................................................................................................20

Risk Management Plan..............................................................................................................21

Conclusion.................................................................................................................................22

Marketing Plan 23

Product and Service Concept.....................................................................................................23

Target Market and Segmentation...............................................................................................25

Target Market.........................................................................................................................26

Geographic.............................................................................................................................26

Demographics.........................................................................................................................26

Psychographic........................................................................................................................30

Value Proposition.......................................................................................................................32

Pricing Strategy..........................................................................................................................34

Sales and Marketing Strategy....................................................................................................41

Operations Plan 49

Page 2

Day to Day Operations...............................................................................................................49

Human Resources......................................................................................................................54

Facilities and Equipment............................................................................................................56

Technology Plan........................................................................................................................59

Management Team.....................................................................................................................60

Organization Chart.....................................................................................................................64

Management Team Gaps...........................................................................................................65

Appendix A – Menu...................................................................................................................67

Appendix B – Daily Operations Guides....................................................................................69

Appendix C – Equipment Breakdown.......................................................................................73

Appendix D - Resumes..............................................................................................................75

Financial Plan 86

Start-up Funding........................................................................................................................86

Use of Funds..............................................................................................................................86

Sales Forecast.............................................................................................................................87

Cash Flow..................................................................................................................................87

Balance Sheet / Income Statement.............................................................................................88

Income Statement and Assumption Explanations......................................................................90

Break Even Analysis..................................................................................................................92

Valuation After Five Years........................................................................................................93

Exit Strategy...............................................................................................................................94

Work Cited 96

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Executive Summary

No 10. Café will be an entirely gluten free casual dining restaurant located at The Oasis on

Lake Travis, 6550 Comanche Trail, Austin TX, 78732. No 10 Café will be organized as an S

Corporation. Its mission is to serve fresh organic meals to the gluten intolerant, Celiac disease

sufferers, the health conscious, as well as their friends, colleagues and loved ones in a relaxed yet

chic dining environment. No 10 Café will begin as a start up in early 2014, beginning operations

in a bustling shopping area with a ready-made kitchen and facilities.

No 10 Café will focus on menu items made with ingredients from local farms and butchers

such as Brother’s Produce and Slanker’s Grass-Fed Meats. The menu is poised to promote

health, advertise community partnerships, and appeal to those avoiding gluten and their non-diet

restricted companions alike. No 10 Café will offer lunch and dinner throughout the week,

adding in a specialty breakfast and brunch over the weekends.

Austin possesses a few key unique opportunities that make it the perfect location for No 10

Café to begin operations. The tourist traffic from major events, such as South By Southwest and

the Austin Film Festival, the students at Texas State University, as well as the active gluten free

community on ATX Gluten Free Online all present abundant opportunities for claiming market

share. No 10 Café’s target market is Austin’s health conscious population including adults

young to middle age, single and with families, students and professionals, athletes, and those

who value organic healthful food.

Research indicates that competition is abundant and yet not meeting demand. Few

restaurants can guarantee food free from cross contamination, many have poor reviews of gluten

free food quality, and dining experiences are inconsistent at best. No 10 Café is well positioned

to gain market share by responding to these conditions and offering an exciting, fresh alternative.

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No 10 Café’s physical location is amongst many attractions and shops at The Oasis, and

will offer gorgeous views of Lake Travis. Marketing will begin online and in social media with

Austin’s already tightly knit gluten free virtual community. There will also be a mixed media

marketing campaign launch on radio, billboards, local newspapers, and take out menu flyers. No

10 is positioned for success in the current market by offering an entirely gluten free kitchen, a

friendly, yet sophisticated dining experience, and dedicated partnership with other local area

businesses/institutions.

All founders of No 10 Café have excellent track records for management and sales success.

Detailed in our operations plan, the Front of House and Back of House managers as well as the

Head Chef will be dedicated to a superior dining experience, high quality local organic food,

while maintaining cost control for maximum revenues. The Head Chef will specifically have

expertise in gluten free cooking and baking to ensure consistent, tasty menu items.

Financial projections indicate that No Café’s final valuation value at 5 years to be

$397,686.29 and for the dividend pay out to equal $400,000.00. Strategic options for exit

include: (1) Selling their shares to one or more of the existing partners; (2) Going Public – owner

may choose the IPO option by selling shares on the public stock market. Based on the forecasted

revenue stream and profitability the IPO would generate revenues for shareholders that are

significantly higher than their initial investment; (3) Put the entire company up for sale to

another company or group of investors at a price that will yield acceptable profits to investors.

By doing so, the original investors will relinquish ownership in the company in exchange for

cash. No 10 Café requires an initial capital investment of $300,000.

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Industry Review

No 10 Café, an entirely gluten free full service dining establishment, will be well positioned

to take advantage of the currently expanding market for allergy-friendly food service. “The

[Celiac Disease] foundation says about one in 133 Americans has celiac disease, or more than 2

million people. That's compared to roughly 9 million vegetarians and about 25 million diabetics

in the United States,” (Thorn, 2011). As awareness of the harmful effects of gluten, the protein

found in wheat, barley, and rye, increases, more and more Americans are eliminating gluten from

their diet. “In 2010, 20 percent of U.S. consumers said they were trying to cut down on gluten in

their diets, and 7 percent said they were trying to avoid it completely, according to The NPD

Group's Dieting Monitor,” (Thorn, 2011). The market is solid and growing. “Industry analysts

predict that sales of gluten-free food will exceed $5 billion by 2015,” (Marcial, 2011). No 10

Café will be opening its doors at a time when the demand for gluten free options is on the rise.

In fact, “according to the Association’s 2013 Restaurant Industry Forecast. Top culinary themes

include children’s nutrition (#3), gluten-free cuisine (#4) and health /nutrition (#5). Other menu

trends include local sourcing,” (National Restaurant Association, 2013). No 10 Café’s mission

and business model fall right in line with the growing trend in the restaurant industry.

No 10 Café’s first location will be located in Austin, TX. Texas overall is currently

experiencing success in the restaurant industry, and the future outlook is positive. “The food

industry has been one of the fastest growing industries in Austin, with an increasing amount of

national and international critical acclaim, and is poised to be one of, if not the most, valuable

growth sectors for the Austin economy,” (Austin Food for Life, 2013). In fact, the expectation is

that the Texas restaurant industry will generate $40.8 billion dollars in sales this year, a 5%

increase from 2012,” (National Restaurant Association, 2013). In their recent survey, they found

most restaurant operators were projecting in an increase in sales for the coming year. The most

Page 6

confident were fine-dining establishments, but “casual-dining operators are only slightly less

bullish: 48 percent expect business to improve this year, and just 8 percent anticipate lower

sales,” (National Restaurant Association, 2013). Because of the rising trend in gluten free food

options, and especially in Austin where there is an established population of individuals who

have demonstrated that there is a huge demand for more variety in gluten free, No 10 Café can

expect gain market share and be in a good position for growth in the coming years, expectations

as they are. In fact, in the national Restaurant Association’s annual survey of “What’s Hot in

2013,” gluten free cuisine was ranked number 8 out of the top 20 emerging trends, (NRA, 2013).

That rank has been rising for several years now.

The community in Austin offers the specific target market that No 10 Café is aiming to

attract. “People on the gluten-free diet have long desired more variety in the market,” (Alissa,

n.d.). While there is competition in Austin, and quite a bit of it, it establishes that there is already

a strong community of patrons to call upon. In fact, the majority of competitors who offer gluten

free options have only existed for less than a decade. The oldest entrant into the market started

up the as recently as 1982. It is still a relatively young and emerging trend; the market is still in

its infant stages. This presents great opportunity to grab substantial market share, as there is

plenty of unmet demand for variety and entirely gluten free establishments. There will be

continued and increasing need for these offerings as “beyond medical reasons, gluten-free diets

have become a lifestyle choice, popularized by professional athletes like Green Bay Packers

running back James Starks and celebrities like Kim Kardashian,” (Akeny, 2011). Austin is

known for its population of health conscious and alternative lifestyle individuals, No 10 Café

will be the perfect fit to align with those values and maximize on the popularity of gluten free

living.

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Regulation Review

Type of Business

No 10 Café will be organized as an S corporation. This will allow for the founders to enjoy

limited liability and for the company to have independent life. The flexibility for No 10 Café to

grow and expand regardless of future changes in the shareholders provides extra protection and

opportunity for the shareholders that remain. Also, it allows for founders to write off business

expenses and avoid double taxation of wages and other income from total revenues. Holding

shareholder meetings with detailed minutes and maintaining updated records will be well worth

the effort for the advantages of incorporating in this manner. It will also ensure accountability on

the part of all shareholders, including maintaining appropriate salaries to meet audit

requirements. No 10 Café’s founders “must file the Form 2553 to elect "S" status within two

months and 15 days after the beginning of the tax year or any time before the tax year for the

status to be in effect, “(SBA.gov, 2013).

Start-up Regulations

Prior to opening, all restaurants to be established within the Austin city limits are required to

submit to the Change of Ownership Inspection or the Plan Review Process (Austin-Travis county

Health & Human Services Department p3). Since No 10 Cafe is a new restaurant taking

residence in an existing space, the Plan Review Process is to be applied. The first course of

action is to complete the Health Plan Review Application form (Food Enterprise Plan Review

Application) with the following items included:

1. $250.00 dollar fee for a restaurant >10,000 sq. feet

2. Plans (see application for details)

3. Site Plan Location of Building

4. Manufacturer Specification Sheets

5. Proposed Menu

Page 8

6. Equipment List

Once the initial application has been processed, the health inspector for the area will

coordinate an inspection of the facilities. This inspection will be the final inspection prior to a

Certificate of Occupancy (CO) being issued. During this time approvals for building permits,

industrial waste and fire inspections must be coordinated with the appropriate departments (see

Austin-Travis county Health & Human Services Department). Once the permits have been

approved and the CO has been issued, the restaurant will be allowed to open.

On-going Regulations

The Certificate of Occupancy (CO) permit must be renewed annually and at this time, the

listing of employees with their designation is required. Designations must be: Food Handler,

Food Manager or Non-Food Handler. The City of Austin requires a minimum of one employee

to maintain current certification of Food Manager (Food Manager Certificate of Reciprocity &

Replacement Copy Application). The rest of the employees can be classified as Food Handlers

(Food Handler Registration Application) or Non-Food handlers. Each of these designations is

identified in the General Design section of the Process Flow and is the responsibility of the

employee to maintain (i.e. – keep current/valid).

New FDA Rules

As the rise in gluten free labeling as a marketing tool continues, the Food and Drug

Administration has sought to enact new rules to ensure standard labeling and quality

benchmarks. Specifically, “the new federal definition, effective Sept. 4 with a compliance date

of Aug. 5, 2014, would standardize the meaning of “gluten-free” claims across the food industry,

the FDA said. In order to use the term "gluten-free" on labels, the food items must meet all of the

requirements of the definition, including that they must contain less than 20 parts per million of

gluten,” (National Restaurant Association, 2013).

Page 9

According to the final rule, the FDA indicated that:

• Foods that inherently do not contain gluten, such as raw carrots or grapefruit juice, may use the ‘‘gluten-free’’ claim.

• Foods with any whole, gluten-containing grains, like spelt wheat, as ingredients may not use the claim;

• Foods with ingredients that are gluten-containing grains that are refined, but still contain gluten, such as wheat flour, may not use

the claim, but

• Foods with ingredients that are gluten-containing grains that have been refined in such a way to remove the gluten, like wheat

starch, may use the claim, as long as the food contains less than 20 parts per million of gluten, or has less than 20 milligrams of gluten per kilogram. (National Restaurant Association, 2013).

No 10 Café will have the opportunity to begin its business venture already in compliance

with these latest updates, well in advance of the deadline. In order to comply with new rules, No

10 Café will partner with our suppliers to ensure transparent labeling, and that all new standards

are being met. Since No 10 Café will focus on foods made from scratch, ingredients will be

more easily controlled for contaminants. The chef, manager and staff will all receive additional

training in the new regulations to ensure that all inventories meet the new standards at all times,

and that servers are informed for any customer concerns on the issue.

Competitive Analysis

No 10 Café will be located at The Oasis on Lake Travis, 6550 Comanche Trail, Austin TX,

78732. This unique and customizable space is known as the Sunset Capital of Texas. The Shops

at Oasis provide excellent foot traffic and exposure for No 10 Café. The restaurant will be in

good proximity to Universities, Recreation Areas, and The Austin Convention Center, on a major

thoroughfare in a bustling neighborhood. The Gluten Free Market in Austin Texas is thriving,

with several options available to the gluten intolerant consumer.

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Direct Competition

Wildwood Bakehouse, 3016 Guadalupe Street

Hours: Monday-Saturday, 10:00AM - 9:00PM Sunday (Brunch Buffet), 9:00AM - 2:00PM

Popular Menu Items: Brunch Buffet, Chicken Fingers, Calamari

Specializes in: Gluten-free bakery items, café, and catering. Wildwood bakery will be No 10 Café’s toughest competition as they currently advertise being the only entirely gluten free kitchen in Austin. For over ten years, they have offered an array of gluten free foods and handmade baked items. Reviews indicate a lot of popularity, and that the food is overall very tasty and of high quality. Major complaints center around poor and uncoordinated service. No 10 Café’s advantage over Wildwood Bakery will need to stem from a consistent dining experience. No 10 Café management will be highly vigilant not only in training staff to deliver exceptional customer service, but will also maximize on efficiency by following a strict operational outline. If No 10 Café can deliver an exciting menu, safe for Celiacs but tasty for their friends and family, and orchestrate a successful dining area; it will be the first choice in gluten free dining in Austin. Wildwood could respond by competing for market share by running a special menu or promotional pricing, increasing their advertising, or incentivizing positive customer reviews.

www.wildwoodbakehouse.comhttp://www.yelp.com/biz/wild-wood-bake-house-austin-2

Koriente Restaurant, 621 East 7th Street

Hours: Monday-Friday, 11:00AM - 9:30PM Saturday, 1:00PM - 9:30PM Sunday 11:00AM - 9:30PM

Popular Menu Items: Hummus Roll, Koriente Curry

Specializes in: Asian inspired healthy, affordable dishes. Koriente has a gluten free menu, and also caters to vegetarian/vegan diners. Its inception was in 2004 and Koriente appears to be in the middle of an upswing in popularity. Reviews are overwhelmingly positive for Koriente. It is seen as a low cost healthy option in the Austin market. The only major complaint is about the insufficient parking available; a big disadvantage for the current location, but it could serve as rationale for expansion. No 10 Café’s major advantage over Koriente is the variety on the menu. Many Asian restaurants who serve rice noodles or sushi can claim to have gluten free items, so what they offer is not specifically unique for gluten free consumers. Also, No 10 Café’s fresh local American fare will be better suited to groups who have a gluten free member, but who do not all want an Asian dish. Koriente may respond by creating new menu items to compete with No 10 Café.

http://www.koriente.com/http://www.yelp.com/biz/koriente-austin

Brick Oven Restaurant, 12th & Red River, Jollyville and Braker, Brodie and Slaughter

Page 11

http://www.yelp.com/biz/koriente-austin

http://www.koriente.com/

http://www.yelp.com/biz/wild-wood-bake-house-austin-2

http://www.wildwoodbakehouse.com/

Hours: Monday-Saturday, 11:00AM - 10:00PM Sunday, 11:00AM - 9:00PM

Popular Menu Items: Pasta, Spinach Ravioli, Chicken, Manicotti, Chipotle Penne

Specializes in: Casual Italian Dining. Brick Oven Pizza touts that one of their location general managers, who has been with the restaurant since its opening in 1982, is a “fellow celiac.” The offer gluten free versions of all of their pizzas (only in size medium), but cannot offer an entirely gluten free cooking or dining environment, and they include a disclaimer on their website that they cannot guarantee safety for Celiac consumers. Yelp reviews indicate that the gluten free crust is subpar, and there are several complaints overall about the food quality and the atmosphere is in need of an update. No 10 Café will offer a larger selection of gluten free items, and be able to guarantee safety for severe celiac sufferers. With an experienced chef, who knows how to prepare delicious gluten free pizza crust (among other Italian inspired dishes), No 10 Café will be the restaurant of choice compared to Brick Oven. They may respond by changing their pizza dough recipe and follow their effort up with increased advertising for their new improved gluten free crust.

http://brickovenaustin.com/gluten-free-austin/http://www.yelp.com/biz/brick-oven-restaurant-austin-5

Mr. Natural, 1901 E. Cesar Chavez Street, 2414 – A South Lamar, 205 E. Rundburg Ln

Hours: E. Caesar, Monday-Saturday 8:00AM - 8:00PM South Lamar, Monday-Saturday 9:00AM - 9:00PM East Rundberg, Monday-Saturday 8:00AM - 7:00PM

Popular Menu Items: Potato Flautas, Meatless BBQ sandwich, Gluten Free Dark Chocolate Muffin

Specializes in: Healthy Vegetarian/Vegan Wheat/Gluten Free restaurant items, bakery, juice bar and store. Mr. Natural as offers Yoga and Meditation classes. Yelp reviews indicate that food and baked items are very popular and quite tasty. The Mexican food on the menu stands out as the most positively reviewed. Major complaints center around poor or sloppy service. While No 10 Café and Mr. Natural will certainly attract some of the same target market, No 10 Café will provide a more distinguished dining experience. The gluten free consumer does not necessarily want to dine with the Yoga class traffic and the grab and go customers Mr. Natural is aiming for. When a gluten free customer in Austin wants a casual chic dining experience, No 10 Café will provide. Mr. Natural may attempt to compete with a remodel or expansion of the dining area to create a more sophisticated dining environment.

http://www.mrnatural-austin.com/index.php?option=com_content&view=frontpage&Itemid=1http://www.yelp.com/biz/mr-natural-austin

Steeping Room, 11410 Century Oaks Terrace

Hours: Monday-Thursday 8:00AM – 9:00PM Friday-Saturday 8:00AM-10PM

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http://www.yelp.com/biz/mr-natural-austin

http://www.mrnatural-austin.com/index.php?option=com_content&view=frontpage&Itemid=1

http://www.mrnatural-austin.com/index.php?option=com_content&view=frontpage&Itemid=1

http://www.yelp.com/biz/brick-oven-restaurant-austin-5

http://brickovenaustin.com/gluten-free-austin/

Sunday 10:00AM-8:00PM

Popular Menu Items: Buddha Bowl, Croque Monsieur, Chai Tea

Specializes in: Natural and organic specialty teas, fresh and healthy, vegan/vegetarian, breakfast, lunch and dinner, gluten-free options marked in standard menu. Menu options heavily influenced by cultural origins of the restaurant’s tea selection; a lot of variety. Reviews indicate that most patrons feel the food is exotic, tasty, and many options for gluten free. Complaints are mostly about small dining area, and long waits for tables and food. Again, No 10 Café will have the opportunity to shine in customer service by comparison. Operational efficiency will be key to taking on the Steeping Room, as well as offering a dedicated gluten free kitchen. The Steeping Room may be a nice place to have an unusual tea and an exotic nosh, but it will not provide the dining experience or the Celiac Safety that No 10 Café will. The Steeping Room may compete by creating new menu items for an enhanced dinner menu or remodel to create a different dining experience more on par with that of No 10 Café.

www.thesteepingroom.comhttp://www.yelp.com/biz/the-steeping-room-austin

Thai Fresh, 909 West Mary Street

Hours: Monday-Thursday 8:00AM-9:00PM Friday 8:00AM-10:00PMSaturday 9:00AM-10:00PM Sunday 9:00AM-9:00PM

Popular Menu Items: Gluten-free Chicken and Waffles, Glass Noodle Salad, Pad Thai

Specializes in: Thai inspired café, vegan/gluten-free bakery, Thai grocery and cooking classes. Thai Fresh has been in business since 2008 and advertises using all locally sourced ingredients. Yelp reviews indicate inconsistent service and that the layout of the restaurant is confusing. Food reviews range from impressive to abominable. No 10 Café will have a great opportunity to garner market share by offering more consistency and a more efficient operational plan. No 10 Café’s ability to provide a classic dining experience while also offering locally sourced menu items, and the dedicated gluten free kitchen will be the key differentiators against Thai Fresh. Thai Fresh could respond to No 10 Café by remodeling or revamping their dining space, or changing the clarity of how to navigate the restaurant.

http://thai-fresh.com/http://www.yelp.com/biz/thai-fresh-austin

Snap Kitchen, 4616 Triangle Ave

Hours: Monday-Thursday 7:00AM-9:00PMFriday 7:00AM-8:00PMSaturday 9:00AM-8:00PMSunday 9:00AM-9:00PM

Popular Menu Items: Ginger Chicken Stir Fry, Bison Quinoa Hash, Turkey Chili

Page 13

http://www.yelp.com/biz/thai-fresh-austin

http://thai-fresh.com/

http://www.yelp.com/biz/the-steeping-room-austin

http://www.thesteepingroom.com/

Specializes in: Paleo and gluten free to go prepared meals, salad bar, juice bar, 21 day diet plan membership. Snap Kitchen partners with local farms to bring in fresh organic ingredients which they then handcraft into portion controlled, nutrition labeled, to go meals. Reviews indicate that Snap Kitchen is a convenient option to fit healthy choices into a hectic schedule, and that there is a lot of variety of very tasty food. Major complaints center on prices, many think they are a bit steep. No 10 Café will not be competing on price, but will be competing on dining experience. The gluten free consumer who wants to sit down and be served a nice meal with friends and loved ones is not interested in a 21 day diet plan or the traffic of grab and go customers. Snap and No 10 Café may share crossover health conscious customers, but when they want to enjoy brunch or a nice dinner, No 10 Café will be the clear winner. Snap Kitchen could respond to No 10 Café by running promotional pricing, or expanding to create a dining area.

http://www.snapkitchen.com/http://www.yelp.com/biz/snap-kitchen-austin

Baton Creole, 907 E. 6th Street

Hours: Monday, Wednesday, Thursday, Sunday 12:00PM-12:00AMFriday 12:00PM-3:00AMSaturday 3:00PM-3:00AM

Popular Menu Items: Beignet Skewers, Crawfish and Shrimp Etoufée, Jambalaya on a Stick

Specializes in: Cajun/Creole and Gluten Free, Vegan/Vegetarian lunch, dinner, and late night, food truck. Baton Creole is a newly opened food truck, only having been in operation for not quite yet a year. Reviews of the food are consistently positive, many giving four to five stars. Many patrons comment on the owner, Lynzy, serving the food and being very well liked. Complaints were scarce; in fact only one review out of all thirty-nine was less than four stars. However, a food truck is not competition for a lovely dining experience, and the wait staff at No 10 Café will be held to impeccably high customer service standards as well. The hope is that regular No 10 Café patrons will have the same level of familiarity with the staff as they do with Lynzy, but will not suffer some of the inconsistencies and drawbacks of lining up at a food truck. To respond to the new competition, Baton Creole could expand into a permanent dining space.

http://www.yelp.com/biz/baton-creole-austin

Indirect Competition

Indirect competitors include grocery providers such as Whole Foods, Trader Joe’s, My Fit

Foods, Fresh Plus Grocery and Central Market. All of these stores will offer a variety of gluten

free foods that allow a gluten free patron to enjoy a meal with friends, family, or simply to have

safe personal food options. However, while the gluten free consumer in Austin can enjoy an

Page 14

http://www.yelp.com/biz/baton-creole-austin

http://www.yelp.com/biz/snap-kitchen-austin

http://www.snapkitchen.com/

entirely gluten free meal in their own home with these options, the experience of dining out will

continue to attract market share in this specialized market.

SWOT Analysis

Strengths

As demand grows for gluten free options, many restaurants are offering gluten free menus to

accommodate. One of the major disadvantages, however, for restaurants that house any gluten in

their kitchen, is that cross contamination is more likely. All it takes is a trace of gluten for some

people who are gluten intolerant to become quite ill. If an establishment has a customer get sick,

that consumer is going to warn other members of the gluten free community, and a restaurant’s

credibility is greatly diminished. The Nation’s Restaurant News states that, “the gluten-free

community is close-knit and web savvy, and its members alert each other about where to find

gluten-free food,” (Thorn, 2011). This can work for or against a business. No 10 Café, having

an entirely gluten free kitchen, will have a competitive advantage over those restaurants who still

pose a risk for cross-contamination as there will be no opportunity for wheat ingredients to enter

the establishment.

No 10 Café aims to help the Austin Community stay informed and savvy on trending health

issues with regard to gluten free living as well as organics and sustainability. To ensure this, the

head chef will be not only skilled at the art of gluten free cooking, but will also have a thorough

understanding of Celiac Disease, Celiac Safe ingredients, and healthy nutrition. This knowledge

will extend to all members of the staff, especially servers who will be called upon to be experts

by many patrons. In order to establish credibility, each server must be well versed in these areas

to build trust in all of No 10 Café’s customers.

Part of No 10 Café’s mission is to have a stake in the Austin community by supporting local

farmers and farmer’s markets. Not only will this decrease costs by cutting down on

transportation expense on these ingredients, but it can be used in marketing initiatives to

Page 15

demonstrate how No 10 Café is part of the established community in Austin that values health

and sustainability. As stated by industry expert Christopher Ketcham, “Consumers want to know

where ingredients are coming from, and restaurants are being challenged to offer more healthful

options,” (Ketcham, 2011). No 10 Café will not falter in this initiative, and in addition to

offering knowledge on ingredients, nutrition information will also be made available to

accommodate those who would like quantitative data as well as ingredient information. This all

contributes to the No 10 Café brand as a trusted leader in healthful, sustainable, reliable,

delicious provider of gluten free options for celiac sufferers and the health conscious alike.

Weaknesses

Creating consistently tasty gluten free menu items available is particularly tricky, simply

because gluten free baking and cooking is more delicate processes, with a lot of opportunity for

things to go awry. "Mixing all the flours to get the right consistency without using wheat, it's

time-consuming and labor intensive. That's why the gluten-free breads at stores taste so bad,"

Julie Hoefling (Gelsinger, 2013). In order to get a foothold in the market, the food has to not

only be delicious but very consistent as a majority of customers will likely be regulars who have

more limited restaurant choices. This justifies the need for the chef to be very experienced in

gluten free baking and cooking, and also be very knowledgeable about the disease, and which

ingredients and products will be safe to use in the kitchen.

Profit Margins will be thin at the start; there will be no room for error in the kitchen or the

stock room. Modest purchasing of any perishables will be key, bulk discounts will only be an

option on supplies/hard good etc. Costs for the gluten free items bread items will inevitably be

expensive. For example, a gluten free pizza place found that “good gluten-free pizza dough cost

him $6 for a 10-ounce portion -- about 10 times what the ingredients for regular dough would

cost.” (Thorn, 2011). Because of this, we will not be able to compete on price. Part of why the

restaurant will start in Austin, is that the economy remains strong, and a gluten-free niche Page 16

restaurant will only be successful in a community that can afford it. No 10 Café will need to

save money on lower transportation costs for produce or other items that can be locally sourced,

maximize on recycled materials, and limit operational hours until the true demand is established.

Very strict budgets and limited overhead costs must be maintained for No 10 Café to gain a place

in the gluten free market in Austin and generate the cash flow needed to expand in the future.

Prices will likely need to fluctuate seasonally to adjust for unexpected changes. For example,

fish or meats may need to be listed at “market price” to ensure profitability.

Limited hours of operation will be needed to again ensure that payroll and other operating

costs are kept at a minimum until demand justifies extending them. At the start, breakfast will

only be available on Weekends, the Weekday hours focused on lunch and dinner, with no late

night hours. If there are customers excluded by these limited hours, No 10 Café could miss

valuable opportunities to gain market share. One of the initiatives of the marketing on Social

Media for No 10 Café is to gain insight and feedback as to what Austin locals are looking for in

terms of operating hours, menu offerings, and ambiance. Another gluten free establishment

reports that, “In late 2010, Strahs [business owner] invested $25 to roll out her first Facebook

Ads campaign, targeting local users whose profiles indicated their interest in gluten-free

lifestyles, veganism, running and other health-conscious subjects,” (2011). This proved to be

one of the major factors in Strahs being able to grow her business in the first years of operation.

It is very low cost to get involved in Social Media, and it can provide real time feedback. The

Social Media campaign on Facebook for example, can include a “suggestion box” and also begin

threads about late night gluten free cravings, or stories of needing a gluten free breakfast before

an early morning meeting. By sparking community conversation, No 10 Café can further assess

the necessary operating hours to maximize on market share and profitability.

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Opportunities

Austin has a thriving art/cinema/music progressive scene and culture with major events such

as South by Southwest and The Austin Film Festival. The opportunities to have presence at

these events and maximize on the flood of tourist patrons could have very impactful results not

only on revenues, but also opening up new markets across the U.S. Traveling customers can

help spread the word back home about the gluten free options available, potentially paving the

way to demand in other cities. Partnering with these events will also initially help get the

product to more individuals and establish No 10 Café as an active community participant as well.

In addition, there are Universities and other organizations in Austin that will have need for gluten

free options. “Public institutions including schools and government organizations are under

increasing pressure to offer allergy friendly/gluten free items in their cafeterias and eateries,”

(PR, 2013). The opportunities for partnership and community participation are numerous, and

will be a part of No 10 Café’s mission, marketing, and long term strategy.

Gluten Free establishments often are viewed as much as a community resource as they are a

place to get a meal. Many gluten free eateries have successfully positioned themselves in the

community by way of word of mouth advertising and community partnerships. For example,

“Sarah Pulcher, who owns Freedom Bakery in Severna Park with her parents, Alicia and Larry,

also relies mostly on talking to people in the community. She said she asks doctors to

Recommend the shop, spreads the word at celiac disease support groups and uses social media,”

(Alissa, n.d.). With an already active gluten free community in Austin, the opportunities to

combine Social Media initiatives with local partnerships should prove to be quite lucrative. No

10 Café will aggressively pursue such relationships and ensure they are publicly known via

social media and also within the restaurant itself on menus and/or sponsorship boards, etc.

Threats

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One of the threats facing No 10 Café is market saturation. There are several established and

popular gluten free options in Austin at this time. No 10 Café must generate significant interest

and make a great first impression from the first day of opening its doors. To assist in this effort,

social media and word of mouth marketing must begin before the first day’s business. It starts

by creating a buzz and presence by being active in social media, gluten free/Celiac groups, and

building relationships with local farmers/vendors. No 10 Café will need to establish credibility

and trust by marketing the credentials of the expert chef, and knowledgeable staff as well.

Reaching out to Austin Food Blogger Alliance, and ATX Gluten Free are examples of the types

of partnerships that will help No 10 Café be recognized in the community quickly and come up

in web based searches and on mobile applications for specialty diets.

Another threat to No 10 Café is that cash flow will be limited. As stated previously, gluten

free ingredients often come with a higher price point, so in order to have competitive prices but

still maintain profit, cash reserves may suffer. Every effort will be made, via modest payroll

expenditures and food ordering to keep costs manageable, but revenue will have to be carefully

monitored and reserved for future growth opportunities. When partnering with local vendors,

careful billing plans must be laid out to help No 10 Café manage when credit is available for

purchasing needed items, and when invoices are due to plan cash expenditures correctly. Other

operational threats that could disrupt business and/or cash flow, such as injuries, liquor related

incidents, fire hazards, etc.. “can be controlled or mitigated through sound risk management

strategies such as rigorous cleanliness practices, employee education, protective devices, and

sprinkler systems for cooking equipment,” (Ketcham, 2011).

These of course will be in place in line with Austin’s dining establishment regulations as well

as insurance protections, as these are vital to cash flow protection and business continuity.

A final important threat facing No 10 Café is that of limited ability to meet unexpected

demand quickly. By starting out with modest expenditures, if in fact the menu really lands and

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No 10 Café takes off more quickly than anticipated, excess demand will be difficult to capitalize

on. Also, when expanding, it is important to ask, “can the same combination of product, service,

location, and quality be maintained with the proposed change so that reputation is preserved?”

(Ketcham, 2011). After spending time and so much energy getting the right chef and the right

knowledgeable staff in place, can operations be reliably and quickly implemented elsewhere to

meet new demand? If and when expansion is possible, great care and planning will be necessary

to ensure that any new location meets the same standards of excellence as the first location.

With limited cash flows at the outset, and the need for perfect execution, No 10 Café cannot risk

expanding too quickly, but must also be able to meet demand before competitors are able to

respond as well. Operations will need to be implemented with documented steps that can be

repeated and maintained at any future location, including inventory and POS software, cooking

techniques, etc..

SWOT Analysis (Chart)

Strengths: Entirely Gluten Free Kitchen Expert Chef/Nutrition Information Locally Sourced Ingredients

Weakness: Creating Consistently Delicious Gluten – Free Foods Thin Profit Margin Limited Hours of Operation

Opportunities: Expanding Market/Increasing Demand Established Gluten Free Community in Austin/Social Media Marketing Need for Gluten Free catering/items for neighboring Institutions

Threats: Market Saturation Limited Cash Flow Limited Ability to Expand Quickly

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Risk Management Plan

In order to mitigate risks, several steps must be taken at the outset, before doors open but also

through the first weeks of business to ensure profitability. First and foremost, great care must be

taken when hiring the head chef. He or she must be highly knowledgeable about Celiac, safe

ingredients, and also have experience with gluten free cooking and baking. No 10 Café must

have a stellar menu with items that appeal to gluten free patrons and non gluten free patrons

alike. The food must be taste tested and have multiple trial runs before being served to the

public to ensure that what is selected for the menu is excellent in flavor and consistency. There

are choices in Austin on where to get gluten free food, so No 10 Café must stand out as

extraordinary from the beginning to gain the market share needed for future growth.

Hours will be limited at first to keep overhead and payroll expenses modest while the true

demand for the product is being measured. Should traffic indicate that expansion of open hours

would increase revenue, hours can be updated at that time. Breakfast/brunch will only be served

on weekends to start, and dinner will close out at 9pm. If patrons express interest in weekday

breakfast options and/or late night offerings through suggestion box or social media marketing

campaigns, new hours can be re-assessed to ensure demand is met, but costs are controlled.

Another strategy in keeping initial costs down and limiting waste is by modest food orders

especially on perishable items to start. Partnering with local farmers/vendors is part of the

mission statement for No 10 Café, and arrangements can be made to order as needed more

frequently in a “just in time” format. Management will have to track inventory very closely to

ensure what is needed is available, but not get overstocked on items that may be wasted.

Inventory tracking will need to be computerized and streamlined with the point of sale system to

be as effective as possible.

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Conclusion

No 10 Café will be well positioned to successfully integrate and potentially lead Austin’s

gluten free dining market. In identifying not only positive risk, but also negative risk, No 10

Café’s management is in a good position to mitigate negative risks and maximize on positive

risk. By monitoring and controlling cash flows, being dedicated to the safety and respecting the

gluten free community in Austin, and maintaining relationships with local vendors, farmers, and

institutions, and offering truly delicious healthful food options, No 10 Café can position itself for

success in this niche market and make plans for future expansion.

The ultimate goal is to create value for each community touched by No 10 Café by creating a

safe space for Celiac Sufferers and their loved ones to enjoy a meal, have a dinner date, take a

client to lunch, or have a delightful weekend brunch. They will know that ingredients have come

from local establishments and that their dining choice not only supports gluten free living in their

area, but also that they are supporting the community at large as well. The need and demand are

established, No 10 Café is the right operation to meet them, in Austin, and beyond.

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Marketing Plan

Product and Service Concept

No 10 Café is a new restaurant that will open in the Austin, TX area. A restaurant with high

values and morals, No 10 Café is designed to serve as a trusted extension for consumers looking

to eat gluten-free meals. We will offer and exhibit an environment that promotes healthy living,

which will compliment a hearty, delicious meal for our patrons. The aforementioned is based

upon superior industry knowledge and a real understanding of marketing and preparing gluten-

free meals. No 10 Cafe will stand out from all competitors by offering a menu that is entirely

gluten-free and each patron’s meal will be tailored to his or her own personal taste with a choice

to build their own meal from our laminated list of ingredients to their likings. This is unique

amongst competitors because there no gluten-free restaurants in the Austin, TX area that

specializes in 100% gluten-free meals that are tailored around the customers likings. No 10

Café’s primary focus will be to heavily promote a healthier lifestyle to prolong future

generations. The menu will feature dishes that are entirely gluten-free. “Each customer will be

able to customer-make their own meals by choosing their own ingredients from our personalized

list” (Ries, 2013). The plan that has been constructed by No 10 Café is to retain its existing

customers, which results in their continuous return to the restaurant.

No 10 Café is looking to utilize the core competencies to triumph a defensible competitive

advantage that will make it rather challenging for competitors to offer the same. No 10 Café has

formed core competencies in (1) offering 100% gluten-free meals where all ingredients are being

produced locally; (2) heavily promoting healthy living amongst the community and providing

insight on ways to stay healthy; and (3) cultivating a reputation among consumers has the most

reliable 100% gluten-free restaurant in the area with no traces of gluten in the restaurant.

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The value of this organization is that the purpose of life is a life of purpose. Specifically, our

purpose is to bring delicious gluten-free meals to the community. No 10 Cafe will provide

customers with comfortable areas to sit while they dine in. This allows families to feast together

to promote unity and prosperity amongst all generations and world class customer service as they

dine in for a delicious gluten-free meal. No 10 Café has a target market of those who suffer from

Celiac Disease, those that are looking to eat healthier, those that enjoy and prefer gluten-free

meals, and those who desire to broaden their horizons by trying foods, which they would have

not originally eaten. “Our customers will soon come to realize that we consider them all family

and desire to help them lead a healthier or prosperous (Joseph, 2013).

No 10 Café’s mission is to be committed to preparing healthy, delicious, gluten-free meals.

The owners of No 10 Café exemplify creativity, insight, teamwork, and a genuine enthusiasm for

serving the community with healthy choice meals. No 10 Café will strive to dominate the gluten-

free market in Austin, TX. Thorough research has been conducted to assist No 10 Café in

projecting the goals and mission for the restaurant. According to Colao, “Managers will all spend

approximately four (4) hours during normal business hours creating new and innovative

marketing avenues”. Considering this statistics, No 10 Café plans to implement a marketing

manager or a marketing department who will be responsible for overseeing the responsiveness

on the restaurants social media pages and develop new marketing strategies. According to Heine,

this manager will post daily to the fan page to increase traffic to the social media fan pages, as

well as, the restaurants official website. With implementing this department in the future, this

will free up the amount of time other managers have to fulfill their responsibilities.

In 2014, No 10 Café will be entering their first fiscal year. During that fiscal year, the owners

of No 10 Café are expecting to see a return of at least 50% of their startup cost. Within the first

fiscal year, there will be a large amount of advertisement for the restaurant to increase brand

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awareness. No 10 Café will be a restaurant that offers wide array of delicious gluten-free meals

to promote healthy living.

Target Market and Segmentation

The owners of No 10 Café possess a strong understanding of dietary and healthy living. It is

clearly understood on the proper staff to hire to make sure that all meals are delicious, gluten-

free, and spontaneous. No 10 Café will leverage this information to better understand who is

served, their specific needs, and how No 10 Café can better communicate with them.

Chart 1

The above graph represents the following percentages:

Potential Customers PercentageCeliac Disease Individuals 20%Athletes 15%Diabetic Individuals 10%Elderly 5%Healthy/Fit Individuals 30%Anti-Gluten Individuals 20%Table 1

Based on the graph and chart above, majority of No 10 Café’s customers will be individuals that

are healthy and fit.

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Target Market

No 10 Café Target MarketThose that suffer from Celiac DiseaseAthletes and those that prefer to be fitThose that suffer from DiabetesThe elderlyHealthy/Fit peopleThose that prefer not to eat glutenTable 2

The profile for the typical No 10 Café customer consist of the following geographic,

demographic and behavior factor

Geographic

No 10 Café has set Austin, TX and nearby surrounding suburbs as its geographic target

area

The total target population is over 800,000 (Austin, Texas, 2013)

Demographics

The ratio between male and female clients is equal. Ages 30 - 50, with the median being 31

in Austin, TX and 40.8 in the state of Texas. The customers that dine at No 10 Café will typically

be between the ages of 30 – 50 and will more than likely be accompanies by a family member,

friend, or business colleague.

Subject Number PercentSEX AND AGE Total population 790,390

(r46392)100.0

15 to 19 years 51,525 6.5 20 to 24 years 87,378 11.1 25 to 29 years 88,116 11.1 30 to 34 years 75,570 9.6 35 to 39 years 64,052 8.1 40 to 44 years 52,680 6.7 45 to 49 years 49,403 6.3 50 to 54 years 45,933 5.8 55 to 59 years 39,333 5.0

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60 to 64 years 29,631 3.7 65 to 69 years 18,679 2.4 Median age (years) 31.0 ( X ) 18 years and over 614,925 77.8 21 years and over 570,730 72.2 65 years and over 55,695 7.0 Male population 399,738 50.6 15 to 19 years 26,002 3.3 20 to 24 years 44,073 5.6 25 to 29 years 45,510 5.8 30 to 34 years 39,956 5.1 35 to 39 years 34,208 4.3 40 to 44 years 27,605 3.5 45 to 49 years 25,348 3.2 50 to 54 years 22,866 2.9 55 to 59 years 19,089 2.4 60 to 64 years 14,482 1.8 65 to 69 years 8,719 1.1 Median age (years) 30.8 ( X ) 18 years and over 310,048 39.2 21 years and over 288,179 36.5 65 years and over 23,465 3.0 Female population 390,652 49.4 15 to 19 years 25,523 3.2 20 to 24 years 43,305 5.5 25 to 29 years 42,606 5.4 30 to 34 years 35,614 4.5 35 to 39 years 29,844 3.8 40 to 44 years 25,075 3.2 45 to 49 years 24,055 3.0 50 to 54 years 23,067 2.9 55 to 59 years 20,244 2.6 60 to 64 years 15,149 1.9 65 to 69 years 9,960 1.3 Median age (years) 31.3 ( X ) 18 years and over 304,877 38.6 21 years and over 282,551 35.7 65 years and over 32,230 4.1 RACE Total population 790,390

(r46392)100.0

One Race 763,664 96.6 White 539,760 68.3 Black or African American 64,406 8.1 American Indian and Alaska Native

6,901 0.9

Asian 49,864 6.3 Chinese 11,525 1.5 Vietnamese 7,575 1.0

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Native Hawaiian and Other Pacific Islander

529 0.1

Other Pacific Islander [2] 147 0.0 Some Other Race 102,204 12.9 Two or More Races 26,726 3.4 White; Black or African American [3]

3,638 0.5

White; Some Other Race [3] 7,922 1.0 Race alone or in combination with one or more other races: [4]

White 562,451 71.2 Black or African American 71,130 9.0 American Indian and Alaska Native

12,725 1.6

Asian 57,893 7.3 Some Other Race 113,272 14.3 HISPANIC OR LATINO Total population 790,390

(r46392)100.0

Hispanic or Latino (of any race) 277,707 35.1 Mexican 229,865 29.1 Puerto Rican 4,055 0.5 Cuban 3,163 0.4 Other Hispanic or Latino [5] 40,624 5.1 Not Hispanic or Latino 512,683 64.9 HISPANIC OR LATINO AND RACE Total population 790,390

(r46392)100.0

Hispanic or Latino 277,707 35.1 White alone 154,489 19.5 Black or African American alone

3,646 0.5

American Indian and Alaska Native alone

4,934 0.6

Asian alone 705 0.1 Native Hawaiian and Other Pacific Islander alone

128 0.0

Some Other Race alone 100,756 12.7 Two or More Races 13,049 1.7 Not Hispanic or Latino 512,683 64.9 White alone 385,271 48.7 Black or African American alone

60,760 7.7

American Indian and Alaska Native alone

1,967 0.2

Asian alone 49,159 6.2 Native Hawaiian and Other Pacific Islander alone

401 0.1

Some Other Race alone 1,448 0.2 Two or More Races 13,677 1.7 RELATIONSHIP Total population 790,390

(r46392)100.0

In households 770,129 (r35253)

97.4

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Householder 324,892 41.1 Spouse [6] 117,768 14.9 Child 195,592 24.7 Own child under 18 years 154,890 19.6 Other relatives 50,795 6.4 Under 18 years 17,320 2.2 65 years and over 4,769 0.6 Nonrelatives 81,082 10.3 Under 18 years 2,505 0.3 65 years and over 1,119 0.1 Unmarried partner 26,513 3.4 In group quarters 20,261 2.6 Institutionalized population 4,199 0.5 Male 2,682 0.3 Female 1,517 0.2 Noninstitutionalized population

16,062 2.0

Male 8,073 1.0 Female 7,989 1.0 HOUSEHOLDS BY TYPE Total households 324,892

(r9612)100.0

Family households (families) [7]

168,582 51.9

With own children under 18 years

84,342 26.0

Husband-wife family 117,768 36.2 With own children under 18 years

56,809 17.5

Male householder, no wife present

15,100 4.6


6,637 2.0

Female householder, no husband present

35,714 11.0


20,896 6.4

Nonfamily households [7] 156,310 48.1 Householder living alone 110,481 34.0 Male 55,043 16.9 65 years and over 4,586 1.4 Female 55,438 17.1 65 years and over 11,401 3.5 Households with individuals under 18 years

92,682 28.5

Households with individuals 65 years and over

41,645 12.8

Average household size 2.37 ( X ) Average family size [7] 3.16 ( X ) HOUSING OCCUPANCY Total housing units 354,241

(r23935)100.0

Occupied housing units 324,892 91.7Page 29

(r9612) Vacant housing units 29,349

(r13650)8.3

For rent 17,061 4.8 Rented, not occupied 769 0.2 For sale only 3,691 1.0 Sold, not occupied 897 0.3 For seasonal, recreational, or occasional use

2,391 0.7

All other vacants 4,540 1.3 Homeowner vacancy rate (percent) [8]

2.4 ( X )

Rental vacancy rate (percent) [9]

8.7 ( X )

HOUSING TENURE Occupied housing units 324,892

(r9612)100.0

Owner-occupied housing units 146,666 45.1 Population in owner-occupied housing units

378,640 ( X )

Average household size of owner-occupied units

2.58 ( X )

Renter-occupied housing units 178,226 54.9 Population in renter-occupied housing units

391,489 ( X )

Average household size of renter-occupied units

2.20 ( X )

Table 3

(X) Not applicable(Commerce, 2010)

Psychographic

At No 10 Café, our customers will enjoy our restaurant because it will be safe and

entertaining. Our aim is to have our customers take not only take pride in the food and the

service but the appearance of the restaurant and the behavior of others customers and the

employees.

According to research conducted for the Downtown Austin Alliance by Downtown Works,

the bulk of the Austin target market is comprised of young people who rent their dwellings, are

restless, active, electronically savvy and strive to be cool. With the exception of a few groups,

they are not necessarily affluent yet have disposable income which they spend on the latest in

electronics, apparel, active wear, meals out, movies and concerts and, in some cases, home

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furnishings. As a whole, the target market is not interested in investment-quality goods—they are

more likely to purchase moderately priced goods and apparel (Knox, 2013).

Based on the information provided by Downtown Austin Alliance, the target market is

compromised of four (4) different profiles. The four (4) profiles are Young and Restless (10.9%),

Enterprising Professionals (7.3%), Metro Renters (5.1%), and Aspiring Young Families (4.6%).

The Young and Restless profile is the educated group. 36% of this group 25 years or older

and have earned either a Bachelor’s Degree or a Graduate Degree and 69% have attended college

at some point. This group is ethnically diverse and majority of them have professional, sales,

service, or office/administration support job. The live a busy lifestyle while pursuing their career

and are very technologically savvy. The best way to reach this profile is byway of radio as they

watch minimal television. They enjoy working out at the gym and playing various sports.

The Enterprising Professionals are the world-class shoppers. They tend to be young; early 30

and they are finding their way up the economic ladder. This group has already achieved some

measure of success and always looking for the next big job opportunity. These individuals tend

to rent and not own their property. They also like yoga and Pilates and flock to mid-tier national

chain restaurants as well as fine restaurants for haute cuisine.

The Metro Renters enjoy drinking coffee at a corner shop, visiting museums, and dining out.

The group is one of the most educated groups of all. More than 1 in 4 Metro Renters are 25 years

or older and hold a Graduate Degree and 1 and 3 hold a Bachelor’s Degree and more than 80%

of the entire group have attended college at some point. These individual tend to work out

regularly at clubs, play tennis and/or volleyball, practice yoga, ski, and jog. They tend to take

advantage of a multitude of things including eating out at different restaurants. They like to be

where the action is and are avid shoppers.

The Aspiring Young Families are typically about 30 years old. Only 20% of this group is in

their 20’s. They are more focused on families and home. This group enjoys playing video games,

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watching television, eating out, and going to the movies. As far as extracurricular activities, this

group enjoys playing basketball, going bowling, and biking. When this group eats out, they like

to eat out at family restaurants.

No 10 Café is providing its customers with delicious 100% gluten-free meals. No 10 Café

seeks to fulfill the following benefits that are important to the customers:

Professionalism – It is imperative for No 10 Café to remain professional at all

times

Competitive pricing – No 10 Café plans to have competitive prices and be the

restaurant look too first for delicious gluten-free meals

Customer service – Exceptional customer service will be the top priority for No

10 Café

The market trend for gluten-free restaurants in the city of Austin, TX has increased over the

past 4 years. This industry space has gotten more competitive for several reasons:

The opening for new gluten-free restaurants has caused for a high demand of new

restaurants that are 100% gluten-free to reduce chances of cross contamination

Healthy living is becoming more important in societies worldwide

No 10 Café will differentiate itself by the multitude of dishes offered on the menu, the world-

class customer service, the ability of allowing customers to pick their own ingredients, and the

option of customers earning loyalty points. No matter the dish, all meals will be 100% gluten-

free.

Value Proposition

The management team traveled out into the neighboring communities to research the current

presence of those individuals who suffer from Celiac disease. The management team created a

list of questions with the survey monkey website that are tailored to determine whether or not an

individual would prefer eating meals that were gluten-free. We would also ask of them the

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amount of time and money they would invest in locating and purchasing gluten-free foods. After

careful observation, we discovered that there were a substantial amount of residents within the

Austin, TX geographic area as well as surrounding areas who suffer from Celiac disease and

other known digestive problems. Through the appropriate surveys, we calculated that there were

not enough restaurants who utilized the appropriate ingredients that are needed to ensure that

these individuals will be able to fully digest their meals without worrying about experiencing

harmful episodes that will result from the indigestion of certain enzymes. We also observed that

many of our competitors only offer a limited amount of gluten-free dishes on their menus. When

asked by the management team regarding the presence of gluten-free dishes in restaurants, our

interviewees informed us that these restaurants would only allot 30% of their dishes to gluten-

free standing. They also informed us that they would rather have a wider variety of gluten-free

dishes to choose from rather than just eating the same meals every time they were to visit these

restaurants. With this information, we have decided to offer a menu that is entirely gluten-free

because our interviewees would rather have more of a variety of dishes that are gluten-free rather

than just a few dishes. The interviewees also informed us that they would like to have more say

in which ingredients are to be used in their individual meals. We have further researched all

ingredients that have been approved by the Department of Agriculture and are considered to be

gluten-free. We will implement our own ingredient list that each customer will be provided with

upon being seated. Each customer will then decide which ingredients they want within their

gluten-free meals before actually choosing the dish they plan to purchase. Our chefs will craft

each and every dish to the customer’s own style and taste. We would also offer our patrons

certain discounts after every fifth visit to our restaurant. The management team also asked each

interviewee about the type of atmosphere they would prefer enjoying their meals within. The

interviewees responded by stating that they would prefer sitting in a room that presented a

certain accent to the types of foods that were being served to them. We provided a list of certain

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mottos and logos that they felt would entice them more into frequenting our restaurant. We

carefully researched how often these interviewees would come into our restaurant. We soon

discovered that our interviewees would come into the restaurant during lunch and dinner hours.

The interviewees told us that they would be more inclined to partake in dinner with their families

at an hour they felt would bring them all closer together by means of a healthier lifestyle. They

suggested to us that they would rather their children begin eating healthier at a young age so that

they will be more conscious about what it is that they decide to put into their bodies. This in turn

could enhance their own lifestyles once they become older and in turn would be instilled in

future generations.

Pricing Strategy

(1) Wildwood Bakehouse:

Appetizers:Queso: 5.00Guacamole: 5.50Super Nachos: 8.00 Fried Calamari & Sweet Potato Chips: 9.00Chicken Tender Basket: 8.00Onion Rings: 7.00Hummus & Veggies: 7.50

Sandwiches:Select bread (White Rice, Sourdough, Focaccia)Meredith Club: 8.00 BLT with Avocado: 8.00Turkey & Cheese: 8.00Ham & Cheese: 8.00Pastrami, Swiss & Sauerkraut: 8.00Tarragon Chicken Salad: 8.00 Tuna Salad: 8.00 Portobello & Provolone: 8.00Veggie Delight: 8.00

Soups:Chicken Tortilla: 4.00 cup, 6.00 bowlSpicy Lentil: 4.00 cup, 6.00 bowl

Salad:Garden Salad: 7.00Greek Salad: 9.00

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Wild Salad: 9.00Grilled Chicken Salad: 12.00

Burgers:Natural Black Angus Beef: 12.00Organic Bison: 13.50Natural Grilled Chicken: 12.00Wild Caught Salmon: 13.00

Pizza:9” Pizza: 11.00

Entrees:Chicken Fried Steak: 14.00Stuffed Avocado: 13.00Enchilada Platter: 13.00Tamale Platter: 12.00Fish Tacos: 12.00Tinga Tacos: 11.00Beef Lasagna: 13.00Eggplant Parmesan: 13.00Grilled Chicken Pasta: 13.00

Breakfast:Wake Up: 8.00Omelet: 9.00Breakfast Taco Platter: 8.00Breakfast Taco: 2.75French Toast: 9.00Belgian Waffle: 9.00

(2) Koriente Restaurant:

Entrees: Noodle Garden: 6.50Garden Handroll: 7.50Koriente Curry: 6.00Japchei: 7.00Obake Bowl: 7.50Mixmix Bibimbap: 6.50Rice Medallion Sauté: 7.00Shiitake Tofu: 8.00Spicy Chicken: 7.50Teriyaki Chicken: 7.50

Sides:Edamame: 2.50Garden Salad: 3.50Miso Shiru Soup: 2.50Koriente Pickles: 1.50

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Smoked Salmon Tapioca Wrap: 5.50Hummus Roll: 4.00Summer Roll: 3.50

Drinks:Bubble Tea: 3.00Premium Hot Teas: 3.00Eternal Love Art Teas: 5.00Iced Green Tea: 2.50Iced Red Tea: 3.00Iced Black Tea: 1.50Cacia Tea: 1.50Fresh Squeezed Lemonade: 2.00Chai Latte: 3.00Iced Coffee: 3.00Bottled Spring Water: 1.00

(3) Brick Oven Restaurant:

Lunch:Extra Large Slice of Pizza: 7.50Minestrone Soup & Salad: 6.95Slice of Italian Stromboli: 7.50Soup & Half Sandwich: 7.50Grilled Chicken Sandwich: 7.95Open Faced Meatball Sandwich: 7.95Fresh Vegetable Sandwich: 7.50Smoked Turkey Sandwich: 7.95

Starters:Minestrone Soup: cup 2.95, bowl 4.95Toasted Mozzarella Garlic Bread: 4.95Meatball Appetizer: 7.50Bruschetta: 6.95Oven Baked Portobello Mushrooms: 7.95Spinach & Artichoke Dip: 7.95

Salads:Garden Salad: small 3.75, large 5.95Caesar Salad: small 3.95, large 6.95Cranberry Gorgonzola Field Green Salad: 7.95Greek Salad: 7.95

Pasta Selections:Capellini Pomodoro: 7.95Spaghetti Marinara with Meatballs: 8.95Pasta Primavera: 8.95Pasta Rustica: 9.95Chicken Rigatoni in Chipotle Pesto Cream: 9.95Fettuccine in a Basil Pesto Cream Sauce: 7.95

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Oven Baked Entrees:Lasagna: 9.95Baked Spinach Ravioli: 8.95Cannelloni: 8.95

(4) Mr. Natural:

Breakfast:Migas Taco: 3.00Breakfast Taco: 2.25 Omelets:

Southwestern: 7.75The Cowboy: 7.75Meatless: 7.75Popeye: 7.75Build Your Own Omelet: 7.25

The Breakfast Sandwich: 7.00

Specials:Chilaquiles: 7.75Daiya-quiles: 8.50Migas: 7.50Tofu Migas: 7.50Huevos Rancheros: 7.50Huevos a la Mexicana: 7.50Tofu Scramble: 7.50Cowboy Scramble: 8.50Sr. Mollete: 8.25Mexican Pancake: 8.25Energy Fruit Salad: 7.25Energy Bowl: 7.25Waffles: 6.50Oatmeal: 5.00

Beverages:Herbal Tea: 2.25Organic Coffee: 2.50Iced Coffee: 20oz, 2.75Hot Chocolate: 2.50Milk: 14oz, 2.75/20oz, 2.25Soy Milk: 14oz, 2.75/20oz, 3.25Iced Tea: 2.25Agua Fresca: 14oz, 1.75/20oz, 2.25/40oz, 3.25Apple Juice: 14oz, 4.25/20oz, 5.25Orange Juice: 14oz, 4.25/20oz, 5.25Carrot Juice: 14oz, 4.25/20oz, 5.25Sangria Juice: 14oz, 4.95/20oz, 5.95Carrot Ginger: 14oz, 4.95/20oz, 5.95Apple Carrot Ginger: 14oz, 4.95/20oz, 5.95

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(5) Steeping Room:

Seasonal Strata: 8.50Chilaquiles Frittata: 8.95Curry Bowl: 8.65Buddha Bowl: 10.95Tea House Bowl: 9.95Napa Rolls: 6.95Cheese Plate: 13.95Mediterranean Plate: 8.95Edamame: 3.50House Made Organic Oat Granola: 6.50Seasonal Fruit Cup: 4.75Soup & Scone Combo: (bowl, 7.50) (cup, 5.50)Soup & Salad Combo: (bowl, 7.75) (cup, 5.75)Soup & Tea Sandwich Combo: (bowl, 9.25) (cup, 7.25)Honey Orange Jicama: 8.95Creamy Cashew Caesar: 7.95Tao Of Green: 9.75The Crescent: 9.95Century Oaks Tea Service: 19.75Zen Tea Service: 16.00Kasbah Express: 16.50Scone Set: 9.95Children’s Tea: 9.25Scones: 2.35Tea Cake Of The Day: 4.95Tarts & Galettes: 5.25Pumpkin Creme Brûlée: 5.25Deep Chocolate Caramel Cake: 5.95Flourless Chamomile Almond Torte: 4.75Autumn Pear Cake: 5.25Matcha Dusted Brownie: 3.00Tea Cookie Plate: 2.50Hand Held Cookies: 2.25Cupcakes: 3.00Tbit: 8.95Roast Beef With Chili Lime Tomatoes: 9.50Baked Tofu Sandwich: 8.75

(6) Thai Fresh:

Breakfast:Thai Omelet: 2.95Sausage, Eggs & Potatoes: 3.25Curried Potatoes & Eggs: 2.75Vegetarian Thai Omelet Quiche: 3.50Gluten Free Flourless Thai Omelet Quiche: 4.50Bagel: 2.00

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Brunch:Gluten Free Thai Chicken & Waffle: 8.50Thai Omelet with Berkshire Pork & Steamed Rice: 10.00Rice Soup: 7.50Fried Rice with Homemade Sausage & Farm Fresh Pastured Fried Eggs: 11.00Chicken Rice with Dewberry Hills Farm pastured chicken: 10.00

Appetizers:Vegetarian Egg Rolls: 2 for 3.25Chicken Wings: two full wings for 3.25

Soups:Coconut Soup: 8.00 (bowl, 6.50) (cup, 4.00)Lemongrass Soup: 8.00 (bowl, 6.50) (cup, 4.00)Rice Soup: (large bowl, 7.50) (bowl, 5.00)Clear Noodle Soup: (large bowl, 7.50) (bowl, 5.00)

Salads:Cucumber Salad: (cup, 2.75) (bowl, 4.50)Papaya Salad: (small, 5.00) (large, 7.50)Mixed Green Salad: (large, 7.50) (small, 4.00)

Sandwiches:Hummus Sandwich: 7.50Chicken Satay Sandwich: 8.00Pulled Pork Sandwich: 8.00Chicken Salad Sandwich: 8.00

Drinks:Homemade Sparkling Aqua Fresh: 3.00Thai Tea, Coffee: 2.75House-Brewed Iced Tea: 2.75Organic Hot Tea: 3.50Homemade Lemonade: 2.50Maine Root Organic Sodas: 2.75Odwalla Juices: 2.65

(7) Snap Kitchen:

Breakfast:Texas Grassfed Beef Hash: (Small, 5.75) (Medium, 7.25) (Large, 10.00)Bison Breakfast Bowl: 7.50Spinach & Goat Cheese Scramble: (Small, 6.75) (Medium, 8.00)Egg White Breakfast Bite: 4.25Grassfed Beef, Sausage & Eggs: 6.25Vegan Scramble: 6.00Panchito’s Burrito: (Small, 4.25) (Medium, 7.00)Oven Dried Tomato & Goat Cheese Tart: 5.75Banana Nut Pancakes: 5.50

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Peanut Butter Pancakes: (Small, 5.50) (Medium, 9.75)Cinnamon-Apple Oatmeal: (Small, 5.25) (Medium, 8.50)Quinos Muesli: 5.75

Salads:Asian Chicken Salad: 9.25Red & Green Salad: 6.75Spinach & Goat Cheese Salad: 8.25Sushi Grade Ahi Tuna Nicoise Salad: 10.75Spicy Jungle Beef Salad: 10.25Grilled Scottish Salmon Salad: 10.25Bison Cheeseburger Salad: 8.75Snap Greek Salad: 9.75Snap Caesar Salad: 8.75

Lunch:Turkey Chili: (Small, 5.50) (Medium, 6.75) ( Large, 9.75)Quinoa Fried Rice: (Small, 5.50) (Medium, 6.75)Spaghetti & Turkey Bolognese: (Small, 5.50) (Medium, 7.25) (Large, 10.00)Grassfed Bison Quinoa Hash: (Small, 7.50) (Medium, 9.25) (Large, 13.50)Chicken & Butternut Squash Macaroni: (Small, 6.75) (Medium, 8.75)Beef Stroganoff: (Small, 7.50) (Medium, 9.50) (Large, 11.75)Grilled Kale Hoppin John: 5.25Thai Green Curry: (Small, 7.25) (Medium, 9.00) Chicken Tikka Masala: (Small, 7.25) (Medium, 8.50)

Dinner:Grassfed Beef Meatballs: (Small, 7.25) (Medium, 9.00)BBQ Beef Pizza: 6.25Roasted Garlic & Mushroom Pizza: 6.25Grilled Salmon Over Warm Kale Salad: (Small, 7.75) (Medium, 10.50)Naked Chicken: (Small, 6.50) (Medium, 7.75) (Large, 10.75)Crispy Chicken: (Small, 7.25) (Medium, 8.75) (Large, 12.25)Turkey Meatball: (Small, 6.50) (Medium, 7.75) (Large, 11.50)Peri Peri Pulled Pork: (Small, 7.00) (Medium, 8.75) (Large, 11.25)Miso Glazed Pork: (Small, 6.25) (Medium, 8.00)Crispy Scottish Salmon: (Small, 8.25) (Medium, 11.25)Naked Beef: (Small, 7.50) (Medium, 9.50) (Large, 11.75)Peri Peri Pulled Beef: (Small, 7.25) (Medium, 9.00) (Large, 11.50)Vegetable Lasagna Gluten-Free: (Medium, 8.25)Mediterranean Spaghetti Squash: 6.50Miso Glazed Tofu: 6.25

Desserts:Spiced Pumpkin Pie: 3.25Key Lime Pie: 3.75Goat Cheese Cheesecake: 4.00Gluten-Free Brownie: 2.00Gluten-Free Chocolate Chip Cookies: 3.00Raw Coconut Macaroons: 2.50

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Silken Chocolate Mousse: 2.75

(8) Baton Creole:Jambalaya: 7.00Zapp’s Potato Chip Fried Chicken: 8.00Boudin Balls: 6.00Beignets: 5.00Gumbo: 7.00Etoufee: 8.00Spinach Salad: (Small, 6.00) (Large, 8.00)MB’s Green Beans: 8.00Crab Boil Potato Salad: 5.00

Sales and Marketing Strategy

Year 1 (2014):

Brochures/Leaflets/Flyers: $75

Signs/Billboards: $800

Media Advertising (Print): $250

Phone Directories: $175

Website:

o Development/Programming: $200

o Maintenance/Hosting: $115

Travel/Shipping: $100

Totals:

o First Quarter: $4.545

January: $1,715

February: $1,365 (There will be no print advertising or travel and shipping

expenses)

March: $1,465 (There will be no print expenses for the month)

o Second Quarter: $3,615

April: $1,300 (There will be no expenses for the website or travel and

shipping for the month)

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May: $1,150 (There will be no print advertising or website expenses for

the month)

June: $1,165 (There will be no print advertising or website development

and programming expenses for the month)

o Third Quarter: $3,715

July: $1,400 (There will be no website expenses for the month)

August: $1,050 (There will be no print advertising, website

maintenance/hosting and travel/shipping expenses for the month)

September: $1,265 (There will be no print advertising or website

development/programming expenses for the month)

o Fourth Quarter: $3,615

October: $1,300 (There will be no website expenses of the month)

November: $1,150 (There will be no website expenses for the month)

December: $1,165 (There will be no website development/programming

expenses for the month)

o Grand Total for Year One (2014): $15,490

Year 2 (2015)



Merchandising Displays: $200


Media Advertising (Television/Radio): $1,000


Website:


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Totals:

o First Quarter: $6,030

January: $2,915

February: $1,450 (There will be no print, television or radio advertising


March: $1,665 (there will be no print, television or radio advertising



April: $1,500 (There will be no television/radio advertising or website


May: $1,465 (There will be no print, television/radio advertising or

website development/programming expenses for the month)

June: $1,250 (There will be no print, television/radio advertising or

website expenses for the month)


July: $2,715

August: $1,250 (There will be no print, television/radio advertising,

website or travel/shipping expenses for the month)

September: $1,465 (There will be no print, television/radio advertising or


o Fourth Quarter: 4,215

October: $1,500 (There will be no television/radio advertising, website or

travel/shipping expenses for the month)

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November: $1,465 (There will be no print, television/radio advertising or


December: $1,250 (There will be no print, television/radio advertising,


o Grand Total for Year Two (2015): $19,890

Year 3 (2016):







Website:




Totals:


January: $2,915






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July: $2,715












o Grand Total for Year Three (2016): $19,890

Year 4 (2017):





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Website:




Totals:


January: $2,915













July: $2,715




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o Grand Total for Year Four (2017): $19,890

Year Five (2018):







Website:




Totals:


January: $2,915



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July: $2,715












o Grand Total for Year Five (2018): $19,890

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Operations Plan

Day to Day Operations

No 10 Café will follow a relatively traditional restaurant design as described by Hanly in

Organizational Hierarchy for Restaurants. At the top of the ranks are the owners. The

employees will be divided into two groups. The first group is the Front of House (FOH) and is

comprised of the Manager, waiters/waitresses, and bartenders. The second division is the Back of

House (BOH) and is led by the head chef, followed by the sous chefs and cooks.

The two divisions have clear guidelines for the day to day operations. The FOH will be

responsible for dining room, bar and service areas. The manager runs each of these areas,

controlling the staffing and distribution of personnel and will receive guidance from the

owner(s). The BOH answers to the head chef (whom also receives guidance from the owners).

There is a sous chef with multiple cooks taking direction from them. There will be at least one

owner present at all times, including shift overlap, who will supervise the restaurant.

The restaurant will offer lunch and dinner during the work week (Monday – Friday) and

expand to include breakfast during the weekend (Saturday & Sunday). The hours of operation

will be 11am – 10pm M-F, 8am – 11pm on Saturday and 8am – 9pm on Sunday. Members of the

staff will begin coming in, according to business forecast and prep levels, 3 hours before opening

during the week and 1 hour before opening on the weekends. The staff levels will also vary

depending on the days and the projected business. Closing will take an extra hour at the end of

the day causing our restaurant to be completely closed by 11pm on weekdays and 12am on

weekends.

Purchased food stuffs will be organic and local, as available/possible. Brothers Produce, our

supplier of fruits and vegetables, “make(s) locally grown fruits and vegetables available to our Page 49

customers at the peak of freshness and the peak of the season. We’re always working with

several local farmers in the great state of Texas. Aside from local produce we currently stock

over 65 organic items daily. If it’s on our price list it’s in our cooler. While we know not every

commodity is available year round we will do our best to provide a good amount of local and

organic items each and every week. Please be sure to check out our local and organic produce

feed on the front page of the website to see what is currently in stock.” (Local and Organic

Produce, n.d.) Meat will be sourced from Slanker’s Grass-Fed Meats. According to Slanker’s

website, their meats are “natural American grass-fed beef is from cattle that came off pastures

and they were never fed grain or foreign feeds of any kind. We never feed our livestock grain,

grain "cubes," grain-based protein licks, cotton seed meal, soybean meal, brewers solubles,

distillers solubles, or any of the other popular unnatural feeds that so many other producers can't

seem to get along without.” The bar will offer gluten free beers/ciders and spirits. The

beers/ciders will be obtained from Ben E. Keith Company’s Austin location. The spirits are

available from Glazer’s. They are the largest liquor distributor in the state of Texas and have a

training program available to educate their customers on their products and, by their claims,

increase sales. Initial cost of inventory purchase is estimated at $55k and $35k for food and

alcohol, respectively. Cost of Goods Sold are estimated at $722k in year one and increase to

$886k by the end of year five. A review of the full menu is available in Appendix A.

The work week for No 10 Café will run from Thursday to Wednesday (see Appendix B for

breakdown of daily schedules). The FOH manager and the Executive Chef will work during peak

periods throughout the week (typical peak periods are lunches and dinners on the busier days,

Thursday, Friday, Saturday, etc. and will depend on the business). When the FOH manager is

gone a designated owner will be in charge. The FOH manager and Chef will close on inventory

nights/ end of week (Wednesday) and will be present on all delivery days to help check in

product and supplies as well as make sure that the quality meets No 10’s standards.

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The dining/bar area will be broken down into sections with servers responsible for no more

than 6 tables at a time to help allow for better service and reaction time to our guests. This

allocation of personnel to customer has been selected based industry experience coupled with the

concept of the No 10 Café’s atmosphere of a relaxed and casual atmosphere. Bartenders will be

assigned to sections of the bar for the same purpose and will be responsible for the corresponding

service stations for drinks in the dining room. Seating of guests will be distributed based on need,

which will utilize only sections of the dining area at a time to enhance efficiency of the wait

staff. FOH down time/ off peak time servers will maintain cleanliness, stock bar, and replenish

utensils and glassware. They may also be sent home based on labor costs and needs. Servers,

bar backs, and cooks will double as dishwashers when main duties have been completed.

The kitchen will align cooks in specific plating/cooking stations with the Executive

Chef/Sous Chef overseeing production and jumping in where necessary. When cooks are

without orders they will float to help and maintain organization and cleanliness of their area.

During down time/ off peak times cooks will follow up on prep duties and needs or be sent home

for labor cost purposes, whichever is most pressing at the time.

For operational reasons at least 1 chef, 1 cook, 1 manger, 1 bartender, 2 servers will be on

staff at all times, unless extenuating circumstances. During opening of the restaurant there will

be a manager, 2 cooks (1 of which will either be chef or sous chef), and 1 server and all will

enter at the same time to a well-lit lot for safety. At close, all staff will complete work together

and exit the building together to a well-lit lot for safety and security. Closing will take

approximately one hour, depending on shift and type of day. As an additional safety measure,

the doors will remain locked until opening and after closing as well as no staff member will be

permitted to exit the building alone after dark. Any outside work, cleaning, trash, etc., will be

done using the buddy system for safety. End of shift, including money handling and checkouts,

will be handled by the Manager on Duty at that time. i.e. The opening manager will conduct Page 51

checkout of the employees before they leave for the day and will count down registers, put

together the deposit, conduct any banking necessary, and verify money in the safe for the night

manager, who will then also verify the money when they take over for the night shift.

The quality control within No 10 Café will be dependent on all employees and be comprised

of six traditional aspects of restaurant QC programs (Rahm, n.d.). The six components are:

1. Train the Staff – Initial and annual refresher training will be provided to all

personnel on the expectations of their involvement in the quality assurance program.

2. Lead by Example – The manager and head chef will be expected to demonstrate

their commitment to the quality assurance program by performing the required

temperature tests, proper storage techniques, meeting the hygiene requirements, etc.

3. Initiate a Food Safety Certification Program – A food safety certification program

will be developed by the Quality Assurance Manager. All employees will be expected to

maintain a positive standing in the program. This will be driven by both a test on the

expectations but also feedback on the real world application of these expectations.

4. Practice Proper Receiving and Food Storage – All food must be inspected upon

receipt for spoilage and denied if present. Following this, it is required to be stored in the

designated storage area. Each storage area will be labeled with not only a written

description, but also a picture.

5. Stress Consistency – Every customer should be privy to the same great experience

of No 10 Café as previous one. To this end, it is the responsibility of each staff member

to always be on their “A Game” and leave their home life and issues at home.

6. Hire a Quality Assurance Manager – For No 10 Café, the Head chef will fulfill

these duties. They will be responsible for not only training the staff on proper food

handling but also monitor the food quality. They will be responsible for knowing and

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ensuring compliance with regulations. Familiarity and review of the Texas Food

Establishment Rules (TFER) Field Inspection Manual is a must.

Prior to opening, all restaurants to be established within the Austin city limits are required to

submit to the Change of Ownership Inspection or the Plan Review Process (Austin-Travis county

Health & Human Services Department p3). Since No 10 Cafe will be a new restaurant taking

residence in an existing space, the Plan Review Process is to be applied. The first course of

action is to complete the Health Plan Review Application form (Food Enterprise Plan Review

Application) with the following items included:

1. $250.00 dollar fee for a restaurant >10,000 sq. feet

2. Plans (see application for details)

3. Site Plan Location of Building

4. Manufacturer Specification Sheets

5. Proposed Menu

6. Equipment List

Once the initial application has been processed, the health inspector for the area will

coordinate an inspection of the facilities. This inspection will be the final inspection prior to a

Certificate of Occupancy (CO) being issued. During this time approvals for building permits,

industrial waste and fire inspections must be coordinated with the appropriate departments (see

Austin-Travis county Health & Human Services Department). Once the permits have been

approved and the CO has been issued, the restaurant will be allowed to open.

The Certificate of Occupancy (CO) permit must be renewed annually and at this time, the

listing of employees with their designation is required. Designations must be: Food Handler,

Food Manager or Non-Food Handler. The City of Austin requires a minimum of one employee

to maintain current certification of Food Manager (Food Manager Certificate of Reciprocity &

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Replacement Copy Application). The rest of the employees can be classified as Food Handlers

(Food Handler Registration Application) or Non-Food handlers. Each of these designations is

identified in the General Design section of the Process Flow and is the responsibility of the

employee to maintain (i.e. – keep current/valid).

Human Resources

No 10 Café will employ between 25 and 30 employees, often depending on season and need

based on the trend and flow of the business. These employees will be interviewed and hired by

the management staff, both FOH and BOH managers having input in the final decision. If

additional review is needed, each area of the restaurant will have a backup available to give an

opinion (i.e. the FOH manager will coordinate with the BOH manager while the BOH manager

will coordinate with his highest ranking sous chef). No 10 Café will adhere to all federal and

state laws as it relates to pay, treatment at work, labor laws, and provide appropriate benefits to

all employees including additional benefits to management level positions and employees who

qualify.

A breakdown of headcount and pay is available in the following tables (1-3). With the

beginning of year three and expanding through year five, the staff will be expanded to include

additional cooks, waiter/waitresses, and bartenders. These additional employees, as well as

planned salary/wage/benefit treatments, will increase the employee cost to $408k annually in

salaries/wages/benefits. The salaries have been generated based on comparisons to those existing

in Austin, TX, through www.indeed.com .

Year 1 & 2Position # of Employees Annual Salary/Wage Annual Benefits

General Manager 1 $48.000 $4,800Head Chef 1 $42,000 $4,200Sous Chef 1 $37,613 $3,761

Cooks 8 $129,792 N/AWaiters 10 $54,080 N/A

Bartenders 4 $28,288 N/APage 54

http://www.indeed.com/

Total 25 $339,773 $12,761Table 4

Year 3Position # of Employees Annual Salary/Wage Annual Benefits

General Manager 1 $48.000 $4,800Head Chef 1 $42,000 $4,200Sous Chef 1 $37,613 $3,761


Bartenders 4 $28,288 N/ATotal 27 $350,589 $12,761

Table 5

Year 4 & 5Position # of Employees Annual Salary/Wage Annual Benefits

General Manager 1 $50,400 $5,040Head Chef 1 $44,100 $4,410Sous Chef 1 $37,613 $3,761


Bartenders 5 $35,360 N/ATotal 30 $394,609 $13,211

Table 6

To assist No 10 Café in their ability to successfully manage their employees and ensure

proper implementation of the policies and laws, human resource software will be provided by the

Halogen Software Company. According to their website, Halogensoftware.com, Halogen not

only provides options to companies as far as the amount of technology needed but will also tailor

the software to fit what the company chooses to emphasize. Their mission is to “make it easy for

our customers to build a world-class workforce that is aligned, inspired and delivering

exceptional results.” Halogen’s ability to build software that revolves around the business and

the needs of a company, especially suited for a restaurant, allows them to stand apart and makes

them an easy choice for our restaurant and the direction in which we would like to move

(halogensoftware.com). The hospitality suite is strongly correlated to what we would like to

accomplish in our restaurant. The ability to perform adequate work advertisements, interviews

and onboarding is key to our success and future. From that point continuing the setup of

compensation, insurance and other benefits for qualified employees, and the continued training

Page 55

and development of our employees the software will provide all of these databases so that we can

keep accurate records for our employees. There will also be an annual review that will allow

management to give the employees important feedback on their performance based on which

they will be given merit increases where applicable. Using this software will better allow

managers at No 10 Café to keep an eye on, not only the business but, the business behind the

business allowing them to attract, train and maintain quality talent that will serve and provide the

quality service that will keep our guests coming back again, and again.

Facilities and Equipment

The proposed site for No 10 Café is located at The Shops of Oasis, Texas (6550 Comanche

Trail, Austin, TX 78732). Space 201R-A is a 9,892 square foot restaurant space with a fully

equipped kitchen and deck overlooking Lake Travis. The Shops of Oasis, Texas are built with

materials native to Central Texas and contains hand-picked eclectic shops and eateries that foster

an experience of discovery. The location is “10 miles Northwest of the State Capitol, next to

Austin’s famous Oasis restaurant, only minutes from Stiener Ranch, 3M, Lakeway and

Concordia University. Easily accessed via Hwy 2222 or Hwy 620.” (LoopNet)

The site costs $24k/month for rent, which might seem a bit steep, but this high cost can be

offset by the advantages of the location. Anchor tenant Oasis Texas, a tex-mex restaurant, is

positioned with a view of Lake Travis off its outdoor seating area. A review of the Yelp feedback

on the location results in a majority of the visitors commenting on the draw of the scenery. Some

even indicated the quality of the food was unimportant with comparison to the sunset view of

Lake Travis. No 10 Café is poised to share a similar view and reap the same benefits. The Shops

of Oasis, Texas also houses a number of attractions. These attractions range from galleries to

retail to kid friendly activities. Each of the permanent attractions could generate foot traffic for

no 10 Café. In addition to the permanent attractions, The Shops at Oasis, Texas offer 1st

Saturdays. These are varying scheduled events that include concerts and “monthly featured Page 56

vendors, selling unique selections of clothing, handmade art, jewelry, gifts, antiques and

collectibles.” (1st Saturday, n.d.) The owner of Oasis, Texas and Soleii (two restaurants in the

area) are also in the plans to build a hotel (tentatively name The Mirage) adjacent to The Shops

of Oasis, Texas. Addition of this hotel should increase the tourist draw for many, including those

attending events planned for one of the event halls at the site. All of these (shops, concerts,

special events, hotels, etc.) should have a ripple effect for the No 10 Café and its revenues.

Picture 1

While the kitchen is equipped from The Shops at Oasis, Texas, (which should save in the

neighborhood of $30k-$40k of start-up capital) the remainder of the materials will be purchased

from Ace Mart Restaurant Supply (http://www.acemart.com/). They are a Texas based restaurant

supply company with multiple locations in the Austin area (as well as other Texas cities). From

Ace Mart, the following items will be purchased: place settings, glassware, flatware, food prep

supplies, storage shelving, food storage, cookware, utensils, and janitorial supplies. Tables &

chairs for inside and outside need not be purchased as they are included in the location. Based on

research and costs from the supplier, this initial purchase is estimated at $35,000. Appendix C

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http://www.acemart.com/

outlines the breakdown of equipment purchased. In addition to that, monthly costs of $2.7k are

expected for utilities (gas, water, electric, phone/internet, pest control).

The space itself will require little renovation to prepare for the opening of No 10 Café. The

site will receive a fresh painting and selection of local artisans’ pieces will be purchased for

display. This use will assist in establishing our connection and support of the local Austin arts

scene.

Picture 2 shows the floor plan for the No 10 Café proposed location. On the left-hand side,

with a blue border is the outside deck overlooking Lake Travis. To the right of that stretching to

approximately halfway is the main dining area. There is a small section in the middle (with

yellow border) that is not part of the No 10 Café’s location. It is accessed from below with the

stairs indicated on the floor plan. To the top and right of this inaccessible section is the kitchen.

The bar is located below the inaccessible section and to the right of the dining area. Finally, on

the right are the restrooms.

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Picture 2

Technology Plan

Technology is one of the most important keys to a successful business. There are times when

technology can cause their own share of headaches, but technology will allow No 10 Café, as a

new business, to keep an eye on all aspects of the business. From security, to sales, to the ability

to provide entertainment at the restaurant technology will allow us to achieve all of these goals.

From the aspect of sales and security of money and inventory No 10 Café will be using the

P.O.S. software and services provided by AccuPos. AccuPos is a company that specializes in

developing software that helps retail and restaurant businesses in their point of sale needs on a

daily basis (AccuPos.com). They provide the technology and the software necessary for our

company to quickly serve the needs of our guests, hold menu items and recipes in the systems,

and keep up to date records of inventory used and inventory needs to make sure appropriate

levels of stock are on hand. The software that is provided by AccuPos will go a long way in

keeping an eye on the bottom line for the Café. The features that will allow management to

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focus on guest tracking, order histories, time card punches, inventory and ordering, up to the day

reporting and even the ability to connect to the business using other mobile or wireless devices

will be invaluable to the business and the overall ability of the business to remain focused on the

sales and the bottom line of No 10 Café (AccuPos.com). The cost of this hardware and software

can be bundled together at a cost of $1795/station. These stations include a PC, the software

programs, and a cash drawer with keys, a card reader, and a thermal printer. There will also be a

$25/month fee that covers any technical support and assistance with the hardware or software.

No 10 will also purchase a desktop, valued at $1,300 for managerial use in the office that must

run off of windows 8 pro, valued at $100. No 10 Café will also utilize a security system that will

include cameras, interior facing dining area, cash registers and entry points, smoke and fire

alarms, and motion sensors. There will also be silent/panic alarms worn by managers and placed

in the freezer and by the bar area, out of sight. The security system will also have backup power

in case of power outages or the power has been cut and will utilize cell towers in the event that

the phone lines have been cut or are also down. The initial fees for installation and equipment

will cost $4,100 with a 3 year contract that will cost $40 for monitoring the facility. Free Wi-Fi

will be offered to patrons of No 10 Café via our in-house Wireless Local Area Network

(WLAN). The monthly service cost to No 10 Café is included in the telephone budget and is

approximately $60/month. The initial setup fee, which is essentially equipment, is approximately

$200. The system will be connected to the computer located in the FOH office that hosts the

additional restaurant software.

Management Team

No 10 Café will be owned by eight individuals. Four of these individuals will hold additional

roles/responsibilities. Each owner will be paid by their investment into the company. The

company, when successful as forecasted, will set aside the dividend amount to be divided equally

and thereby issue payment to each owner. Should No 10 Café find itself on hard times, this

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money will be reinvested and the owners will receive a smaller payout so the funds can be kept

in the company. These payouts will instead be captured on the cash flow under dividends. Each

owner receives an equal payout with an annual increase as long as the company is profitable. The

only exception to this is the owner also acting as the FOH Manager.

Year Annual Dividends Individual Dividend Payout1 $250,000 $31,2502 $300,000 $37,5003 $300,000 $37,5004 $350,000 $4750005 $450,000 $56,250

Table 7

A brief background of each owner is available below, with their resumes attached in

Appendix D.

Michael Brown, Chief Financial Officer, is supplementing his Marketing

Management and Business Management degrees with a MBA in Accounting &

Finance. He has pervious work history with his own business and managing its

financial aspects.

Michael Browne, Owner, is the Regional Operations Director for the Caribbean and

Latin America for TalkPool AG, a Telecom services company based in Chur,

Switzerland. Michael is responsible for TalkPool’s business and technical operation

for TalkPool’s client in the Americas. Michael holds a B.S. in Networks and

Communications Management, is a certified Project Management Professional

(PMP), and is nearing completion of an MBA with concentration in Project

Management at the Keller Graduate School of Management.

Christopher Cox, Owner, has a number of years of experience in management. With

roles directly supervising employees & contractors to managing operational and

capital budgets to overseeing the day to day operations, he has is well versed to

monitor the activities of any business.

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Julia Groves, Marketing Manager, currently supervises a team of ten Advisors as an

Assistant Director of Administrations at DeVry University – Online Services, where

she has worked for just over two years. Prior to her current position, Ms. Groves

worked in retail management for over a decade. She has a proven track record of

increasing revenues and creating an excellent customer service experience through

the coaching and development of direct reports. Ms. Groves as accumulated a track

record of sales success at companies such as Pier One Imports, Hot Topic, Express,

Cache, and Ritz Camera. As a store manager at Hot Topic, she received the company

Comp Award for having the highest increase in store sales over the previous year.

This was the same year that Ms. Groves was recognized at a regional level for

Training and Development. She received her undergraduate degree in English

Literature and Psychology at the University of Illinois in Urbana-Champaign. She is

scheduled to graduate with a Master’s in Business Administration in General

Management through Keller Graduate School in December 2013.

Mike James, Owner, is currently a Lead Project Coordinator for C&C Creative

Solutions. In his role, Michael leads the Cerner Millennium Suite software

implementations at various hospitals across the country. Michael holds his B.S. in

Business Economics and will soon complete his MBA with a concentration of Project

Management at DeVry University’s Keller Graduate School of Management. He is

also the Founder of SoWeDream Music Group.

Theon Means, Owner, is a native of New Orleans, LA and has three years of

experience in higher education with Delgado Community College. He currently holds

the position of Answer Center Counselor. Mr. Means has also consulted on the

preparation of various business plans for multiple clients. He was instrumental in the

establishment of the successful Green Tomatoes Photography Studios (located in

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Florida). Mr. Means holds two associate of Science Degrees in Accounting &

Business Administration from Delgado Community College, as well as a Bachelor of

Science Degree in Business Entrepreneurship from Southern University at New

Orleans. He will soon be completing his Master of Business Administration Degree

with DeVry University’s Keller Graduate School of Management.

Nick Phillips, Manager, Efficient and reliable management professional with 10 years

of experience working closely with Director's and Supervisor's developing and

implementing new procedures to increase sales and strengthen the bottom line.

Proficient in all of the standard MS Office desktop software. Excellent

communication skills as well as an expertise in inventory management and control,

employee training and development, as well as products and systems.

Jessica Turner, Chief Executive Officer, can be described as an intrinsically

motivated, goal-driven, and determined executive. She began her executive career

different amongst other C-level executives and senior managers. Earning her

Bachelor of Arts in Communications and suddenly having a change of heart for her

career path, Jessica teamed up with a few of her peers to start her own company,

K.I.S.S. Entertainment. As the Chief Executive Officer, Jessica has overseen several

successful projects, including the companies signature and annual event, Swag with

Elegance Fashion Affair. Despite the fact that she has started her own company and

the company is moving in the right direction at a rapid pace, she didn’t stop there.

Jessica decided to go to school to earn her Master’s in Business Administration with a

focus in Project Manager. Currently, she is still an Academic Advisor at DeVry

University and the CEO of K.I.S.S. Entertainment while maintaining a 4.0 grade

point average at Keller Graduate School of Management.

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Organization Chart

The management team at No 10 Café will consist of an Owning group, a Front of House

(FOH) and a Back of House (BOH) manager. The FOH manger will be responsible for training

that will take place and enforcing procedures and techniques as well as help ensure that all

established policies and procedures are being adhered to, including dining and outside

appearance, cash handling policies, security and be visible and accessible to the guests in No 10

Café. One of the bartenders will be assigned an Assistant Manager role to backfill for the FOH

manager when needed. This position will be given an additional 10% payment with sitting in for

the FOH. Working under the BOH manager, who is also the head chef, will be sous chefs, who

will rank in order of experience and seniority. The sous chefs will work the line and will take on

the majority of the training that will take place and enforcing procedures and techniques. The

BOH manager will be primarily responsible for overlooking the entire kitchen, following and

developing policies and procedures for inventory control, ordering, food quality and overall

product leaving the kitchen. The management team will be responsible for holding weekly

meetings and communicate on a regular basis to ensure that everyone is on the same page. The

FOH and BOH managers will also communicate regularly with ownership to keep them up to

date with important aspects of the business and communicating any needs or any information

that requires their attention.

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Chart 2

Chart 3

Management Team Gaps

The biggest area of weakness for the No 10 Café management team is the lack of a trained

Head Chef. While we have some knowledge of the gluten free lifestyle, there is no identified

individual with a knowledge of the gluten free food preparation requirements and those of

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running a kitchen. To address this, the management team has two options to explore. The first is

contacting local culinary schools (The Art Institute of Austin or Le Cordon Bleau) to work with

their career service department to identify possible candidates for interviewing. The second

option is to review the competition’s sous chefs and cooks to determine if any of them have the

skills/knowledge/attitude we are looking for in the Head Chef for No 10 Café. Each approach has

its disadvantages. Hiring someone fresh out of school may present pitfalls from a lack of

experience. “Poaching” a sous chef or cook from an existing restaurant may create rifts for us in

the industry before we even open our site. Given these choices, we will be searching for an

existing sous chef with a background and/or experience in specialty foods. We will speak with

the local food bloggers, restaurant reviewers and suppliers to identify key individuals of interest.

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Appendix A – Menu

Appetizers:

Hummus & Chips: $3.75

Smoked Salmon & Fingerling Potatoes: $12.00

Kale Chips: $2.50

Roasted Sweet Onion Soup: $1.75

Beef Teriyaki Crisps With Wasabi Mayonnaise: $7.50

Grilled Shrimp With Romesco Sauce: $6.50

Entrees:

Salmon Kabayaki: $12.00

Mole Pork: $10.50

Miso Vegetables & Tofu: $7.25

Miso Roasted Chicken: $11.00

Sausage & Lentil Stew: $6.75

Sundried Tomato Risotto: $7.85

Mediterranean Chopped Ratatouille Salad: Small ($5.25), Large ($8.50)

Sweet & Spicy Shrimp Skewers: $9.00

Roasted Halibut With Garlic Sauce: $12.50

Snapper With Warm Italian-Style Salsa: $15.75

Honey Mustard Grilled Pork Chops: $13.50

Turkey Potato Tetrazzini: $10.50

Garlic Pepper Steak: $12.50

Seared Scallops & Spring Vegetables $10.50

Desserts:

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Sweet Potato Pie: $2.75

Coconut Rice Custard: Long-grain white rice simmered in coconut milk and sugar. $3.50

Chocolate-Dipped Espresso Meringues: Cookies drenched in coffee and chocolate. $2.85

Maple Baked Apples: Stuff cored apples with a tasty mixture of walnuts and raisins drenched in maple syrup. $4.25

Poached Pears: Pears soaked in red wine. $7.65

Chocolate Cake: $4.50

Raspberry Sorbet with Whipped Cream & Meringues: $3.75

Lemony Almond Macaroons: Coconut cookies drenched in lemon zest. $5.25

Peach & Raspberry Parfait: $2.95

Berries & Coconut Cream: Mixed berries tossed in coconut flavored whipped cream. $2.50

Caramelized Pineapples: $1.85

Beverages:

Pepsi: $2.50 Coca-Cola: $2.50 Sprite: $2.50 Dr. Pepper: $2.50

Root Beer: $2.50 Fruit Juice: $1.75 Bottled Water: $1.50

Beer: (Domestic) $3.50, (Imported) $4.75

Rum: Glass ($8.00), Bottle ($28.00)

Tequila: Shot Glass ($6.00), Bottle ($25.00)

Vodka: Glass ($8.50), Bottle ($30.00)

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Appendix B – Daily Operations Guides

Weekday, Non-Delivery Day

8am - 11amPrep, Organization, set-up, guest preparation (checklists, systems, technology, exterior, interior, food areas set up, floors and windows clean, etc.), Drawer set up, cleaning and

area checklists complete.

11am - 2pmGuest service, food prep and cooking, serving, shifting and assisting. No prep performed during this time. 1/4 scheduling will be utilized to help labor costs and ensure additional

support when needed.

2pm - 5pmChange over, restock and replenish, check inventory and prep as needed. Cleaning

checklists completed, systems check and guest readiness, shift change, banking completed, set up night shift and run labor and cut as needed.

5pm - 8pmGuest service, food prep and cooking, serving, shifting and assisting. No prep performed during this time. 1/4 scheduling will be utilized to help labor costs and ensure additional


8pm - 10pmStart breakdown, begin preclosing duties for servers, bar staff and cooks (including restock stations and rotate product). Station cleaning and condensed menu for lighter late night

options.

10pm - close Full cleaning, finish restock as needed and set up kitchen for opening the next morning. Approx. 1 hour for completion, will depend on shift.

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Weekday, Delivery Day

8am - 11am

Prep, Organization, set-up, guest preparation (checklists, systems, technology, exterior, interior, food areas set up, floors and windows clean, etc.), Drawer set up, cleaning and area checklists complete. Will also rotate inventory in preparation for delivery of new

product.



2pm - 5pm

Change over, restock and replenish, check inventory and prep as needed. Cleaning checklists completed, systems check and guest readiness, shift change, banking completed,

set up night shift and run labor and cut as needed. Will carry an extra employee for inventory delivery and putting away. Chef and FOH manager will check off product as it

arrives and ensure quality. Label and date each product as it arrives.

5pm - 8pmGuest service, food prep and cooking, serving, shifting and assisting. No prep performed during this time. 1/4 scheduling will be utilized to help labor costs and ensure additional



options.


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Weekend, Saturday

7am - 11am

Prep, Organization, set-up, guest preparation (checklists, systems, technology, exterior, interior, food areas set up, floors and windows clean, etc.), Drawer set up, cleaning and area checklists complete. Will also rotate inventory in preparation for delivery of new product. Extra cook and server in at 7, one cook focuses on prep and other 2 will cook. Cooks will all prep when no orders present. Both servers will perform set up and work

dining area.



2pm - 5pm

Change over, restock and replenish, check inventory and prep as needed. Cleaning checklists completed, systems check and guest readiness, shift change, banking completed, set up night shift and run labor and cut as needed. Will schedule extra server and cook as

weekend afternoons will stay busier and adjust as needed based on business.

5pm - 9pm

Guest service, food prep and cooking, serving, shifting and assisting. No prep performed during this time. 1/4 scheduling will be utilized to help labor costs and ensure additional support when needed. Will schedule extra server and cook as weekend afternoons will

stay busier and adjust as needed based on business.


options.


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Weekend, Sunday

7am - 11am

Prep, Organization, set-up, guest preparation (checklists, systems, technology, exterior, interior, food areas set up, floors and windows clean, etc.), Drawer set up, cleaning and area

checklists complete. Will also rotate inventory in preparation for delivery of new product. Extra cook and server in at 7, one cook focuses on prep and other 2 will cook. Cooks will all prep when no orders present. Both servers will perform set up and work dining area. May

need extra cook for emphasis on brunch.



2pm - 5pm

Change over, restock and replenish, check inventory and prep as needed. Cleaning checklists completed, systems check and guest readiness, shift change, banking completed, set up night shift and run labor and cut as needed. Will schedule extra server and cook as

weekend afternoons will stay busier and adjust as needed based on business.

5pm - 8pm

Guest service, food prep and cooking, serving, shifting and assisting. No prep performed during this time. 1/4 scheduling will be utilized to help labor costs and ensure additional

support when needed. Will schedule extra server and cook as weekend afternoons will stay busier and adjust as needed based on business.


options.


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Appendix C – Equipment Breakdown

Description Quantity Price Total

Vegetable Slicer 2 $350 $700Vegetable Chopper 2 $210 $420

Meat slicer 1 $1,800 $1,800Prep tables (long) 2 $215 $430

Prep tables (short) 2 $265 $530

Prep scales (oz) 2 $60 $120Prep scales (lb) 2 $60 $120Tomato corer 2 $3.50 $7

Wedger 1 $110 $110Grinder 1 $1,300 $1,300

Thermometer – stick for coolers/freezers

6 $5 $30

Thermometer – Thermal for table

2 $70 $140

Coffee machine 2 $830 $1,660Coffee Pots 4 $16 $64

Tea Machine 2 $830 $1,660Blender 1 $84 $84

Beer taps 1 – Pack of 12 $9 $9Beer coolers 1 $2,265 $2,265

Holding/Proofing cabinet

2 $2,000 $4,000

Rolling bun racks 2 $300 $600Ice machine 1 $3,000 $3,000Beer glasses 2 Case of 24 $75 $150

Pitchers 25 $37 $925Shot glasses Case of 48 $72 $72

Cocktail glasses 4 - Case of 12 $70 $280Beverage glasses 12 – Case of 24 $100 $1,200

Coffee mugs 8 – Case of 12 $20 $160Floor mats - Bar, dish, kitchen, ice machine

areas

4 $80 $320

Bar mats (for counter rails)

3 $34 $102

Speed rails (for liquor) 2 $40 $80Ice scoops 3 $3 $9

Bar shakers 6 $4 $64Jiggers 6 $3 $18

Liquor spouts 12 – Pack of 3 $12 $144Bottle openers 4 $4 $16

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Wine openers 4 $2.50 $10Condiment keepers (for bar to keep items cold)

3 $20 $60

Stirrers 4 $2 $8Glass washer 1 $450 $450

Storage shelves 5 $140 $700Food storage containers (for prepped and saved

items)

Various sizes $500 $500

Cookware (which would include all pots, pans,

pads, baking dishes and pans, whips, spatulas,

cooking utensils, knives, holders, cutting boards, silverware, silverware holders, grease traps,

prep sinks, mixing bowls, grilling weights,

turners, tongs, can openers, kitchen shears,

etc.)

Various $3,500 $3,500

Dining utensils (would include all plates,

bowls, side dishes, side bowls, table top holders

and display holders, signage, etc.)

Various $2,500 $2,500

Cleaning equipment and chemicals

N/A $1,500 (would need to be replenished based

on need)

$1,500

Pest control N/A $300 (would also need to be set up with

routine service for spraying which will cost a monthly fee of $30)

$300

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Appendix D - Resumes

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M ICHAEL B. BROWNE8189 Pine Circle, Tamarac, Florida, USA

Tel : (011) 509.3701.0790, +1784.432.0007 ▪ Email : [email protected] Telecoms Operations Management

Telecommunications ▪ IT Network Operations Manager O B J E C T I V E

To further develop and expand my management and leadership skills, and to utilize my technical knowledge and experience with a growth oriented company. ‐

P R O F I L EMotivated and dedicated professional with over 15 years experience in the telecommunications industry Extensive experience in Network Rollout and Technical Operations Exceptional organizational skills, demonstrated ability of effective management and planning Profound communication and personal skills, excellent presentation skills, effective public speaker Ability to maintain excellent cooperative working relationships with co workers and management ‐Proven record of providing outstanding customer service, talented relationship developer Proficient with the use of various software: MS Office (Word, Outlook, Excel, PowerPoint) and the Internet Solid technical and managerial background in the telecommunications systems including GSM/WCDMA Wireless, Data & IP and Fixed line networks

E D U C A T I O NPMP Certification ▪ Project Management Institute (PMI) ▪ 2013 Technical Management ▪ Keller Graduate School of Management MBA ▪ Bsc Netw. & Comm. Management ▪ DeVry University ▪

P R O F E S S I O N A L E X P E R I E N C ET ALK P OOL AG ▪ Haiti Director Technical Operations / Country Manager 12/2008 Present ‐Responsibility for Technical and Business Operations for Talkpool in Haiti, after being temporarily assigned to startup a

managed services project for Infratech in Ghana Perform annual budgetary planning; generating monthly financial and technical reports Develop Technical and Financial operating procedure that govern day to day operations of the Market unit in Haiti ‐ ‐Interface with TalkPool's customers in Haiti on all Technical and Business matters Perform HR activities, supervise and manage staff Accountable for overall project Financial and Technical KPI's I NFRATECH G HANA (S HABAKKAT ) Operations Director, Infratech, Managed Services Project Zain Ghana 09/2008 12/2008 ‐Established technical operations department including defining department functions and organizations structure Defined departmental operational procedures, selected and recruited key management personnel Interfaced with Zain operations to coordinate Acceptance testing and handover to O&M group T ALKPOOL AG ▪ Haiti Director Technical Operations / Country Manager 06/2006 09/2008 ‐Was responsible for Technical and Business Operations for Talkpool's Business Unit in Haiti Performed annual budgetary planning; generating monthly financial and technical reports Developed Technical and Financial operating procedure that govern day to day operations of Haiti Market unit ‐ ‐Conducted in house technical training on RBS, BSC & Transmission Operations, Fault Isolation and Troubleshooting ‐Was responsible for the overall management of the project involving the O&M of RBS and Microwave Transmission

systems in the Digicel GSM network. The network includes of 450+ BTS sites and microwave (PDH & SDH) links; including Ericsson 2x06 RBS, Ericsson Minilink Traffic Node, Minilink High Capacity (HC), Nera SDH and Ericsson DXX

Provided fault isolation and 2ndlevel troubleshooting with NOC on all BTS and Transmission network related issues Supported field maintenance engineers in BTS and microwave troubleshooting and fault isolation C INGULAR W IRELESS (AT&T W IRELESS ) ▪ Eastern Caribbean Manager Technical Operations 07/2003 01/2006 ‐Was responsible for integration and operations and maintenance of Cingular Wireless (formerly AT&T Wireless)

Cellular GSM/GPRS, IT networks; and all related interconnect facilities, in the Windward Islands Established regional NOC for monitoring and support of network facilities in the Eastern Caribbean (24/7 support), in

conjunction with Cingular Wireless’ central NOC in Atlanta, USA Provided support of following systems: Ericsson BSC & RBS 2x02 and 2x06; Nortel optical MUX (TN1 X), Nortel DMS, ‐

Lucent PSAX, Ericsson Mini Link E microwave, Alcatel MDR 8000 DS3 microwave radios, Cisco Routers, Switches & ‐ ‐VOIP communication systems; Ericsson TEMS investigation (RF interference analysis and network optimization)

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Performed Second level technical support on Transmission, RF, BSC and BTS for Field Maintenance Engineers; providing both on site and remote technical assistance for fault isolation and troubleshooting major network failures ‐

Provided in house training on general telecommunications concepts and principles of GSM/GPRS operations ‐Developed annual operating budget for O&M Was responsible for acceptance testing, operations and maintenance of Cingular Wireless (formerly AT&T Wireless)

GSM/GPRS, IT networks; and all related interconnect facilities, in St. Vincent & Grenada Managed integration and operations and maintenance of Cingular Wireless (formerly AT&T Wireless) GSM/GPRS, IT

networks; and all related interconnect facilities, in St. Vincent C ABLE AND W IRELESS ▪ St. Vincent and the Grenadines Senior Data Communications Engineer 1998 2003 ‐Radio & Transmission Technician 1995 1998 ‐Technical Assistant 1993 1995 ‐Operated and Maintained local SDH/SONET fiber optic and microwave networks Designed, implemented and maintained local packet switched data network, and ISP systems Performed Operations and Maintenance of PSTN switching network built on a Marconi System X switching system,

including the following: provisioning of new subscribers and associated features; troubleshooting and resolution of hardware faults, system CDR backups and general performance monitoring Key Achievements:

Designed and Implemented a Broadband (DSL) solutions for high speed Internet access; based on Nortel Passport 7K ‐switches, Cisco 7200 routers, RedBack SMS 500, Vircom Radius servers, Paradyne 8820 DSL Access Multiplexers and Rodopi ISP billing application

Successfully designed and managed the project for the expansion of the local Packet Switched Data Network, based on a Nortel Networks Passport ATM/IP infrastructure

Installation and configuration of local ISP systems for Cable and Wireless (St.Vincent); including Microsoft Windows WINNT/2000 servers, Cisco Router, Lucent Access Servers, Vircom Radius servers and Rodopi Billing applications

Developed a SNMP based remote managements systems, based on a Nortel Contivity VPN solutions, allowing secure remote access to all ISP and Packets Switched Data Network facilities

Designed and implemented a corporate Wide Area Network (WAN) for local commercial Banking institution based on Nortel Passport ATM / Frame Relay solution

Designed and implemented a Wide Area Network for the resort Island of Mustique, based on a Nortel Networks ATM / Frame Relay Solutions

Designed and implemented a Wide Area Network for local government used to interconnect various district offices to central administrative complex

T E C H N I C A L T R A I N I N G S Fundamentals of Project Management Cingular Wireless Alcatel MDR 8000 DS3 microwave O&M ‐ Plano TX, USA RF Network Design Methodology San Juan PR Ericsson Mini Link microwave operations ‐ Castries, St.Lucia Ercisson GSM BSC Operations St. Johns, Antigua Ericsson RBS Operations St. Johns, Antigua Nortel Networks MTX overview Kingstown, St.Vincent Nortel Passport Carrier IP Ottawa ON, CAN Nortel Passport Packet Voice Gateway (PVG) Ottawa ON, CAN Cisco Certified Network Professional (CCNP) Miami FL, USA Nortel Networks ATM on Passport Richardson TX, USA Nortel Networks Frame Relay on Passport Richardson TX, USA Nortel Networks Passport O&M Boston MA, USA Microsoft Certified Systems Engineer (MCSE) Irvin TX, USA Siemens SDH microwave O&M Kingstown, St.Vincent Marconi SDH Element Management System (EMOS) Kingstown, St.Vincent Marconi SMA SDH STM 1 Optical Multiplexers ‐ Kingstown, St.Vincent Alcatel 1642 Optical Multiplexers Kingstown, St.Vincent British Telecom ISDN installation and configuration Bridgetown, BDS Lucent Technologies IRT microwave radio O&M Paris, France PairGain Technologies Introduction to DSL ‐ Miami FL, USA AT&T VSAT Systems installation and maintenance Bridgetown, Barbados R E F E R E N C E S Available upon request

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N I C H O L A S P H I L L I P S6624 Longwoods Circle Indianapolis, IN 46254 317-509-0596 [email protected]

SummaryEfficient and reliable management professional with 10 years of experience

working closely with Director's and Supervisor's developing and implementing new procedures to increase sales and strengthen the bottom line.

Proficient in all of the standard MS Office desktop software. Excellent communication skills as well as an expertise in inventory management

and control, employee training and development, as well as products and systems.

Key SkillsRecruiting/StaffingTeambuilding &

SupervisionStaff Development &

Training

Report & Document Preparation

Spreadsheet & Database Creation

Interviewing

Records ManagementHiring & RetentionInventory Management

ExperienceFAZOLI’S RESTAURANT GROUP, LLC., INDIANAPOLIS, IN

2000 to Present

Associate, 2000 to 2002Assistant General Manager, 2006 to presentRepeatedly promoted during 12-year tenure with Fazoli’s Restaurant Group, LLC., culminating in current responsibility for monitoring day-to-day sales analysis and growth by implementing ideas and driving repeat business. Provide guidance in directing teams in the matters of safety and guest satisfaction and traveling to other stores to ensure proper training and policy compliance while supervising a base team of 40 people. Results:

Decreased employee turnover by 100% through quality hiring, proper training, and effective hands on development of new and existing employees.

Increased sales by 10% year-over-year by implementing new tactics to drive new business and capitalize on repeat business.

Successfully tracked guest issues and complaints to improve guest attentiveness and limit the loss of those guests.

UNIVERSAL VALUATIONS CONSULTANTS, INC., INDIANAPOLIS, IN

2005 to Present

Operations ManagerServe as executive assistant to the Owner/President. Handled guest inquiries, organized office files and storage, assisted on sales calls, completed fieldwork and scheduled and maintained the owners’ agenda.

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Results:

Implemented and organized computer database of 500 clients to match paper files of existing clients and contacts.

Delivered and received important blue prints and documents of the clients to ensure a successful and accurate completion of the work.

Increased productivity by implementing a new filing method that streamlined incoming and outgoing work as well as improved speed and delivery of new and existing jobs.

EducationINDIANA UNIVERSITY, BLOOMINGTON, IN 2007Bachelors of Science in Tourism ManagementKELLER SCHOOL OF MANAGEMENT, INDIANAPOLIS, IN 12/2013

Masters of Business Administration in Human Resources Management

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Financial Plan

Start-up Funding

The startup of the No 10 Café venture will require an initial capital investment of $300,000.

The startup capital will consist of $100,000 in equity financing invested by the partners in return

for an equal distribution of company shares; and $200,000 of debt capital from a financing

institution at an annual interest rate of 2.4% to be repaid over a period of five (5) years. Of the

initial investment, $150,000 will be required to acquire the assets and resources required for the

start of operations; and the remaining $150,000 will be allocated to cover operational expenses

for the first six (6) months of operations.

Use of Funds

The allocation of the startup funds is a follows:

Capital Expenditure Break-DownKitchen Equipment $0.00Kitchen Supplies $5,000.00 Food Inventory $55,000.00 Dining Room Equipment $25,000.00 Dining Room Supplies $3,000.00 Bar Equipment $5,000.00 Bar Supplies $2,000.00 Liquor Inventory $35,000.00 Renovations $12,000.00 Design $8,000.00

$150,000.00

Operating CapitalOperating Expense Months 1 – 6 $150,000.00

Table 8

Sales Forecast

During the first financial year, our sales revenue is forecasted to be $2,400,291.32, with

average monthly revenue of $200,024. The sales forecast is based on an average ticket price for

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lunch and dinner of $23.50, and a conservative estimate of 1,415 guests per week. This estimate

is based off research and interviews with other restaurant owners that Michael P Brown

conducted (references included in Work Cited section). Our estimated COGS are 37% of

$920,319 for the first year, which leaves us with a contribution margin of $1,479,972. In order to

remain viable, No 10 Café must maintain COGS that are 37% or less, the total sales revenue

generated per period. This will enable No 10 Café to achieve a gross profit margin of

approximately 61.66%.

Figure 1

Cash Flow

The cash flow statement is perhaps the single most important financial statement that

provides a quick snapshot of the health of the company, as it shows the company’s ability to

meet its immediate financial obligations. As shown in Figure 2 below, limited cash will pose

some risk during the first two years of operations. This can be managed by increasing the

company’s credit line with suppliers and delaying or reducing dividend payments. As outlined in

the Operations Plan section, each owner will be paid by their investment into the company. The

company, when successful as forecasted, will set aside the dividend amount to be divided equally

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and thereby issue payment to each owner. Should No 10 Café find itself on hard times, this

money will be reinvested and the owners will receive a smaller payout so the funds can be kept

in the company. These payouts will instead be captured on the cash flow under dividends. Each

owner receives an equal payout with an annual increase as long as the company is profitable

(with the exception of the FOH Manager).

Figure 2

Balance Sheet / Income Statement

The balance sheet is one of the most pivotal financial sheets for shareholders, stockholders,

and other interested parties. No 10 Café’s balance sheet for year 5 will show that performance

while healthy is lagging behind where we ideally would like. The idea is to one day to expand in

the number of locations, “…at the end of year 5 most companies begin to expand,” according to

John Mattioli. Given that the first five years of operations are successful and we achieve an

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actual balance sheet as indicated below in Figure 3, then the company and its owners will be able

to expand by one location. If by year seven, both the first and second locations exhibit strong

financial growth, then expansion can continue but must remain within control of the owners and

not grow too fast.

We will have a cash base of over $600,000 with estimated inventory of 75,000 in raw

resources of food and alcohol. The current assets, consisting of cash and inventory with fixed

assets, added together gives a total asset base of $749,671. However, we know that Assets must

equal liabilities plus equity, so we now look at the restaurants liabilities. We pay for our

inventory on account and at the end of year five we expect we will have just replenished our

inventory. Thus it stands that notes payable/accounts payable will equal our inventory of

$75,000. All loans are paid in full by year four and no other interest is owed on any monies.

Given our situation in year five, equity paid in capital has gone up and retained earnings has gone

up. Both R/E and Paid in Capital combined with notes payable will equal the total assets of $749,671.

Balance Sheet – Year 5

No 10 Cafe

2018 ASSETS Current Assets

Cash $614,666 Accounts Receivable $0 Inventory $75000 Other Current Assets $0 Total Current Assets $689,666 Fixed Assets

Land $0 Facilities $0 Equipment $16,700 Computers & Telecommunications $9,300 (Less Accumulated Depreciation) $5,995

Total Fixed Assets $20,005 Other Assets $40,000

TOTAL ASSETS $749,671

LIABILITIES Current Liabilities

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Short-Term Notes Payable $75000 Income Taxes Due $0

Other Current Liabilities $0 Total Current Liabilities $75000 Long-Term Liabilities

Long-Term Notes Payable $0 Other Long-Term Liabilities $0

Total Long-Term Liabilities $0 NET WORTH

Paid-In Capital $250,000 Retained Earnings $424,671

Total Net Worth $674,671 TOTAL LIABILITIES AND NET

WORTH $749,671

Figure 3

Income Statement and Assumption Explanations

The income statement provided below in Figure 4, shows a marginal growth in sales from the

first year to the third year of 5%. In the first two years we do not expect to grow that much as in

these two years we will be mostly establishing the restaurant in the community and getting

control of our prime costs. After year three we expect an average growth of 8% to 9% by year 5.

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Figure 4

Getting control of our prime costs or operating costs rather is imperative to the success of the

restaurant within the first two years. Starting with controlling the cost of salaries, in the first year

you will see that salaries, benefits, and payroll taxes are equal to only 18% of the net sales. Most

industry reports will say that prime costs includes labor and shouldn’t average more than about

63% of net sales. No 10 Café wants to break down our prime costs separately and more

thoroughly in order to better see where wasted costs are going. The COGS is calculated at a 37%

of the gross sales, this is because even with returns we have to account for all raw resources

consumed. Our next largest expense that you will see above is the rent expense; the question is

why so high. Well after careful consideration by congregation of all departments it was decided

that the restaurant location chosen presented a chance to save on having to completely stock and

build a kitchen. This location comes with a ready to go kitchen, all we need are some cooking

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supplies and to purchase starting inventory. The rent including property costs is calculated at

12% of our net sales, we believe that we can make this work given the population statistics.

As you may notice above in some of the expenses the variations in costs each year such as

Entertainment, Travel, Fee’s, and Professional Services; this is all due to situational

circumstances that we may face. As the company develops costs may have to be cut and/or we

may free up additional cash flow increasing budgets. Marketing budgets will have to rely on

successful operations in order to increase the budget. Ideally, No 10 Café would like to have up

to 5% of the net sales to go toward the marketing budget, but in order to push the successful

operations of the first 5 years we must rely on free advertising through social media, and

community interaction. Travel costs are actually over estimated as the company would rather

have a budget there and not need it that to need it and not have it. Travel costs are defined as

costs of deliveries to or from the restaurant. Entertainment is defined as XM radio, Cable TV,

trivia prizes, games systems, live local bands fees, etc. Professional services are costs that are

incurred for services that none of the owners can do themselves i.e. web development and tax

preparations.

Break Even Analysis

Figure 5

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The first year average monthly break-even is at an estimated amount of 118,001. This is the

amount that we would have to have in sales in order to cover cost. Every dollar in sales past this

point is pre-tax profit. The graph above will give you an idea of how the Break-even amounts

grow as the year’s progress and sales/cost growth with the forecasts. As sales go up so do costs,

as costs go up so does break-even limits. Again as more qualitative and quantitative data is

collect these numbers will change and as costs are better controlled these limits may even drop.

Valuation After Five Years

Figure 6

Investopedia.com defines operating free cash flow as the following, “A measure of financial

performance calculated as operating cash flow minus capital expenditures. Free cash flow (FCF)

represents the cash that a company is able to generate after laying out the money required to

maintain or expand its asset base.” Our calculated OFCF at the year 5 closing was calculated at

296,216. Out to the side you will see the formula as also provided by Investopedia.com. That

296,216 will become our starting cash balance for January 2019.

As defined by Investopedia.com beta is, “A measure of the volatility, or systematic risk, of a

security or a portfolio in comparison to the market as a whole.” What a beta of .79 means is that

No 10 Café is less risky than the market and has a relatively low volatility. The closer your beta

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is to 1 the more your company moves with the market and if beta goes above 1 the more risk

there is.

No 10 Café owners expect that the restaurant will meet its goal of 20% ROI (Return on

Investment). The return on investment percentage was determined by collective decision making

of the investors/owners of the restaurant. Each investor knows that as dividends are paid the

continued operations of the restaurant come first and cash flows must remain in growth or their

return will be zero.

Note that above you will see the Terminal value of the restaurant is listed at $379,686.29; let

this show that this is a projected terminal value at year 5. This is not the actual and that as actual

operations commence and historical data and as more qualitative/quantitative data is collected

this value will change. To calculate this value we took the current risk free rate of US 30yr T-Bill

which is 3.91 and we took the current market premium rate based on the S&P 500 which is at

24.15; we entered this figures into the formula; {TV=FCF x (1+G) / (mr-rf)}. This gave us our

year 5 terminal value of $379,686.29.

Exit Strategy

As with any business venture, a clearly defined exit strategy is imperative for the smooth and

continued viability of the organization. This is even more critical in a business partnership where

multiple owners are involved. Partners and/or shareholders should have a clear view of the

options available to them should they decide to discontinue their participation in the venture and

would like to recover their investment. If any shareholder chooses to discontinue participation in

the venture, they have a number of options available including: (1) selling their shares to one or

more of the existing partners. This buyout option gives priority to existing shareholders over

external parties. The shares may also be sold to third parties, but only with prior approval from

the board of directors; (2) Going Public – owner may choose the IPO option by selling shares on

the public stock market. Based on the forecasted revenue stream and profitability the IPO would

Page 96

generate revenues for shareholders that are significantly higher than their initial investment;

another option is to put the entire company up for sale to another company or group of investors

at a price that will yield acceptable profits to investors. By doing so, the original investors will

relinquish ownership in the company in exchange for cash.

Page 97

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Documents

No 10 Cafe Business Plan