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Fine Dining Restaurant Business Plan

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Gabri's Restaurant & Lounge

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">, opportunity.

The rapidly expanding borough of Long Branch, New Jersey ‘on the shore’ is in need of a warm and friendly place with excellent food. A place where you always know you will get the best of everything. 

More opportunity than problem, actually … unless it’s dinnertime and you’re in Long Branch. 

Gabri’s Lounge & Restaurant will feature a cozy dining room and an elegant lounge. Comfortable furnishings and decor with soothing warm tones. The lounge has comfy couches and antique love seats with a softly lit bar. It will be the perfect place to stop in for a bite to eat, for a drink or for a small business meeting. For extra comfort and to please a large group of people we will make up special hors d’ oeuvre platters for customers.

The outlook for the future of Long Branch is promising. Developers are recreating a $150 million first-class resort project. The old pier will be rebuilt with ferry service to Manhattan, New York City, beach cabanas, boardwalk and a bike path over a total of 25 acres. There will be 100,000 sq. ft. of commercial space, and over 700 residential units with condo and townhouses ranging from $200,000-$500,000; rentals from $1000-$2,500 a month, and a two-tier garage. The combination of these elements will provide the city with a year-round economy.

Competition

Our biggest competition is the town next to Long Branch, called Red Bank which has a large selection of restaurants. Currently, many people who live in Long Branch drive seven miles to Red Bank to dine out. With the redevelopment in Long Branch and with Gabri’s Lounge & Restaurant, we will convince these people to stay in Long Branch and eat at our restaurant.

Gabri’s is a great place to eat, combining an intriguing atmosphere with excellent, interesting food. The mission is not only to have great tasting food, but have efficient and friendly service because customer satisfaction is paramount. We want to be the restaurant choice for all families and singles, young and old, male or female. Employee welfare will be equally important to our success. Everyone will be treated fairly and with the utmost respect. We want our employees to feel a part of the success of Gabri’s Lounge and Restaurant. Happy employees make happy guests.

We will combine menu variety, atmosphere, ambiance, special theme nights and a friendly staff to create a sense of ‘place’ in order to reach our goal of over all value in the dining/entertainment experience. We want fair profits for the owners, and a rewarding place to work for the employees.

Expectations

The most important assumption in the Projected Profit and Loss statement is the gross margin, higher than industry averages. We are also planning to spend more on payroll than the industry average.

We do see moderate growth over the first three years, because restaurants depend on word of mouth and we’ll be able to meet capacity requirements to grow as shown here. 

Financial Highlights by Year

Financing needed.

$465,000 of funding is needed to finance $300K startup expense (in detail in company section) plus $85K of startup cash reserve and $80K non-cash assets at launch. We plan to put in $225K owner investment and land a $240K long-term SBA loan. 

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Problem & solution, problem worth solving.

The area is in need of a warm and friendly place with excellent food. A place where you always know you will get the best of everything. The residents need a food place in long branch that has great food and fits their needs. They currently need to drive 7 miles for the closest "local" spot. 

Our Solution

Target Market

Market Size & Segments

615,301 people live in Monmouth County, 50% between 25-55 years old. That is the age group that dines out two to three times a week and spends an average $795 a month on food and drinks.

There are 224,447 households in Monmouth County and an average 2.7 persons per household. The median family income in Monmouth County averages, $64,271/year. There are 636 registered businesses in Long Branch with 7,885 employees. 

We mention that there are over 200,000 Scandinavians living in New Jersey and most of them live within 30 miles of Long Branch. We will be serving some Swedish cuisine as there is no Scandinavian restaurant in New Jersey.

Our primary customer base is from Long Branch, West Long Branch, Monmouth Beach, Rumson, Little Silver, Middletown, Red Bank, Shrewsbury, Deal, Eatontown, Freehold, Oceanport, Allenhurst, & Asbury Park.

Between they have combined population of 100,000 people with median income of $70K

Gabri’s focuses on local and tourist restaurant seekers. People that have a desire for good food and a fascinating atmosphere.

Long Branch is located 50 miles south of New York City and 75 miles north of Atlantic City on the ‘Jersey shore.’ The city of Long Branch is in the process of revitalizing. In 2003, the city will be developing a new look and will be attracting a larger community of affluent residents.

Long Branch tomorrow:  The ocean front district includes five sectors which are identified as:

  • Pier/Village Center (mixed commercial, entertainment & residential),
  • Beach Front North (residential & entertainment),
  • Beach Front South (residential),
  • Hotel Campus (office & hotel) and
  • Broadway Gateway (mixed commercial).

The boundaries for Pier Village are Melrose Terrace to Laird Street, and from Ocean Avenue to Ocean Boulevard. The developer has broken ground to build 420 residential units, including a two-tier garage, 100,000 sq. ft. of commercial space, beach cabanas and a restoration of the boardwalk.

Beach Front North is located above the Hotel Campus and just south of Seven Presidents Park. It will have 350 residential units, 1,100 parking spaces, and a bike path over an area of 25 acres. This project, along with Pier Village, will change the face of the city’s ocean front for the next hundred years and provide a major economic boost to the city of Long Branch. 

The influx of permanent residents will provide the city with a legitimate year-round economy. One to three-bedroom rentals with 850 to 1,200 sq. ft.. will range from $1,000 to $2,500 a month. The condominiums will range in size from 1,000 to 2,000 sq. ft. and in price from $200,000 to $400,000; the townhouses, with 1,500 to 2,500 sq. ft., will cost $225,000, to more than $500,000.

The new, 600-foot pier offers ferry service to Manhattan, New York City. The hotel facility now hosts 60,000 guests a year and is planning to add a tower with 250 more rooms.

As the city of Long Branch is re-developing, we can see that a fine dining establishment like Gabri’s  is needed here. The city will have much to offer and the people that it draws expect a place where they will get the best of everything. Gabri’s Lounge and Restaurant will offer a new fine dining concept to the area. The elegant atmosphere, our excellent food and our friendly staff will stand out and make a name in Long Branch and Monmouth County. We will succeed by giving people a combination of excellent and interesting food in an environment that attracts successful people that want to get a little bit more out of life than just the ordinary!

Market Segmentation

Gabri’s Lounge & Restaurant intends to cater to a wide group of people. We want everyone to feel welcome and relaxed in a cozy atmosphere with a wide and varied menu. It is our goal to have "something for everyone" everyday on our menu. In looking at our market analysis, we have defined the following groups as targeted segments. 

The Business Man: They work hard all day and often stay overnight in a strange city. He needs a competent establishment that helps impress his clients and prospects. Afterward, they want to relax and use the money they are making. They are the people that spend the most on drinks, food and tips.

Happy Couples: The restaurant will have an intimate, romantic, sophisticated atmosphere that encourages people to bring dates and to have couples arrive. Gabri’s wants to be a search place where people meet each other and develop a network. These young couples are generally very successful but balanced and won’t be spending as much on drinks.

The Family: The perfect place for a family dinner. Families will come for the accommodative menu and friendly service. The excellent value in their meals will keep Gabri’s in favor with the parents. 

High-end Singles: We will attract them with our decor and layout. Our international menu, striking artwork, wine tasting evenings and events, excellent service and engaging clientele will confirm the feeling of being in "the coolest place" in Monmouth County.

Tourists: Long Branch is a city that attracts many vacationers during the summer months of May through September. Gabri’s will be a destination with its attractive atmosphere, international menu, and outdoor patio.

Gabri’s Lounge & Restaurant will focus on attracting a wide and diverse clientele ages 25-60 with an annual income of at least $30,000.

We want the business man, happy couples, high-end singles, families, tourists with money, wealthy image seekers and compulsive spenders. We focus on these specific groups because these are the types of people who frequent other restaurants and bars in the area. They are the ones that are willing to spend their money on good dining and service at a value price. We generally know the characteristics of our clientele with the available demographics.

Our demographics include people from the local Long Branch area, restaurant patrons from neighboring cities, and tourists from other cities and states. The characteristics of our clientele will be people who are creative, entertaining and sophisticated diners.

Current Alternatives

There are three restaurants in Long Branch that are similar to Gabri’s. These are also the three most popular places in Long Branch. Each of these restaurants will be important to us. We feel the clientele they have is the class of clientele that Gabri’s will appeal to.

  • The first place is an 80 seat restaurant, open six days a week and serves lunch and dinner located uptown on Broadway. It is very busy for lunch as well as at dinner time. Their price range is $7-$15 for lunch and $12-$29 for dinner entrees. 
  • The second is an upscale lounge/food bar with a small menu. It is located in the West End district two blocks away from the ocean. They are only open for dinner. The small items on there menu range from $8-$15 and a mixed drink is $8-$10. 
  • The third place is an upscale Contemporary American restaurant at the Ocean. They are open seven days a week, dinner for two without wine averages $100.

Everyone that sells prepared meals is our competition though because we all compete for the same home meal replacement dollar. However, there are two segments of the restaurant industry that are our main competition: the casual dining restaurant concept and the fine dining value restaurant. If the value of the food and price and service is better at a fine dining restaurant than a casual restaurant, where will is a customer more likely to go?

The key is to deliver the best food at the best price with the highest level of service. This is the very definition of value. This concept is at the heart of Gabri’s Restaurant & Lounge.

Our Advantages

People will choose us for: 

 Location – they can walk to our place instead of driving 7 miles of traffic to our competitor red bank. This matters to locals, they don’t have a neighborhood place to eat. 

Hours – We will be open Monday night for "Restaurant Night" where owners and staff of other restaurants can come in and enjoy a meal on their nights off. This is special since bars and restaurants in the area are closed Mondays. 

Special Evenings – these are mostly Wine Tastings which are a five-course meal featuring new wines sponsored by our distributors. Customers can come and learn more about wine and food! Other special evenings at Gabri’s are Easter dinner, Swedish Midsummer, our famous Smörgåsbord, Fourth of July celebrations, Labor Day weekend and Christmas dinners.

A place with a "little extra" – They can have business meetings here, a place for a quiet conversation, or for a special occasion. We will make up special hors d’oeuvre platters or full-course meals for customers’ special occasions.

Keys to Success

  • The creation of a unique and innovative fine dining atmosphere will differentiate us from the competition. The restaurant will stand out from the other restaurants in the area because of the unique design and decor. We will offer a fine dining experience in a cozy atmosphere.
  • Product quality. Not only great food but great service and atmosphere.
  • The menu will appeal to a wide and varied clientele. It is International with an interesting twist.
  • We will have special theme nights like restaurant nights, local artist’s openings, Easter dinners, Swedish Midsummer party, Fourth of July celebration, Labor Day weekend, wine tasting dinners, special ethnic food nights, and Swedish smörgåsbord. All this will attract a varied clientele to Gabri’s.
  • Leave it to Linda Catering already has an established clientele in the area.
  • Controlling costs at all times without exception.

Due to intense competition, restauranteurs must look for ways to differentiate their place of business in order to achieve and maintain a competitive advantage. The founders of Gabri’s realize this. With the re-development of Long Branch, it needs a place that will fit into the ‘new look’ of the community that is sophisticated and entertaining. The fact that no other restaurants in the area has this concept and atmosphere presents us with a window of opportunity and an entrance into a profitable niche in the market.

Marketing & Sales

Marketing plan.

We will employ three different marketing tactics to increase customer awareness of Gabri’s Lounge & Restaurant. Our most important tactic will be social media word-of-mouth/in-store marketing. This will be by far the cheapest and most effective of our marketing programs.

Word-of-mouth/In-store Marketing

  •  V.I.P. Party – We will host a V.I.P. Dinner before the ‘Grand Opening.’ This will serve the dual purpose of training our staff and introducing ourselves to the community. The list of individuals we will invite comes from the Chamber of Commerce. We will also include a raffle on Facebook allowing some lucky members of the public to participate in the opening night. 
  • Grand Opening celebration.
  • Once a month invite a new local artist to show their work in the lounge. Social media outlets will be employed to get people interested with "surprise musical guest" or "local love". Good for the artists, and good for us. 
  • "Restaurant Night" –  Every Monday night we will have a special evening for restaurant people. A perfect night for the local area’s restaurant owners and staff to get together on a night off!
  • Valentine’s Day.
  • Easter dinner.
  • Swedish Midsummer party.
  • Fourth of July celebration.
  • Labor Day weekend party.
  • Wine tasting dinner.
  • Swedish Smörgåsbord.
  • New Years Eve party.
  • Special ethnic food nights.
  • Memorial Day.

Local Store Marketing

  • Make a brochure for the large hotels and popular bed & breakfast establishments in town to provide to their guests, containing interior pictures of our restaurant, menus and prices.
  • There are several nursing homes in the city of Long Branch. We will approach them to sponsor meals for the elderly. This will offer us higher visibility to a group that may not be as mobile and we’ll be contributing to the community in a material way. Word-of-mouth referral is very powerful and particularly amongst the elderly to both their peers and their extended families.

Local Media

  • Direct mail piece – Containing interior pictures of our restaurant, our menu, "Theme Nights," catering and an explanation of our concept.
  • Target social media campaign to market directly to businesses for regular business lunch and dinner entertaining.

Our sales plan is to establish and maintain position with our local customers. The strategy is to build more customers in order to increase revenue. Sales in our business is client service. It is repeat business. We will focus on making all our customers happy with our food, service and entertainment options.

Our strategy in the restaurant is to have an experienced staff that know the food, wine and liquor. We will train every new employee so they will fit in with Gabri’s concept, which is "Wonderful food, reasonably-priced wine and knowledgeable service in an outstanding atmosphere."

Locations & Facilities

We are looking for a restaurant space approximately 2,000 – 2,500 sq. ft. in Long Branch, New Jersey. We will open Gabri’s in March 2003. We will be open 7 days a week. Serving lunch Monday – Friday 11:30 AM – 2:30 PM. Dinner Sunday – Thursday, between 5 PM – 10 PM. Friday and Saturday Dinner 5 PM – 11 PM. The lounge will be open until 2 AM Friday and Saturday. Sunday – Thursday the lounge will stay open till 12 AM. Saturday and Sunday we will serve brunch between 11 AM – 3 PM. We will be closed on New Years Day, Thanksgiving Day and Christmas Day. We will be open on large holidays such as Memorial Day, Fourth of July and Labor Day weekend. These are three big weekends ‘down the shore’ that brings many tourists to the area.

Milestones & Metrics

Milestones table, key metrics.

Key Metrics 

  • Sales, gross margin, expenses, and profits, obviously. 
  • We need to watch sales per customer, sales per table, sales per square foot
  • Meals served per month
  • Drinks served per meal
  • Drinks served per month
  • Total customer traffic
  • Catering sales
  • Catering leads and closes. 

Ownership & Structure

Ownership and Structure

The restaurant will start out as a LLC corporation, owned by its founders Linda Andersson and John Billeci. Ms. Andersson will function as the General Manager and Mr. Billeci as managing partner.

Mission Statement

Specific plan objectives

Gabri’s Lounge & Restaurant’s objectives for the first three years of operation includes:

  • Keeping food cost under 35% revenue.
  • Keeping employee labor cost between 24-29% of revenue.
  • Stay as a small restaurant with excellent food and service.
  • Averaging sales between $1,000,000-1,500,000 per year.
  • Promote and expand Leave it to Linda Catering in New Jersey & New York City.
  • Expand our marketing and advertising in New Jersey and New York.
  • Achieve 12% return on investment to investors for the first two years and 15% for the next three years.

Management Team

Our management team is well compensated. We have a team that has considerable experience together and shares knowledge in many different fields of business and in life. In Year 2 we will hire a General Manager to assist Gabri’s Lounge & Restaurant to grow even further. The General Manager will also work to expand Leave it to Linda Catering in New Jersey and New York. Linda Andersson can then concentrate more on the kitchen and take her restaurant to yet a higher level.

Personnel Table

Financial plan investor-ready personnel plan .">, key assumptions.

Our financial plan depends on important assumptions, most of which are shown in the following table as annual figures. The key underlying assumptions are:

  • We assume a slow-growth economy, without major recession. This means our customer’s have money to pay for a meal out. 
  • We assume that there are no unforseen changes in the expectancy in the popularity of our restaurant. 
  • We assume access to investments and financing are sufficient to maintain and fulfill our financial plan as shown in the tables.

Revenue by Month

Expenses by month, net profit (or loss) by year, use of funds.

We plan on using the funds we receive will be used for: equipment, furniture, painting, reconstruction, rent, start-up labor, liquor license, six months operating cash, and legal and consulting costs associated with opening our restaurant. We plan on making our location look like new, and upgrade so we can service our restaurant customers as well as our catering customers 

Startup Expenses

Startup expenses of $300K break down as follows:

fine dining restaurant business plan sample

They appear on our balance sheet as a negative $300K retained earnings at launch. 

Startup Assets

As indicated on the balance sheet, our startup assets include $85K cash reserves, plus $50K long-term assets (mostly kitchen and furniture), $30K inventory, and $1K other current assets. 

Sources of Funds

We are personally committing $225,000 of owner investment (which appears as paid-in capital in the balance sheet at launch) plus a $240,000 long-term loan from our local bank with SBA loan guarantee. 

Projected Profit & Loss

Projected balance sheet, projected cash flow statement.

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fine dining restaurant business plan sample

ProfitableVenture

Fine Dining Restaurant Business Plan [Sample Template]

By: Author Tony Martins Ajaero

Home » Business Plans » Food Sector » Restaurant & Bar

Are you about starting a fine dining company? If YES, here is a complete sample fine dining business plan template & feasibility report you can use for FREE .

Okay, so we have considered all the requirements for starting a fine dining business. We also took it further by analyzing and drafting a sample fine dining business marketing plan template backed up by actionable guerrilla marketing ideas for fine dining businesses. So let’s proceed to the business planning section.

Despite the fact that there are competitions in the restaurant industry in the united states, but if you are determined to start a business in the industry, you can still win a fair share of the available market within your area of specialization/niche or the location you intend launching the business.

That is why it is expedient to choose a niche that is well accepted and one of such niche areas is to start a fine dining restaurant.

Fine dining which is also known as a formal dining restaurant is a restaurant niche that offers an upscale setting and service while featuring unique and often more expensive menu options, with price range averaging over $50. It is less competitive especially when compared to fast-food restaurants.

So, if you have decided to start your own fine dining restaurant business, then you should ensure that you carry out thorough feasibility studies and market survey. This will enable you locate the business in a location where people with the purchasing power for such restaurants reside and then hit the ground running.

Business plan is yet another very important business document that you should not take for granted while launching your own fine dining restaurant. Below is a sample fine dining restaurant business plan template that can help you come up with your own workable business plan.

A Sample Fine Dining Restaurant Business Plan Template

1. industry overview.

Fine dining restaurant falls under the Chain Restaurant industry and the industry comprises chain and franchised restaurants that provide food services to patrons who order and are served while seated (i.e. waiter or waitress service), and pay after eating.

These establishments may provide this type of food service to patrons in combination with selling alcoholic and other beverages.

A fine dining restaurant has a formal atmosphere, is almost always a sit down restaurant, and has a fancier menu than most restaurants. Fine dining restaurants offer wine lists, and sometimes sommeliers to help you with your food and wine pairing.

Décor of such restaurants features higher-quality materials, with establishments having certain rules of dining which visitors are generally expected to follow, sometimes including a dress code.

Fine dining establishments are sometimes called white-tablecloth restaurants, because they traditionally feature tables covered by white tablecloths. The tablecloths symbolize the experience. The use of white tablecloths eventually became less fashionable, but the service and upscale ambiance remained.

A close observation of the Chain Restaurants industry shows that the industry experienced steady growth over the last half a decade. During the stated period, as per capita income increased and unemployment declined, consumer confidence improved, giving rise to greater spending on sit-down meals.

Even though the average industry profit margin remains slim, profit margins at most chains have increased over the last five years, as revenue has grown and costs have been kept under control.

The Chain Restaurants industry run of steady growth is projected to moderate in the coming years. It is also projected that consumers will increase their spending at restaurants as the economy continues to improve and unemployment rate drops.

The Chain Restaurants industry that fine dining restaurant is a part of is indeed a large industry and pretty much active in most countries of the world. Statistics has it that in the United States of America alone, there are about 789 registered and licensed chains of restaurants (fine dining restaurants inclusive) scattered all across the United States responsible for employing about 1,861,015 people and the industry rakes in a whopping sum of $108 billion annually.

The industry is projected to enjoy 4.3 percent annual growth within 2011 and 2016. The companies holding the largest market share in the Seafood Restaurants industry in the United States of America include Joe’s Crab Shack, Long John Silvers , Red Lobster and McCormick & Schmick’s.

A recent report published by IBISWorld shows that the Chain Restaurants industry has a low level of market share concentration. The report stated that in 2016, the four largest industry players were estimated to account for about 21.2 percent of the available market share.

The industry is made up of a vast array of chain and franchised restaurant operators and food concepts, as well as the extensive number of sites they operate. A number of chains and franchised operators have establishments that are spread nationally and even internationally.

The report further stated that in the past five years, the industry’s concentration level has fallen slightly because a number of conglomerates have offloaded underperforming chains to private equity firms. Most recently in 2014, Darden Restaurants offloaded its 600-plus Red Lobster restaurants to Golden Gate Capital for $2.1 billion.

In summary, it is safe to state that the fine dining restaurant business is a profitable industry and it is open for any aspiring entrepreneur to come in and establish his or her business in any city in the United States of America.

2. Executive Summary

Rosa & Elena™ Fining Dining Restaurant, LLC is a world-class restaurant business with a niche in fine dining style services that will be located in San Francisco County – California. We are deliberate about our business location because San Francisco County can boast of per capita personal incomes of over $100,000, and it is among 2 of the top 12 highest-income counties in the United States.

We have been able to secure a long – term lease agreement for a standard restaurant facility in a perfect location in the heart of the city. Rosa & Elena™ ® Fining Dining Restaurant, LLC will be involved in full-service fine dining style services where customers pay, serve themselves and eat within the restaurant.

We are aware that that there are other standard fine dining restaurants all around San Francisco County – California which is why we spent time and resources to conduct our feasibility studies and market survey so as to offer much more than our competitors will be offering. We have a wide array of food and wine cum drink options for our customers, and our outlet has various payment options.

Rosa & Elena™ ® Fining Dining Restaurant, LLC will at all times demonstrate her commitment to sustainability, both individually and as a firm, by actively participating in our communities and integrating sustainable business practices wherever possible.

We will ensure that we hold ourselves accountable to the highest standards by meeting our client’s needs precisely and completely.

We are going to be a customer-centric fine dining restaurant business with a service culture that will be deeply rooted in the fabric of our organizational structure and indeed at all levels of the organization. With that, we know that we will be able to consistently achieve our set business goals, increase our profitability and reinforce our positive long-term relationships with our clientele, partners (vendors), and all our employees as well.

Rosa & Elena™ ® Fining Dining Restaurant, LLC is a family owned and managed business that believe in the passionate pursuit of excellence and financial success with uncompromising services and integrity which is why we have decided to venture into the restaurant industry.

We are certain that our values will help us drive the business to enviable heights and also help us attract the number of clients that will make us highly profitable.

Rosa & Elena™ ® Fining Dining Restaurant, LLC is a family business that is owned by Mrs. Mercy Davidson and her immediate family members. Mrs. Mercy Davidson is an American fine dining specialist, she has a B.Sc. in Food Science and a Diploma in Business Administration, with over 10 years’ experience in the restaurant industry, working for some of the leading brands in the United States.

Although the business is launching out with just one outlet in San Francisco County – North Carolina, but there is a plan to open other outlets in the Greater Los Angeles Area, Marin County and in other key cities in the United States of America.

3. Our Products and Services

Rosa & Elena™ Fining Dining Restaurant, LLC is in the restaurant industry to make profits and we will ensure that we make available well-prepared local and intercontinental dishes and drinks to our clients. We are prepared to make profits from the industry and we will do all that is permitted by the law in the United States to achieve our business goals, aim and ambition. Our product and service offerings are listed below;

  • American food
  • Intercontinental food
  • Assorted wines

4. Our Mission and Vision Statement

  • Our vision is to establish Rosa & Elena™ Fining Dining Restaurant, LLC as the premier fine dining restaurant concept while maintaining an unwavering dedication to our people, values and principles.
  • Our mission is to establish a standard fine dining restaurant business that will sell franchises all across the United States of America and other countries of the world. We want to become a household name.

Our Business Structure

The success of any business is to a larger extent dependent on the business structure of the organization and the people who occupy the available roles. Rosa & Elena™ Fining Dining Restaurant, LLC will work with a business structure that will give room to employees to explore their creativity, feel belonged and grow through the corporate ladder of the organization.

We will ensure that we put the right structures in place that will support the kind of growth that we have in mind while setting up the business. We will ensure that we hire people that are qualified, honest, customer centric and are ready to work to help us build a prosperous business that will benefit all the stakeholders.

As a matter of fact, profit-sharing arrangement will be made available to all our senior management staff and it will be based on their performance for a period of ten years or more. In view of that, we have decided to hire qualified and competent hands to occupy the following positions;

  • Chief Chef (Owner)
  • Restaurant Manager
  • Human Resources and Admin Manager
  • Chef / Cooks

Sales and Marketing Manager

  • Accountants / Cashiers
  • Waiters / Waitress

5. Job Roles and Responsibilities

Chief Chef – CEO (Owner):

  • Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; communicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results
  • Creating, communicating, and implementing the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
  • Responsible for fixing prices and signing business deals
  • Responsible for providing direction for the business
  • Responsible for signing checks and documents on behalf of the company
  • Evaluates the success of the organization

Admin and HR Manager

  • Responsible for overseeing the smooth running of HR and administrative tasks for the organization
  • Maintains office supplies by checking stocks; placing and expediting orders; evaluating new products.
  • Ensures operation of equipment by completing preventive maintenance requirements; calling for repairs.
  • Enhances department and organization reputation
  • Defining job positions for recruitment and managing interviewing process
  • Carrying out induction for new team members
  • Responsible for training, evaluation and assessment of employees
  • Responsible for arranging travel, meetings and appointments
  • Oversee the smooth running of the daily office activities.

Restaurant Manager:

  • Responsible for managing the daily activities in the fine dining restaurant (kitchen inclusive)
  • Ensure that the restaurant facility is in tip top shape and conducive enough to welcome customers
  • Interfaces with third – party providers (vendors)
  • Reports to the Chief Executive Officer
  • Attends to Customers complaints and enquiries
  • Responsible for preparing different meals as requested by our clients
  • Make lists and budget for cooking supplies
  • Oversees the entire cooking process
  • Responsible for training new cooks
  • Makes sure that quality is maintained at all times
  • Responsible for purchasing food ingredients for the organization
  • Ensures that the kitchen is kept clean at all times
  • Ensures that all kitchenware are kept at their proper position after use.
  • Any other duty as assigned by the Chief Chef.
  • Manage external research and coordinate all the internal sources of information to retain the organizations’ best customers and attract new ones
  • Model demographic information and analyze the volumes of transactional data generated by customer purchases
  • Identify, prioritize, and reach out to new partners, and business opportunities et al
  • Identifies development opportunities; follows up on development leads and contacts
  • Responsible for supervising implementation, advocate for the customer’s needs, and communicate with clients
  • Document all customer contact and information
  • Represent the company in strategic meetings
  • Help increase sales and growth for the business

Accountant/Cashier:

  • Responsible for preparing financial reports, budgets, and financial statements for the organization
  • Provides managements with financial analyses, development budgets, and accounting reports
  • Responsible for financial forecasting and risks analysis.
  • Performs cash management, general ledger accounting, and financial reporting
  • Responsible for developing and managing financial systems and policies
  • Responsible for administering payrolls
  • Ensuring compliance with taxation legislation
  • Handles all financial transactions for the organization
  • Serves as internal auditor for the organization

Baristas / Bartenders / Waiters / Waitress

  • Interact with customers, take orders for drinks, food and snacks.
  • Plan and present bar menu.
  • Check identification of the guest to make sure they meet age requirements for purchase of alcohol and tobacco products.
  • Mix ingredients to prepare cocktails and other drinks.
  • Promptly attends to customers in a friendly and professional manner
  • Ensures that customers order is properly taken and delivered
  • Ensures that un-occupied tables are always set and ready for customers
  • Pulls out chairs for customers as they arrive
  • Handle any other duty as assigned by the Chief Chef/Restaurant manager
  • Responsible for cleaning the restaurant facility at all times
  • Ensure that toiletries and supplies don’t run out of stock
  • Handle any other duty as assigned by the restaurant manager.

6. SWOT Analysis

Fine dining restaurants are one of the many businesses that can easily generate business sales with little stress as long as they have good delicacies and are well positioned and equipped to carry out their functions.

We are quite aware that there are several fine dining restaurants all over San Francisco County – California and even in the same location where we intend locating ours, which is why we are following the due process of establishing a business.

We know that if a proper SWOT analysis is conducted for our business, we will be able to position our business to maximize our strength, leverage on the opportunities that will be available to us, mitigate our risks and be equipped to confront our threats.

Rosa & Elena™ Fining Dining Restaurant, LLC employed the services of an expert HR and Business Analyst with bias in restaurants to help us conduct a thorough SWOT analysis and to help us create a Business model that will help us achieve our business goals and objectives. This is the summary of the SWOT analysis that was conducted for Rosa & Elena™ Fining Dining Restaurant, LLC;

Rosa & Elena™ Fining Dining Restaurant, LLC is centrally located in a populated residential estate in the heart of San Francisco County – California; our location is in fact one of our major strengths. We are also one of the very few fine dining restaurants in the whole of San Francisco County – California that is equipped to prepare a wide range of both intercontinental and local dishes.

Another strength that counts for us is the power of our team; our workforce and management. We have a team that is made up of hardworking and dedicated individuals.

Rosa & Elena™ Fining Dining Restaurant, LLC is a new business which is owned by an individual (family), and we may not have the financial muscle to sustain the kind of publicity we want to give our business.

  • Opportunities:

Interestingly, some of the highest income counties in California are Marin County and San Francisco County, which both can boast of per capita personal incomes of over $100,000, and are 2 of the top 12 highest-income counties in the United States.

As a matter of fact, some coastal cities include some of the wealthiest per-capita areas in the U.S., notably in the San Francisco Bay Area and the Greater Los Angeles Area. Our business concept also positioned us to be a one stop shop.

The truth is that there are no standard fine dining restaurant within the area where ours is going to be located; the closest to our proposed location is about 6 miles away. In a nutshell, we do not have any direct competition within our target market area.

Some of the threats that are likely going to confront Rosa & Elena™ Fining Dining Restaurant, LLC are unfavorable government policies , demographic/social factors, downturn in the economy which is likely going to affect consumer spending and of course emergence of new competitors within the same location where ours is located.

7. MARKET ANALYSIS

  • Market Trends

One common trend in the fine dining restaurants industry is that the more the variety of meals you can cook, the easier for you to welcome customers from different cultures and class. For this singular reason, most aspiring entrepreneurs ensure that they learn how to make a wide variety of meals before launching their business.

In keeping consumers’ appetites satisfied, fine dining restaurants have created new menu options that capitalize on the increasing awareness of health risks that are associated with a high – fat diet. These trends are expected to continue and contribute to revenue growth going forward.

8. Our Target Market

We have positioned our fine dining restaurant to service residents of San Francisco County – California and every other location where our restaurants will be located in key cities all over the United States of America. We have conducted our market research and we have ideas of what our target market would be expecting from us. We are in business to sell our food to the following groups of people;

  • Busy corporate executives
  • Busy businessmen and women
  • Foreign Diplomats and their families
  • Sports Men and Women

Our competitive advantage

Our competitive advantages are our access to multi – skilled and flexible chefs and workforce, our ability to quickly adopt new technology and proximity to key markets.

Rosa & Elena™ Fining Dining Restaurant, LLC is launching a standard fine dining restaurant that will indeed become the preferred choice for residents of San Francisco County – California. Our fine dining restaurant is located in a corner piece property on a busy road directly opposite one of the largest residential estates in San Francisco County. We have enough parking space that can accommodate over 15 cars per time.

One thing is certain, we will ensure that we have wide varieties of both intercontinental and local dishes available in our restaurant at all times. One of our business goals is to make Rosa & Elena™ a one stop fine dining restaurant. Our excellent customer service culture, various payment options and highly secured facility will serve as a competitive advantage for us.

Lastly, our employees will be well taken care of, and their welfare package will be among the best within our category in the fine dining restaurant industry, meaning that they will be more than willing to build the business with us and help deliver our set goals and objectives.

We will also give good working conditions and commissions to freelance sales agents that we will recruit from time to time.

9. SALES AND MARKETING STRATEGY

  • Sources of Income

Rosa & Elena™ Fining Dining Restaurant, LLC is in business to prepare and serve a wide variety of both intercontinental and local dishes and drinks to residents of San Francisco County – California. We are in the industry to maximize profits and we are going to ensure that we achieve our business goals and objectives. In essence, our source of income will the preparing and selling of;

10. Sales Forecast

One thing is certain when it comes to fine dining restaurants, if your restaurant is centrally positioned and you have tasty and well – prepared delicacies, you will always attract customers cum sales and that will sure translate to increase in revenue generation for the business.

We are well positioned to take on the available market in San Francisco County – California and we are quite optimistic that we will meet our set target of generating enough profits from the first six months of operation and grow the business and our clientele base.

We have been able to examine the fine dining restaurant business, we have analyzed our chances in the industry and we have been able to come up with the following sales forecast. Below are the sales projections for Rosa & Elena™ Fining Dining Restaurant, LLC, it is based on the location of our business and other factors as it relates to fine dining start-ups in the United States;

  • First Fiscal Year:  $320,000
  • Second Fiscal Year:  $750,000
  • Third Fiscal Year:  $1 million

N.B : This projection was done based on what is obtainable in the industry and with the assumption that there won’t be any major economic meltdown and there won’t be any major competitor serving same delicacies and customer care services as we do within same location. Please note that the above projection might be lower and at the same time it might be higher.

  • Marketing Strategy and Sales Strategy

The marketing strategy for Rosa & Elena™ Fining Dining Restaurant, LLC is going to be driven basically by tasty and sumptuous meals, excellent customers service and quality service delivery. We want to drive sales via our delicacies and via referral from our satisfied customers. We are quite aware of how satisfied customers drive business growth especially fine dining restaurants.

Our sales and marketing team will be recruited based on their vast experience in the industry and they will be trained on a regular basis so as to meet their targets.

Our goal is to grow Rosa & Elena™ Fining Dining Restaurant, LLC to become the leading fine dining restaurant in San Francisco County – California which is why we have mapped out strategies that will help us take advantage of the available market and grow to become a major force to reckon with in the industry.

Rosa & Elena™ Fining Dining Restaurant, LLC is set to make use of the following marketing and sales strategies to attract clients;

  • Open our fine dining restaurant in a grand style with a party for all.
  • Introduce our fine dining restaurant business by sending introductory letters alongside our brochure to residents, corporate organizations, event planners, households and key stakeholders in San Francisco County – California
  • Ensure that we make wide varieties of delicacies in our restaurant at all times.
  • Make use of attractive handbills to create awareness and also to give direction to our restaurant
  • Position our signage / flexi banners at strategic places around San Francisco County – California
  • Position our greeters to welcome and direct potential customers
  • Create a loyalty plan that will enable us reward our regular customers

11. Publicity and Advertising Strategy

Rosa & Elena™ Fining Dining Restaurant, LLC is set to create a standard for the fine dining restaurant business in San Francisco County – California, which is why we will adopt and apply best practices to promote our business. Here are the platforms we intend leveraging on to promote and advertise Rosa & Elena™ Fining Dining Restaurant, LLC;

  • Encourage our loyal customers to help us use Word of Mouth mode of advertisement (referrals)
  • Advertise our business in relevant food and healthy lifestyle magazines, local newspaper, local TV stations and local radio station
  • Promote our business online via our official website
  • List our business on local directories (yellow pages)
  • Sponsor relevant community programs
  • Leverage on the internet and social media platforms like; Instagram, Facebook, twitter, et al to promote our brand
  • Install our Billboards in strategic locations in and around San Francisco County – California
  • Direct coupon mailing approach
  • Distribute our fliers and handbills in target areas
  • Ensure that all our staff members wear our customized clothes, and all our official cars are customized and well branded.

12. Our Pricing Strategy

At Rosa & Elena™ Fining Dining Restaurant, LLC, our pricing system is going to be based on what is obtainable in the fine dining restaurants industry, we don’t intend to charge more (except for premium and customized services) and we don’t intend to charge less than our competitors are offering in San Francisco County – California.

Be that as it may, we have put plans in place to offer discount services once in a while and also to reward our loyal customers especially when they refer clients to us.

  • Payment Options

The payment policy adopted by Rosa & Elena™ Fining Dining Restaurant, LLC is all inclusive because we are quite aware that different customers prefer different payment options as it suits them but at the same time, we will ensure that we abide by the financial rules and regulation of the United States of America. Here are the payment options that Rosa & Elena™ Fining Dining Restaurant, LLC will make available to her clients;

  • Payment with cash
  • Payment via credit cards / Point of Sale Machines (POS Machines)
  • Payment via online bank transfer
  • Payment via check
  • Payment via mobile money transfer

In view of the above, we have chosen banking platforms that will enable our clients make payment for our food and drinks without any stress on their part. Our bank account numbers will be made available on our website and promotional materials.

13. Startup Expenditure (Budget)

After following due process, we were able to come up with estimates that we would need to establish our fine dining restaurant and these are the key areas where we will spend our startup capital on;

  • The total fee for registering the business in the United States of America – $750.
  • Legal expenses for obtaining licenses and permits as well as the accounting services (software, P.O.S machines and other software) – $1,300.
  • Marketing promotion expenses for the grand opening of Rosa & Elena™ Fining Dining Restaurant, LLC in the amount of $3,500 and as well as flyer printing (2,000 flyers at $0.04 per copy) for the total amount of – $3,580.
  • The cost for hiring Business Consultant – $2,500.
  • The cost for insurance (general liability, workers’ compensation and property casualty) coverage at a total premium – $2,400.
  • The cost for payment of rent for 12 months at $1.76 per square feet in the total amount of $105,600.
  • The cost for construction of a standard fine dining restaurant and kitchen – $100,000.
  • Other start-up expenses including stationery ($500) and phone and utility deposits ($2,500).
  • Operational cost for the first 3 months (salaries of employees, payments of bills et al) – $100,000
  • The cost for start-up inventory (cooking ingredients and drinks et al) – $80,000
  • Storage hardware (bins, rack, shelves, food case) – $3,720
  • The cost for counter area equipment (counter top, sink, ice machine, etc.) – $9,500
  • The cost for store equipment (cash register, security, ventilation, signage) – $13,750
  • The cost for the purchase of furniture and gadgets (Computers, Printers, Telephone, TVs, Sound System, tables and chairs et al) – $4,000.
  • The cost of launching a website – $600
  • The cost for our opening party – $10,000
  • Miscellaneous – $10,000

We would need an estimate of three hundred and fifty thousand dollars ($350,000) to successfully set up our fine dining restaurant in the United States of America. Please note that this amount includes the salaries of all the staff member for the first month of operation.

Generating Startup Capital for Rosa & Elena™ ® Fining Dining Restaurant, LLC

Rosa & Elena™ ® Fining Dining Restaurant, LLC is a private business that is solely owned and financed by Mrs. Mercy Davidson and her immediate family members. They do not intend to welcome any external business partners which is why they decided to restrict the sourcing of the startup capital to 3 major sources.

These are the areas we intend generating our startup capital;

  • Generate part of the startup capital from personal savings
  • Source soft loans from family members and friends
  • Apply for loan from the bank

N.B: We have been able to generate about $100,000 (Personal savings $80,000 and soft loan from family members $20,000) and we are at the final stages of obtaining a loan facility of $250,000 from our bank. All the papers and documents have been signed and submitted, the loan has been approved and any moment from now our account will be credited with the amount.

14. Sustainability and Expansion Strategy

The future of a business lies in the number of loyal customers that they have, the capacity and competence of their employees, their investment strategy and the business structure. If all of these factors are missing from a business (company), then it won’t be too long before the business close shop.

One of our major goals of starting Rosa & Elena™ Fining Dining Restaurant, LLC is to build a business that will survive off its own cash flow without injecting finance from external sources once the business is officially running. We know that one of the ways of gaining approval and winning customers over is to retail our food and drinks a little bit cheaper than what is obtainable in the market and we are prepared to survive on lower profit margin for a while.

Rosa & Elena™ Fining Dining Restaurant, LLC will make sure that the right foundation, structures and processes are put in place to ensure that our staff welfare are well taken of. Our company’s corporate culture is designed to drive our business to greater heights and training and retraining of our workforce is at the top burner.

We know that if that is put in place, we will be able to successfully hire and retain the best hands we can get in the industry; they will be more committed to help us build the business of our dreams.

Check List/Milestone

  • Business Name Availability Check : Completed
  • Business Registration: Completed
  • Opening of Corporate Bank Accounts: Completed
  • Securing Point of Sales (POS) Machines: Completed
  • Opening Mobile Money Accounts: Completed
  • Opening Online Payment Platforms: Completed
  • Application and Obtaining Tax Payer’s ID: In Progress
  • Application for business license and permit: Completed
  • Purchase of Insurance for the Business: Completed
  • Leasing of facility and remodeling the facility to fit into a standard fine dining restaurant: In Progress
  • Conducting Feasibility Studies: Completed
  • Generating capital from family members: Completed
  • Applications for Loan from the bank: In Progress
  • Writing of Business Plan: Completed
  • Drafting of Employee’s Handbook: Completed
  • Drafting of Contract Documents and other relevant Legal Documents: In Progress
  • Design of The Company’s Logo: Completed
  • Printing of Packaging and Promotional Materials: In Progress
  • Recruitment of employees: In Progress
  • Purchase of the needed furniture, racks, shelves, computers, electronic appliances, office appliances and CCTV: In progress
  • Creating Official Website for the Company: In Progress
  • Creating Awareness for the business both online and around the community: In Progress
  • Health and Safety and Fire Safety Arrangement (License): Secured
  • Opening party planning: In Progress
  • Compilation of our list of meals and drinks that will be available in our restaurant: Completed
  • Establishing business relationship with suppliers of cooking ingredients, coffees, wines, alcoholic and soft drinks: In Progress

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How to write a restaurant business plan.

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A small restaurant business plan is the roadmap you use to open a successful spot. As a first step to creating yours, ask your friends and colleagues to share restaurant business plan examples. Their restaurant business plan samples can inspire yours.

Once you’ve studied those examples, it’s time to start writing your own. No matter how much thought you’ve put into your concept or how many trusted colleagues have assured you of its greatness, you must write a restaurant business plan. It will prove the viability of your concept to potential investors and provide them with a clear and engaging answer to the question: “Why does the world need this restaurant?”

“The point of a business plan is to show that you’ve done your homework,” says Charles Bililies, owner of Souvla , a fine casual Greek restaurant in San Francisco that has received national acclaim since opening in the spring of 2014.

“You have to show any potential investor that you have an actual plan, you know what you’re talking about, it looks professional, and you’re not just screwing around.”

Quick links Branded cover Table of contents Concept Sample menu Service Management team Design Target market Location Market overview Marketing and publicity Specialists and consultants Business structure Financials

1. Branded cover

Include your logo (even if it’s not finalized), the date, and your name.

2. Table of contents

A table of contents in a restaurant business plan provides an organized overview of the document’s structure and content. It typically appears at the beginning of the plan and lists the major sections and subsections with their corresponding page numbers.

The table of contents is important for several reasons. Firstly, it allows readers to quickly navigate through the plan, enabling easy access to specific sections of interest. Secondly, it helps in presenting a professional and well-structured document, showing that you have carefully organized your thoughts and ideas. It also improves readability and comprehension, as readers can easily locate and refer back to relevant information

Image depicts a restaurant worker in a new restaurant.

A restaurant owner contemplates the design of a new space as part of their business plan. | Credit: Getty Images

3. Restaurant concept

Describe your restaurant concept and get the reader excited about your idea. Specify whether the restaurant will be fine dining or more casual. Include an executive summary and go into detail about the food you’ll be serving, inspiration behind your concept, and an overview of service style.

Define clearly what will be unique about your restaurant and include your mission statement. This section should include a market analysis that shows how your restaurant will be similar and different from competing restaurants.

4. Sample menu

The menu is the most important touchpoint of any restaurant’s brand, so this should be more than just a simple list of items. Incorporate your logo and mock up a formatted menu design (tap a designer for help if needed).

Your sample menu should also include prices that are based on a detailed cost analysis. This will:

  • Give investors a clear understanding of your targeted price point
  • Provide the info needed to estimate check averages
  • Show the numbers used create financial projections for starting costs
  • Show investors that you’ve done the homework
  • Prove you can stay within a budget

This section is most relevant for:

  • Fine-dining concepts
  • Concepts that have a unique service style
  • Owners who have particularly strong feelings about what role service will play in their restaurant.

It can be a powerful way of conveying your approach to hospitality to investors by explaining the details of the guest’s service experience.

Will your restaurant have counter service and restaurant hostess software designed to get guests on their way as quickly as possible, or will it look more like a theater, with captains putting plates in front of guests simultaneously?

If an extensive wine program is an integral part of what you’re doing, will you have a sommelier? If you don’t feel that service is a noteworthy component of your operation, address it briefly in the concept section.

Image depicts two restaurant workers discussing finances.

Two restaurant workers review finances for a new restaurant as part of their business plan. | Credit: Getty Images

6. Management team

Write a brief overview of yourself and the team you have established so far. You want to show that your experience has provided you with the necessary skills to run a successful restaurant and act as a restaurant business owner.

Ideally, once you have described the strong suit of every member of your team, you’ll be presenting a full pitch deck. Most independent restaurant investors are in this for more than just money, so giving some indication of what you value and who you are outside of work may also be helpful.

Incorporate some visuals. Create a mood board that shows images related to the design and feeling of your restaurant.

Whether you’re planning to cook in a wood-burning oven or are designing an eclectic front-of-house, be sure to include those ideas. Photos of materials and snippets of other restaurants that you love that are similar to the brand you’re building are also helpful.

8. Target market

Who is going to eat at your restaurant? What do they do for a living, how old are they, and what’s their average income? Once you’ve described them in detail, reiterate why your specific concept will appeal to them.

Image depicts two restaurant workers having a discussion.

Two restaurant workers discuss a business plan. | Credit: Getty Images

9. Location

There should be a natural and very clear connection between the information you present in the “Target Market” section and this one. You probably won’t have a specific site identified at this point in the process, but you should talk about viable neighborhoods.

Don’t assume that potential investors will be familiar with the areas you’re discussing and who works or lives there—make the connections clear. You want readers to be confident that your restaurant’s “ideal” diner intersects with the neighborhood(s) you’re proposing as often as possible.

If you don’t have a site , this is a good place to discuss what you’re looking for in terms of square footage, foot traffic, parking, freeway accessibility, outdoor seating , and other important details.

10. Market overview

Address the micro and macro market conditions in your area and how they relate to licenses and permits. At a macro level, what are the local and regional economic conditions?

If restaurants are doing poorly, explain why yours won’t; if restaurants are doing well, explain how you’ll be able to compete in an already booming restaurant climate. At a micro level, discuss who your direct competitors are. Talk about what types of restaurants share your target market and how you’ll differentiate yourself.

11. Marketing and publicity

The restaurant landscape is only getting more competitive. Discuss your pre- and post-opening marketing plans to show investors how you plan to gain traction leading up to opening day, as well as how you’ll keep the momentum going.

If you’re going to retain a PR/marketing company, introduce them and explain why you’ve chosen them over other companies (including some of their best-known clients helps). If not, convey that you have a solid plan in place to generate attention on your own through social media, your website , and media connections.

Image depicts two restaurant workers having a discussion over a tablet.

Using technology, like these two restaurant workers, can streamline discussions about a business plan. | Credit: Getty Images

12. Specialists and consultants

List any outside contractors you plan to retain, such as:

  • General contractor
  • PR and marketing

Briefly explain the services they’ll be providing for you, why you chose them, and any notable accomplishments.

13. Business structure

This section should be short and sweet. What type of business structure have you set up and why did you make that specific decision? You will need to work with an attorney to help you determine what business structure is best for you.

“Step one: write a business plan. Step two: hire a good attorney. In addition to helping me build a smart, sustainable business structure, my attorney was also a great resource for reviewing my business plan because she’s read thousands of them. She was a very helpful, experienced outside perspective for more than just legal matters,” says Charles Bililies.

14. Financial projections

Let your accountant guide you through this portion of your business plan. It is crucial that whoever you hire to help you with your finances has a wealth of restaurant experience (not just one or two places). They should be familiar with the financial specifics of starting a restaurant and know what questions to ask you.

Before creating realistic financial projections, your accountant will want to know:

  • How many seats the restaurant will have
  • What your average check will be
  • How many covers per day you plan to do

Being conservative in these estimations is key. These three data points will be used as the basis for figuring out whether your concept is financially feasible.

Lou Guerrero, Principal at Kross, Baumgarten, Kniss & Guerrero, emphasizes, “You’ll get a lot of accountants that tell you that they’ve done a couple of restaurants, but you have to choose someone that has a deep expertise in what you’re doing. There’s nothing to gain from going with someone that doesn’t have a very restaurant-centric practice.”

A well-vetted accountant with restaurant experience will know exactly what you’ll need to have prepared to show investors.

The key projections you can expect to work on are:

  • Pro forma profit and loss statement for the first three to five years of operation
  • Break even analysis
  • Capital requirements budget

Writing a comprehensive restaurant business plan is a crucial step towards opening a successful establishment. By seeking inspiration from examples, demonstrating your expertise, and addressing all the essential components, you can prove the viability of your concept to potential investors.

Remember, a well-prepared business plan demonstrates professionalism and a clear understanding of your goals, increasing your chances of achieving long-term success in the competitive restaurant industry.

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How to Write a Restaurant Business Plan

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Many or all of the products featured here are from our partners who compensate us. This influences which products we write about and where and how the product appears on a page. However, this does not influence our evaluations. Our opinions are our own. Here is a list of our partners and here's how we make money .

When starting a business—no matter what type of business that may be—a business plan is essential to map out your intentions and direction. That’s the same for a restaurant business plan, which will help you figure out where you fit in the landscape, how you’re going to differ from other establishments around you, how you’ll market your business, and even what you’re going to serve. A business plan for your restaurant can also help you later if you choose to apply for a business loan .

While opening a restaurant isn’t as risky as you’ve likely heard, you still want to ensure that you’re putting thought and research into your business venture to set it up for success. And that’s where a restaurant business plan comes in.

We’ll go through how to create a business plan for a restaurant and a few reasons why it’s so important. After you review the categories and the restaurant business plan examples, you can use the categories to make a restaurant business plan template and start your journey.

fine dining restaurant business plan sample

Why you shouldn’t skip a restaurant business plan

First-time restaurateurs and industry veterans alike all need to create a business plan when opening a new restaurant . That’s because, even if you deeply understand your business and its nuances (say, seasonal menu planning or how to order correct quantities), a restaurant is more than its operations. There’s marketing, financing, the competitive landscape, and more—and each of these things is unique to each door you open.

That’s why it’s so crucial to understand how to create a business plan for a restaurant. All of these things and more will be addressed in the document—which should run about 20 or 30 pages—so you’ll not only have a go-to-market strategy, but you’ll also likely figure out some things about your business that you haven’t even thought of yet.

Additionally, if you’re planning to apply for business funding down the line, some loans—including the highly desirable SBA loan —actually require you to submit your business plan to gain approval. In other words: Don’t skip this step!

How much do you need?

with Fundera by NerdWallet

We’ll start with a brief questionnaire to better understand the unique needs of your business.

Once we uncover your personalized matches, our team will consult you on the process moving forward.

How to write a restaurant business plan: Step by step

There’s no absolute format for a restaurant business plan that you can’t stray from—some of these sections might be more important than others, for example, or you might find that there’s a logical order that makes more sense than the one in the restaurant business plan example below. However, this business plan outline will serve as a good foundation, and you can use it as a restaurant business plan template for when you write your own.

Executive summary

Your executive summary is one to two pages that kick off your business plan and explain your vision. Even though this might seem like an introduction that no one will read, that isn’t the case. In fact, some investors only ask for the executive summary. So, you’ll want to spend a lot of time perfecting it.

Your restaurant business plan executive summary should include information on:

Mission statement: Your goals and objectives

General company information: Include your founding date, team roles (i.e. executive chef, sous chefs, sommeliers), and locations

Category and offerings: What category your restaurant fits into, what you’re planning to serve (i.e. farm-to-table or Korean), and why

Context for success: Any past success you’ve had, or any current financial data that’ll support that you are on the path to success

Financial requests: If you’re searching for investment or financing, include your plans and goals here and any financing you’ve raised or borrowed thus far

Future plans: Your vision for where you’re going in the next year, three years, and five years

When you’re done with your executive summary, you should feel like you’ve provided a bird’s eye view of your entire business plan. In fact, even though this section is first, you will likely write it last so you can take the highlights from each of the subsequent sections.

And once you’re done, read it on its own: Does it give a comprehensive, high-level overview of your restaurant, its current state, and your vision for the future? Remember, this may be the only part of your business plan potential investors or partners will read, so it should be able to stand on its own and be interesting enough to make them want to read the rest of your plan.

Company overview

This is where you’ll dive into the specifics of your company, detailing the kind of restaurant you’re looking to create, who’s helping you do it, and how you’re prepared to accomplish it.

Your restaurant business plan company overview should include:

Purpose: The type of restaurant you’re opening (fine dining, fast-casual, pop-up, etc.), type of food you’re serving, goals you have, and the niche you hope to fill in the market

Area: Information on the area in which you’re opening

Customers: Whom you’re hoping to target, their demographic information

Legal structure: Your business entity (i.e. LLC, LLP, etc.) and how many owners you have

Similar to your executive summary, you won’t be going into major detail here as the sections below will get into the nitty-gritty. You’ll want to look at this as an extended tear sheet that gives someone a good grip on your restaurant or concept, where it fits into the market, and why you’re starting it.

Team and management

Barely anything is as important for a restaurant as the team that runs it. You’ll want to create a section dedicated to the members of your staff—even the ones that aren’t yet hired. This will provide a sense of who is taking care of what, and how you need to structure and build out the team to get your restaurant operating at full steam.

Your restaurant business plan team and management section should have:

Management overview: Who is running the restaurant, what their experience and qualifications are, and what duties they’ll be responsible for

Staff: Other employees you’ve brought on and their bios, as well as other spots you anticipate needing to hire for

Ownership percentage: Which individuals own what percentage of the restaurant, or if you are an employee-owned establishment

Be sure to update this section with more information as your business changes and you continue to share this business plan—especially because who is on your team will change both your business and the way people look at it.

Sample menu

You’ll also want to include a sample menu in your restaurant business plan so readers have a sense of what they can expect from your operations, as well as what your diners can expect from you when they sit down. This will also force you to consider exactly what you want to serve your diners and how your menu will stand out from similar restaurants in the area. Although a sample menu is in some ways self-explanatory, consider the following:

Service : If your brunch is as important as your dinner, provide both menus; you also might want to consider including both a-la-carte and prix fixe menus if you plan to offer them.

Beverage/wine service: If you’ll have an emphasis on specialty beverages or wine, a separate drinks list could be important.

Seasonality: If you’re a highly seasonal restaurant, you might want to consider providing menus for multiple seasons to demonstrate how your dishes (and subsequent purchasing) will change.

Market analysis

This is where you’ll begin to dive deeper. Although you’ve likely mentioned your market and the whitespace you hope to address, the market analysis section will enable you to prove your hypotheses.

Your restaurant business plan market analysis should include:

Industry information: Include a description of the restaurant industry, its size, growth trends, and other trends regarding things such as tastes, trends, demographics, structures, etc.

Target market: Zoom in on the area and neighborhood in which you’re opening your restaurant as well as the type of cuisine you’re serving.

Target market characteristics: Describe your customers and their needs, how/if their needs are currently being served, other important pieces about your specific location and customers.

Target market size and growth: Include a data-driven section on the size of your market, trends in its growth, how your target market fits into the industry as a whole, projected growth of your market, etc.

Market share potential: Share how much potential there is in the market, how much your presence will change the market, and how much your specific restaurant or restaurant locations can own of the open market; also touch on any barriers to growth or entry you might see.

Market pricing: Explain how you’ll be pricing your menu and where you’ll fall relative to your competitors or other restaurants in the market.

Competitive research: Include research on your closest competitors, how they are both succeeding and failing, how customers view them, etc.

If this section seems like it might be long, it should—it’s going to outline one of the most important parts of your strategy, and should feel comprehensive. Lack of demand is the number one reason why new businesses fail, so the goal of this section should be to prove that there is demand for your restaurant and show how you’ll capitalize on it.

Additionally, if market research isn’t your forte, don’t be shy to reach out to market research experts to help you compile the data, or at least read deeply on how to conduct effective research.

Marketing and sales

Your marketing and sales section should feel like a logical extension of your market analysis section, since all of the decisions you’ll make in this section should follow the data of the prior section.

The marketing and sales sections of your restaurant business plan should include:

Positioning: How you’ll describe your restaurant to potential customers, the brand identity and visuals you’ll use to do it, and how you’ll stand out in the market based on the brand you’re building

Promotion: The tools, tactics, and platforms you’ll use to market your business

Sales: How you’ll convert on certain items, and who/how you will facilitate any additional revenue streams (i.e. catering)

It’s likely that you’ll only have concepts for some of these elements, especially if you’re not yet open. Still, get to paper all of the ideas you have, and you can (and should) always update them later as your restaurant business becomes more fully formed.

Business operations

The business operations section should get to the heart of how you plan to run your business. It will highlight both internal factors as well as external forces that will dictate how you run the ship.

The business operations section should include:

Management team: Your management structure and hierarchy, and who is responsible for what

Hours: Your hours and days of operation

Location: What’s special about your location that will get people through the door

Relationships: Any advantageous relationships you have with fellow restaurateurs, places for sourcing and buying, business organizations, or consultants on your team

Add here anything you think could be helpful for illustrating how you’re going to do business and what will affect it.

Here, you’ll detail the current state of your business finances and project where you hope to be in a year, three years, and five years. You’ll want to detail what you’ve spent, what you will spend, where you’ll get the money, costs you might incur, and returns you’ll hope to see—including when you can expect to break even and turn a profit.

Financial statements: If you’ve been in business for any amount of time, include existing financial statements (i.e. profit and loss, balance sheet, cash flow, etc.)

Budget: Your current budget or a general startup budget

Projections: Include revenue, cash flow, projected profit and loss, and other costs

Debt: Include liabilities if the business has any outstanding debt or loans

Funding request: If you’re requesting a loan or an investment, lay out how much capital you’re looking for, your company’s valuation (if applicable), and the purpose of the funding

Above all, as you’re putting your financials together, be realistic—even conservative. You want to give any potential investors a realistic picture of your business.

Feel like there are other important components but they don't quite fit in any of the other categories (or make them run too long)? That’s what the restaurant business plan appendix section is for. And although in, say, a book, an appendix can feel like an afterthought, don’t ignore it—this is another opportunity for you to include crucial information that can give anyone reading your plan some context. You may include additional data, graphs, marketing collateral (like logo mockups), and more.

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The bottom line

Whether you’re writing a restaurant business plan for investors, lenders, or simply for yourself and your team, the most important thing to do is make sure your document is comprehensive. A good business plan for a restaurant will take time—and maybe a little sweat—to complete fully and correctly.

One other crucial thing to remember: a business plan is not a document set in stone. You should often look to it to make sure you’re keeping your vision and mission on track, but you should also feel prepared to update its components as you learn more about your business and individual restaurant.

This article originally appeared on JustBusiness, a subsidiary of NerdWallet.

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How to Write a Restaurant Business Plan in 2024 (Step by Step Guide with Templates)

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A comprehensive restaurant business plan is a framework that guides you to plan and forecast every element of restaurant management and operations.

This includes anything from your restaurant's menu design, location, financials, employee training, and a lot more.

Crafting a solid business plan is important, as it helps:

  • Transform your restaurant ideas into reality.
  • Boosts entrepreneurial success by 16% (Harvard Business Study) .
  • Equips you to navigate challenges before they arise.
  • Attracts potential investors.

“You have to show any potential investor that you have an actual plan, you know what you’re talking about, it looks professional, and you’re not just screwing around.” - Charles Bililies, owner of Souvla

Planning is key to restaurant success. Without a plan, you're more likely to join the 26% of restaurants that fail within a year.

Create a business plan to set yourself up for success.

Here's how to get started. 

fine dining restaurant business plan sample

A step-by-step guide to writing a restaurant business plan

Embarking on a restaurant venture is an exciting prospect filled with endless possibilities.

However, the key to transforming your culinary dreams into reality lies in the foundation of a well-crafted restaurant business plan.

This guide will walk you through creating a winning restaurant business plan , from defining your niche to seeking expert advice.

So, are you ready to cook up some success?  Let's get started. 

Essential components of a restaurant business plan

A well-structured restaurant business plan typically consists of the following key components:

  • Executive Summary

Company Description

  • Market Analysis
  • Restaurant Design
  • Market Overview
  • External help
  • Financial Analysis

Delving into each section

Now, let's take a closer look at each section of your restaurant business plan and explore the key elements to consider:

1. Executive summary

A restaurant business plan should always begin with an executive summary. Why?

  • 80% of venture capitalists say they read the executive summary first.
  • 62% of investors say they would not continue reading a business plan if the executive summary did not capture their interest.
  • A strong executive summary can increase the likelihood of securing funding by up to 40%.

An executive summary not only acts as the introduction to your restaurant business plan samples but also as a summary of the entire idea.

The main aim of an executive summary is to draw the reader (oftentimes an investor) into the rest of your business plan.

The executive summary also helps you envision the identity of your restaurant which essentially shapes the customer experience and sets you apart from competitors.

To establish a distinct identity, you need to focus on c ommon elements of an executive summary, including:

  • A mission statement  
  • Proposed concept development
  • Cuisine selection
  • The overall execution
  • The potential costs
  • Expected return on investments (ROI)

Let's take a more in-depth look at the concept development, cuisine selection, and mission statement.

Further reading

  • How to write a restaurant executive summary

Concept Development

Selecting the type of restaurant, service style, and atmosphere is the first step towards creating a unique dining experience. Whether you envision a sample menu for a:

  • cozy, intimate bistro
  • bustling quick-service deli
  • fast-casual restaurant
  • fine dining establishment

Your concept should reflect your passion and expertise in the industry.

With a broad range of options, it’s critical to scrutinize your target market and pinpoint the most suitable choice considering their preferences and your capabilities.

When planning your restaurant design, keep in mind that it should effectively complement your chosen theme and cuisine.

Additionally, consider the potential for patio seating and the involvement of your management team in making these critical decisions.

A well-thought-out concept will not only set the stage for an unforgettable dining experience but also pique the interest of potential investors.

Cuisine Selection

The cuisine you select for your restaurant can significantly influence its success.

Choosing the appropriate cuisine is vital for distinguishing your establishment from competitors and attracting your target market.

To make an informed decision, consider factors such as:

  • Market demand
  • Expertise and passion
  • Ingredient availability
  • Competition
  • Profitability
  • Cultural fit
  • Seasonality

Dietary restrictions and trends

In the highly competitive restaurant industry, keeping track of current and emerging cuisine trends can be a significant advantage.

From regional delicacies to innovative fusion dishes, understanding what’s popular and in demand can help you tailor your offerings to the desires of your target audience.

By thoroughly analyzing the market and adapting to evolving tastes, your restaurant can remain relevant and successful in the long run.

Crafting a mission statement

A well-constructed mission statement communicates the purpose, values, and goals of your restaurant to potential investors and customers alike.

A mission statement serves as a guiding light for decision-makers and employees, fueling their efforts to achieve your restaurant’s objectives.

To create an impactful mission statement, consider the following steps:

  • Identify the purpose of the restaurant.
  • Contemplate the brand’s image.
  • Account for the target audience.
  • Incorporate company values.
  • Ensure brevity and comprehensiveness.

Related content:  How to Write a Restaurant Mission Statement  

Remember, your mission statement should not only differentiate your restaurant from competitors but also resonate with your target market.

By articulating your restaurant’s unique values and vision, you’ll create a strong foundation upon which to build a thriving and successful business.

2. Company description

This is the part of the restaurant business plan where you fully introduce the company.

Start this section with the name of the restaurant you are opening along with the location, contacts, and other relevant information. 

Also, include the owner’s details and a brief overview or description of their experience.

The second part of the company description should highlight the legal standing of the restaurant and outline the restaurant’s short and long-term goals.

Provide a brief market study showing that you understand the trends in the regional food industry and why the most independent restaurant investors will succeed in this market.

Here's an example of the page layout:  

Restaurant Name: [Restaurant Name]

Location: [Restaurant Address]

Contact: [Restaurant Phone Number] | [Restaurant Email Address]

Owner: [Owner Name]

Experience: [Owner Name] has over [Number] years of experience in the restaurant industry. They have worked in various roles, including [List of Roles]. They are passionate about food and creating a memorable dining experience for their guests.

Legal Standing: [Restaurant Name] is a [Type of Legal Entity] registered in [State/Province].

Short-term Goals:

  • Generate [Amount] in revenue within the first year of operation.
  • Achieve a [Percentage] customer satisfaction rating within the first six months of operation.

Long-term Goals:

  • Expand to a second location within five years.
  • Become a recognized leader in the regional food industry.

Market Study:

The regional food industry is experiencing a number of trends, including:

  • An increasing demand for fresh,  local ingredients.
  • A growing interest in ethnic cuisine.
  • A preference for casual dining experiences.

3. Market analysis

The market analysis portion of the restaurant business plan is typically divided into three parts.

3.1 Industry analysis

What is your target market? What demographics will your restaurant cater to?

This section aims to explain your target market to investors and why you believe guests will choose your restaurant over others.

Comprehending your target market is key to customizing your restaurant offerings to their preferences and needs.

By diving into demographics, preferences, dining habits, and trends, you can fine-tune your concept and marketing strategy to reach and appeal to your target audience effectively.

An example of analyzing your target market

  Comprehending your target market is key to customizing your restaurant offerings to their preferences and needs.

Demographics and preferences

Identifying your primary target market involves considering factors such as:

For example, a neighborhood with a high concentration of families might prefer a family-friendly restaurant with a diverse menu catering to various age groups and dietary preferences.

Conversely, a trendy urban area with a predominantly young and affluent population may gravitate towards upscale dining experiences and innovative cuisine.

Cultural and ethnic backgrounds also have a significant impact on restaurant preferences, with people from different backgrounds having distinctive tastes and customs that influence their dining choices.

By thoroughly understanding the demographics and preferences of your target market, you’ll be better equipped to create a restaurant concept that resonates with them and ultimately drives success.

Dining habits and trends

As the restaurant industry continues to evolve, staying informed about dining habits and trends is crucial for adapting your offerings and attracting customers.

For example, the rise of online ordering and delivery services has significantly influenced dining habits, with many consumers seeking the convenience of having their meals delivered to their doorstep.

Health trends have also had an impact on dining habits, with an increasing number of individuals seeking healthier options when dining out.

By staying abreast of current habits and trends, you can anticipate the needs and desires of your target market and tailor your restaurant’s offerings accordingly.

This forward-thinking approach will not only help you stay competitive but also foster long-term success in the ever-changing restaurant landscape.

  • How to find your restaurant's target market

3.2 Competition analysis

It's easy to assume that everyone will visit your new restaurant first, so it is important to research your competition to make this a reality.

What restaurants have already established a customer base in the area?

Take note of everything from their prices, hours, and service style to menu design to the restaurant interior.

Then explain to your investors how your restaurant will be different.

3.3 Marketing analysis

Your investors are going to want to know how you plan to market your restaurant. How will your marketing campaigns differ from what is already being done by others in the restaurant industry?

How do you plan on securing your target market? What kind of offers will you provide your guests? Make sure to list everything.

The most important element to launching a successful restaurant is the menu . Without it, your restaurant has nothing to serve.

At this point, you probably don’t have a final version, but for a restaurant business plan, you should at least try to have a mock-up.

Add your logo to the mock-up and choose a design that you can see yourself actually using. If you are having trouble coming up with a menu design or don’t want to pay a designer, there are plenty of resources online to help.

The key element of your sample menu though should be pricing. Your prices should reflect the cost analysis you’ve done for investors. This will give them a better understanding of your restaurant’s target price point. You'll quickly see how important menu engineering can be, even early on.

5. Employees

The company description section of the restaurant business plan briefly introduces the owners of the restaurant with some information about each. This section should fully flesh out the restaurant's business plan and management team.

The investors don’t expect you to have your entire team selected at this point, but you should at least have a couple of people on board. Use the talent you have chosen thus far to highlight the combined work experience everyone is bringing to the table.

Download our free restaurant business plan  It's the only one you'll ever need. Get template now

6. Restaurant design

The design portion of your restaurant business plan is where you can really show off your thoughts and ideas to the investors. If you don’t have professional mock-ups of your restaurant rendered, that’s fine.

Instead, put together a mood board to get your vision across. Find pictures of a similar aesthetic to what you are looking for in your restaurant.

The restaurant design extends beyond aesthetics alone and should include everything from restaurant software to kitchen equipment. 

7. Location

The location you settle on for your restaurant should be well aligned with your target market (making it easier to cater to your ideal customer) and with your business plans.

At this stage in the process, its not uncommon to not have a specific location in mind - but you should at the very least have a few options to narrow down.

Tip: When you approach your investors about potential locations, make sure to include as much information as possible about each venue and why it would be ideal for your brand. Go into as much detail as possible - including everything from square footage to the demographics of the area.

Example for choosing an ideal location

Choosing the ideal location for your restaurant is a pivotal decision that can greatly influence your success. 

To make the best choice, consider factors such as foot traffic, accessibility, and neighborhood demographics.

By carefully evaluating these factors, you’ll be better equipped to maximize visibility and attract your target market.

Foot traffic and accessibility

Foot traffic and accessibility are essential factors in selecting a location that will attract customers and ensure convenience.

A high-traffic area with ample parking and public transportation options can greatly increase the likelihood of drawing in potential customers.

Additionally, making your restaurant accessible to individuals with disabilities can further broaden your customer base and promote inclusivity.

It’s also important to consider the competition in the area and assess whether your restaurant can stand out among existing establishments.

By choosing a location with strong foot traffic and accessibility, you’ll be well on your way to creating a thriving restaurant that appeals to your target market.

Neighborhood demographics

Analyzing neighborhood demographics can help you determine if your restaurant’s concept and cuisine will appeal to the local population.

Factors such as income levels, family structures, and cultural diversity can all influence dining preferences and habits.

By understanding the unique characteristics of the neighborhood, you can tailor your offerings and marketing efforts to resonate with the local community.

Conducting a market analysis can be a valuable step in this process.

To gather demographic data for a particular neighborhood, you can utilize resources such as the U.S. Census Bureau’s American Community Survey and reference maps.

Armed with this information, you can make informed decisions about your restaurant’s concept, menu, and pricing, ensuring that your establishment is well-positioned for success within the community.

Conducting market research will further strengthen your understanding of the local demographic.

8. Market overview

The market overview section is heavily related to the market research and analysis portion of the restaurant business plan. In this section, go into detail about both the micro and macro conditions in the area you want to set up your restaurant.

Discuss the current economic conditions that could make opening a restaurant difficult, and how you aim to counteract that. Mention all the other restaurants that could prove to be competition and what your strategy is to set yourself apart.

9. Marketing

With restaurants opening left and ride nowadays, investors are going to want to know how you will get word of your restaurant to the world.

The next marketing strategy and publicity section should go into detail on how you plan to market your restaurant before and after opening. As well as any plans you may have to bring a PR company on board to help spread the word.

Read more: How to write a restaurant marketing plan from scratch

10. External help

To make your restaurant a reality, you are going to need a lot of help. List any external companies or software you plan on hiring to get your restaurant up and running.

This includes everything from accountants and designers to suppliers that help your restaurant perform better, like POS systems and restaurant reservation systems .

Explain to your other potential investors about the importance of each and what they will be doing for your restaurant.

11. Financial analysis

The most important part of your restaurant business plan is the financial section . We would recommend hiring professional help for this given its importance.

Hiring a trained accountant will not only help you get your own financial projections and estimates in order but also give you a realistic insight into owning a restaurant.

You should have some information prepared to make this step easier for the accountant.

He/she will want to know how many seats your restaurant has, what the check average per table will be, and how many guests you plan on seating per day.

In addition to this, doing rough food cost calculations for various menu items can help estimate your profit margin per dish. This can be achieved easily with a free food cost calculator. 

  • Important restaurant metrics to track

A well-crafted restaurant business plan serves as a roadmap to success, guiding every aspect of the venture from menu design to employee training.

By carefully considering each component of the plan, aspiring restaurateurs can increase their chances of securing funding, attracting customers, and achieving their long-term goals.

Remember, a restaurant business plan is not just a document to satisfy investors; it is a living tool that should be revisited and updated regularly as the business grows and evolves.

By staying committed to the plan and adapting it as needed, restaurateurs can ensure that their culinary dreams have a solid foundation for success.

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Saif Alnasur

Saif Alnasur used to work in his family restaurant, but now he is a food influencer and writes about the restaurant industry for Eat App.

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How to Write a Fine Dining Restaurant Business Plan

Discover the essential steps to crafting a successful business plan for your fine dining restaurant. Our comprehensive guide covers everything from executive summaries and concept development to market and competitive analysis, menu design, and financial projections. Learn how to create a strong marketing strategy, operational plan, and understand funding options to turn your culinary vision into a thriving reality.

Dec 09, 2023

How to Write a Fine Dining Restaurant Business Plan

Photo by - - on Unsplash

Embarking on the journey of opening a fine dining restaurant requires careful planning, attention to detail, and a solid business plan.

A well-crafted business plan serves as a roadmap, outlining your vision, strategies, and financial projections. In this comprehensive guide, we will walk you through the key components of a fine dining restaurant business plan, providing valuable insights and tips to help you navigate the process successfully.

1. Executive Summary:

The executive summary is a concise overview of your fine dining restaurant business plan. It should highlight your concept, target market, competitive advantage, and financial projections. Although it appears at the beginning of the plan, it is best to write it after completing the other sections, as it summarizes the key points.

2. Concept Development:

Clearly defining your concept is crucial for a fine dining restaurant. Consider your cuisine, ambiance, target market, and unique selling points. Describing these aspects in detail will help potential investors or partners understand your vision and differentiate your restaurant from competitors.

3. Market Analysis:

Conducting a thorough market analysis allows you to understand the existing market landscape, identify your target audience, and assess competition. Analyze demographic trends, local dining preferences, and consumer behavior to tailor your restaurant concept to meet their demands.

4. Competitive Analysis:

A comprehensive competitive analysis is essential to identify direct and indirect competitors in your area. Study their menus, pricing, strengths, weaknesses, and target demographics. Identify what sets your restaurant apart and how you can position yourself in the market to attract and retain customers.

5. Menu Development:

Your menu is the heart and soul of a fine dining restaurant. Create a menu that reflects your concept, highlights your unique offerings, and complements the preferences of your target audience. Consider ingredients, culinary techniques, seasonality, and pricing strategy. Including sample menus or signature dishes adds visual appeal to your business plan.

fine dining restaurant business plan sample

Photo by Slidebean on Unsplash

1. Marketing and Sales Strategy:

Developing a strong marketing and sales strategy is crucial to attract and retain patrons. Outline your brand identity, online presence, advertising efforts, partnerships, and special promotions. Include an analysis of customer acquisition costs and projections for customer conversion and retention rates.

2. Operational Plan:

The operational plan details the day-to-day processes to run your fine dining restaurant smoothly. Outline your staffing requirements, job descriptions, training programs, supplier relationships, and inventory management. Present a clear organizational structure and explain how you will maintain quality control and deliver exceptional service.

3. Financial Projections:

Accurate financial projections are vital to showcase the viability and profitability of your fine dining restaurant. Include a three- to five-year projected income statement, cash flow statement, and balance sheet. Assess start-up costs, revenue streams, cost of goods sold, labor expenses, and anticipated profitability. Be realistic and detail assumptions underlying your financial forecasts.

4. Funding and Investment:

If you require external funding or investment for your fine dining restaurant, this section is crucial. Clearly state your funding needs, use of proceeds, and potential strategies for securing financing. Include details about your personal investment, loans, grants, partnerships, or crowdfunding campaigns.

5. Risk Analysis:

Identify potential risks and challenges that your fine dining restaurant may face. Develop contingency plans and mitigation strategies to address these risks effectively. This demonstrates your preparedness and ability to navigate uncertainties, providing reassurance to potential investors or lenders.

Conclusion:

Writing a comprehensive business plan for your fine dining restaurant is a critical step towards success. From defining your concept, analyzing the market, designing a menu , to creating a marketing strategy and financial projections, each component requires careful consideration and research. By following this guide and putting in the necessary effort, you will create a solid foundation for your fine dining restaurant, attracting investors, and positioning yourself to thrive in the competitive culinary industry.

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Restaurant Business Plan Template

Written by Dave Lavinsky

Restaurant Business Plan

You’ve come to the right place to create your restaurant business plan.

We have helped over 100,000 entrepreneurs and business owners with how to write a restaurant business plan to help them start or grow their restaurants.

Below is a restaurant business plan template to help you create each section of your business plan.

Restaurant Business Plan Example

Executive summary, business overview.

Bluehorn Restaurant & Steakhouse is a new restaurant and steakhouse located in Oklahoma City, Oklahoma. The menu of Bluehorn Restaurant & Steakhouse will include bistro-type dishes that are authentically created and crafted by acclaimed Chef Peter Logan. It will be located in the trendy part of town, known as the Plaza District. The restaurant will be surrounded by classy art galleries, live theater, high-end restaurants and bars, and expensive shopping.

Owned by emerging restaurant operators Chef Peter Logan and Anastasia Gillette, Bluehorn Restaurant & Steakhouse’s mission is to become Oklahoma City’s best, new restaurant for patrons to celebrate their next big event, have a nice date night, or gather with friends or family for a fun evening while dining over finely crafted entrees, desserts, and cocktails.

Products Served

The following are the menu items to be offered by Bluehorn Restaurant & Steakhouse:

  • Soups & Salads
  • Gourmet sides
  • Wine, Beer & Spirits

Customer Focus

Bluehorn Restaurant & Steakhouse will target adult men and women between the ages of 21 – 65 with disposable income in Oklahoma City, Oklahoma. Within this demographic are millennials, young professionals, newlyweds, young families, more established families, and retirees. Because of the pricing structure of the menu, the patrons will likely be upper middle class to the wealthy population of Oklahoma City.

Management Team

Bluehorn Restaurant & Steakhouse is owned and operated by fellow Oklahoma City natives and culinary enthusiasts, Chef Peter Logan and Anastasia Gillette. Both come with a unique skill set and complement each other perfectly. They formerly worked together at another OKC fine dining establishment and made a great team for serving guests delectable food and wine while ensuring the highest level of customer service.

Chef Peter will manage the kitchen operations of Bluehorn Restaurant & Steakhouse, while Anastasia will oversee front of the house operations, maintain and ensure customer service, and manage all reservations.

Financial Highlights

Bluehorn Restaurant & Steakhouse is seeking $300,000 in debt financing to open its start-up restaurant. The funding will be dedicated for the build-out and design of the restaurant, kitchen, bar and lounge, as well as cooking supplies and equipment, working capital, three months worth of payroll expenses and opening inventory. The breakout of the funding is below:

  • Restaurant Build-Out and Design – $100,000
  • Kitchen supplies and equipment – $100,000
  • Opening inventory – $25,000
  • Working capital (to include 3 months of overhead expenses) – $25,000
  • Marketing (advertising agency) – $25,000
  • Accounting firm (3 months worth and establishment/permitting of business) – $25,000

fine dining restaurant business plan sample

Company Overview

Bluehorn Restaurant & Steakhouse is a new restaurant and steakhouse located in Oklahoma City, Oklahoma. Bluehorn Restaurant & Steakhouse will serve a wide variety of dishes and beverages and will cater to the upper middle class to wealthier population of Oklahoma City. The menu of Bluehorn Restaurant & Steakhouse will include bistro-type dishes that are authentically created and crafted by acclaimed Chef Peter Logan. It will be located in the trendy part of town, known as the Plaza District. The Plaza District is one of Oklahoma’s trendy neighborhoods and is considered the “it” area for newlyweds, millennials, professionals, and young singles. The restaurant will be surrounded by classy art galleries, live theater, high-end restaurants and bars, and expensive shopping.

Owned by emerging restaurant operators Chef Peter Logan and Anastasia Gillette, the restaurant’s mission statement is to become the best new steak restaurant in OKC. The following are the types of menu items Bluehorn Restaurant & Steakhouse will serve- shareables, steaks, soups, gourmet sides and salads.

Bluehorn Restaurant & Steakhouse History

Bluehorn Restaurant & Steakhouse is owned by two Oklahoma City natives, Chef Peter Logan and Anastasia Gillette. They have both worked around the country in fine dining establishments and have a combined twenty years in the restaurant industry. Upon working alongside each other at another fine dining establishment in Oklahoma City, the two of them became good friends and decided to venture into owning their own restaurant.

Chef Peter is the kitchen guru and critically acclaimed chef, while Anastasia manages the front of the house and is a certified Sommelier. Together, with both of their expertise and knowledge, Bluehorn Restaurant & Steakhouse is destined to become Oklahoma City’s next big restaurant.

Industry Analysis

The Restaurant industry is expected to grow to over $220 billion in the next five years.

Consumer spending is projected to grow. The Consumer Confidence Index, a leading indicator of spending patterns, is expected to also grow strongly, which will boost restaurant industry growth over the next five years. The growth in consumer confidence also suggests that more consumers may opt to segment their disposable income to eating outside the home.

Additionally, an increase in the number of households earning more than $100,000 annually further contributes to the industry growth, supporting industry operators that offer more niche, higher-end products.  This group is expected to continue to grow in size over the next five years.

The urban population represents a large market for the industry. Specifically, time-strapped individuals living in urban areas will likely frequent industry establishments to save time on cooking. The urban population is expected to increase, representing a potential opportunity for the industry.

Customer Analysis

Demographic profile of target market, customer segmentation.

Bluehorn Restaurant & Steakhouse will primarily target the following customer profile:

  • Upper middle class to wealthier population
  • Millennials
  • Young professionals
  • Households with an average income of at least $75k
  • Foodies and culture enthusiasts

Competitive Analysis

Direct and indirect competitors.

Bluehorn Restaurant & Steakhouse will be competing with other restaurants in Oklahoma City. A profile of each competitor is below. The Press Located in the trendy area known as the Plaza District, The Press has reimagined our favorite foods of the surrounding regions through the lens of home.

The menu consists of appetizers, soups, burgers and sandwiches, bowls, main dishes, sides, desserts, and a large selection of alcoholic beverages. The Press serves craft beer, domestic beer, wine spritzers, house cocktails, wine, and mimosas. They also offer brunch. The menu of The Press is affordable with the most expensive dish being $16. The wine menu is also not pretentious as the wine is sold either by the glass or bottle, with the most expensive bottle being $52 for the Gruet Sparkling Brut Rose. Oak & Ore Oak & Ore is a craft beer and restaurant in OKC’s Plaza District. They have a 36-tap beer selection and offer vegetarian, vegan, and gluten free dining options. Oak & Ore offers a rotating, 36-tap selection of their favorite brews from Oklahoma and around the world. Each beer is thoughtfully paired with a craft beer-inspired dining experience.

The food menu of Oak & Ore offers starters, salads, wings, fried chicken, sandwiches, tacos, banh mi, and sides. They also have a selection of kids dishes so the whole family can enjoy comfort food while sampling one of their delectable beers.

The Mule OKC The Mule is a casual, hip restaurant offering a large beer and cocktail menu plus sandwiches and more. Located in the constantly growing and buzzing hub that is the Plaza District, The Mule takes the timeless favorite and contorts it into a whole menu of wild offerings.

There is also a fantastic assortment of soups offered and The Mule shakes up a seasonal list of cocktails designed by their bar staff. During the winter months, patrons can stave off the cold with their versions of hot toddies and buttered rum. For the beer drinkers, they always have a reliable line-up of fresh cold brews on draft, as well as a wide selection of can.

Competitive Advantage

Bluehorn Restaurant & Steakhouse offers several advantages over its competition. Those advantages are:

  • Gourmet dishes elegantly prepared to the finest standard.
  • Selection of steaks sourced from local Oklahoma farms.
  • An exclusive and unique wine menu that includes a wine selection of all price points.
  • Highly sought after location: Bluehorn Restaurant & Steakhouse will be located in the trendy and attractive neighborhood known as The Plaza District.
  • Trendy, welcoming, and energetic ambiance that will be perfect for a night out or a celebration.

Marketing Plan

Promotions strategy.

The marketing strategy for Bluehorn Restaurant & Steakhouse is as follows: Location Bluehorn Restaurant & Steakhouse’s location is a promotions strategy in itself. The Plaza District is a destination spot for locals, tourists, and anyone looking for the trendiest food fare in Oklahoma City. The Plaza District is home to OKC’s most popular bars and restaurants, art galleries, theaters, and boutique shopping. The millennials, young professionals, and foodies will frequent Bluehorn Restaurant & Steakhouse for the location itself.

Social Media Bluehorn Restaurant & Steakhouse will use social media to cater to the millennials and Oklahoma City residents. Chef Peter and Anastasia plan to hire an advertising agency to take professional photographs of the menu items and location to create appealing posts to reach a greater audience. The posts will include pictures of the menu items, as well as upcoming featured options. SEO Website Marketing Bluehorn Restaurant & Steakhouse plans to invest funds into maintaining a strong SEO presence on search engines like Google and Bing. When a person types in “local fine dining restaurant” or “Oklahoma City restaurant”, Bluehorn Restaurant & Steakhouse will appear in the top three choices. The website will include the full menu, location, hours, and lots of pictures of the food, drinks, and steaks. Third Party Delivery Sites Bluehorn Restaurant & Steakhouse will maintain a presence on sites like GrubHub, Uber Eats, Doordash, and Postmates so that people looking for local food to be delivered will see Bluehorn Restaurant & Steakhouse listed near the top.

Operations Plan

Operation functions:.

The company will hire the following:

  • 4 sous chefs
  • 2 bartenders
  • 2 hostesses
  • The company will hire an advertising agency and an accounting firm

Milestones:

Bluehorn Restaurant & Steakhouse aims to open in the next 6 months. The following are the milestones needed in order to obtain this goal.

7/1/202X – Execute lease for prime location in the Plaza District.

7/2/202X – Begin construction of restaurant build-out.

7/10/202X – Finalize menu.

7/17/202X – Hire advertising company to begin developing marketing efforts.

8/15/202X – Start of marketing campaign

8/22/202X – Final walk-thru of completed restaurant build-out.

8/25/202X – Hire team of sous chefs, servers, and bussers.

9/1/202X – Decoration and set up of restaurant.

9/15/202X – Grand Opening of Bluehorn Restaurant & Steakhouse

Bluehorn Restaurant & Steakhouse will be owned and operated by Chef Peter Logan and Anastasia Gillette. Each will have a 50% ownership stake in the restaurant.

Chef Peter Logan, Co-Owner

Chef Peter Logan is an Oklahoma City native and has been in the restaurant industry for over ten years. He was trained in a prestigious Le Cordon Bleu Culinary Academy in San Francisco and has worked in some of the nation’s most prestigious fine dining restaurants. His tenure has took him from the west coast to the east coast, and now he’s back doing what he loves in his hometown of Oklahoma City.

Chef Peter will manage the kitchen operations of Bluehorn Restaurant & Steakhouse. He will train and oversee the sous chefs, manage inventory, place food inventory orders, deal with the local food vendors, and ensure the highest customer satisfaction with the food.

Anastasia Gillette, Co-Owner

Anastasia Gillette was born and raised in Oklahoma City and has garnered over ten years in the restaurant industry as well. While in college, Anastasia worked as a hostess at one of the area’s most prestigious restaurant establishments. While there, she was eventually promoted to Front of the House Manager where she oversaw the hostesses, servers, bussers, bartenders, and reservations. Her passion always led to the beverage portion of the restaurant so she obtained her Sommelier certificate in 2019. With her wine education, Anastasia is able to cultivate an interesting and elegant wine selection for the restaurant.

Anastasia will oversee front of the house operations, maintain and ensure customer service, and manage all reservations. She will also be in charge of the bar and wine ordering, training of front of the house staff, and will manage the restaurant’s social media accounts once they are set up.

Financial Plan

Key revenue & costs.

The revenue drivers for Bluehorn Restaurant & Steakhouse will come from the food and drink menu items being offered daily.

The cost drivers will be the ingredients and products needed to make the menu items as well as the cooking materials. A significant cost driver is the fine dining equipment, serving dishes, and beer and wine glasses. Other cost drivers will be the overhead expenses of payroll for the employees, accounting firm, and cost of the advertising agency.

Funding Requirements and Use of Funds

Bluehorn Restaurant & Steakhouse is seeking $300,000 in debt financing to open its start-up restaurant. The breakout of the funding is below:

Financial Projections

Income Statement

  Balance Sheet

  Cash Flow Statement

Restaurant Business Plan FAQs

What is a restaurant business plan.

A restaurant business plan is a plan to start and/or grow your restaurant business. Among other things, it outlines your business concept, identifies your target customers, presents your marketing plan and details your financial projections.

You can  easily complete your restaurant business plan using our Restaurant Business Plan Template here .

What Are the Main Types of Restaurants?

There are many types of restaurant businesses. Restaurants can range in type from fast food, fast casual, moderate casual, fine dining, and bar and restaurant types. Restaurants also come in a variety of different ethnic or themed categories, such as Mexican restaurants, Asian restaurants, American, etc.  Some restaurants also go mobile and have food trucks.

How Do You Get Funding for Your Restaurant Business Plan?

Restaurant businesses are most likely to receive funding from banks. Typically you will find a local bank and present your business plan to them. Another option for a restaurant business is to obtain a small business loan. SBA loans are a popular option as they offer longer loan terms with lower interest rates.

What are the Steps To Start a Restaurant Business?

1. Develop A Restaurant Business Plan - The first step in starting a business is to create a detailed restaurant business plan that outlines all aspects of the venture. This should include potential market size and target customers, the services or products you will offer, pricing strategies and a detailed financial forecast.  

2. Choose Your Legal Structure - It's important to select an appropriate legal entity for your restaurant business. This could be a limited liability company (LLC), corporation, partnership, or sole proprietorship. Each type has its own benefits and drawbacks so it’s important to do research and choose wisely so that your restaurant business is in compliance with local laws.

3. Register Your Restaurant Business - Once you have chosen a legal structure, the next step is to register your restaurant business with the government or state where you’re operating from. This includes obtaining licenses and permits as required by federal, state, and local laws. 

4. Identify Financing Options - It’s likely that you’ll need some capital to start your restaurant business, so take some time to identify what financing options are available such as bank loans, investor funding, grants, or crowdfunding platforms. 

5. Choose a Location - Whether you plan on operating out of a physical location or not, you should always have an idea of where you’ll be based should it become necessary in the future as well as what kind of space would be suitable for your operations. 

6. Hire Employees - There are several ways to find qualified employees including job boards like LinkedIn or Indeed as well as hiring agencies if needed – depending on what type of employees you need it might also be more effective to reach out directly through networking events. 

7. Acquire Necessary Restaurant Equipment & Supplies - In order to start your restaurant business, you'll need to purchase all of the necessary equipment and supplies to run a successful operation. 

8. Market & Promote Your Business - Once you have all the necessary pieces in place, it’s time to start promoting and marketing your restaurant business. This includes creating a website, utilizing social media platforms like Facebook or Twitter, and having an effective Search Engine Optimization (SEO) strategy. You should also consider traditional marketing techniques such as radio or print advertising. 

Learn more about how to start a successful restaurant business:

  • How to Start a Restaurant Business

Where Can I Get a Restaurant Business Plan PDF?

You can download our free restaurant business plan template PDF here . This is a sample restaurant business plan template you can use in PDF format.

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How to write a business plan for your fine dining restaurant.

business plan for a fine dining restaurant

Starting a fine dining restaurant is a great idea because it provides an opportunity to create an upscale atmosphere and serve high-quality food that customers will appreciate and enjoy.

Additionally, it can be a profitable venture that allows for a unique and memorable dining experience.

But, first thing first, you need to write a business plan.

A business plan is essential before starting a new project, like a fine dining restaurant, as it provides a roadmap to success by outlining the goals, strategies, and resources necessary to achieve them. It also helps to identify potential risks and opportunities that may arise, as well as provides a benchmark for measuring progress. Finally, a business plan is necessary to attract investors and secure funding for the project.

In short, a good business plan will help make sure your fine dining restaurant is profitable .

What should you include in the business plan for a fine dining restaurant? What components should be part of the structure? Which financial figures should be part of the analysis? What steps should I take to ensure an efficient process when writing a business plan?

Prepare yourself for a satisfying read, as all your questions will find answers in this article!

Additionally, it's worth noting that you have the option to avoid starting your business plan from scratch.

Instead, you can download our professional business plan for a fine dining restaurant and adjust it to match your preferences.

business plan gourmet restaurant

Crafting an elaborate business plan for a fine dining restaurant

Is it necessary to create a business plan for your fine dining restaurant.

Yes, you should create a business plan for your fine dining restaurant.

Designing a cohesive business plan will equip you to:

  • gain knowledge of the fine dining restaurant market
  • keep up with the latest trends and incorporate them into your project
  • highlight what makes a fine dining restaurant thriving
  • understand diners' preferences for gourmet cuisine, elegant ambiance, and exceptional service
  • come up with a winning value proposition for your upscale dining establishment
  • assess competitive positioning
  • identify strategic advantages for your fine dining restaurant
  • find a business model that delivers consistent positive financial outcomes
  • formulate and implement a sustainable long-term action plan
  • conduct a comprehensive risk assessment for the fine dining restaurant, considering food safety, service quality, etc

Our team has created a business plan for a fine dining restaurant that is designed to make it easier for you to achieve all the elements listed.

How to outline a business plan for a fine dining restaurant?

There's a wealth of valuable information, content, numbers, and financial data in a business plan. It must be presented in a structured format, to make easy to read and digest.

When we built our business plan for a fine dining restaurant , we structured it in a proper way.

You'll find 5 sections (Opportunity, Project, Market Research, Strategy and Finances) within this plan.

1. Market Opportunity

The initial section is named "Market Opportunity."

Discover important data and figures about the fine dining restaurant industry in this section, helping you navigate this competitive market.

We update this section often to keep the data fresh.

2. Project Presentation

In the "Project" section, you can outline your fine dining restaurant, highlighting the cuisine offered, elegant atmosphere, exceptional service, and unique value proposition that sets your restaurant apart.

Also include a self-introduction at the end of this section.

Discuss your passion for culinary excellence, your understanding of fine dining concepts, and how you plan to create a sophisticated and memorable dining experience for guests. Highlight your commitment to using the finest ingredients, your skilled culinary team, and your dedication to impeccable service and attention to detail that ensures guests have an extraordinary fine dining experience.

We've already formulated some language in our business plan. Adapt it to suit your concept precisely.

3. Market Research

The next item on the list is the "Market Research" section.

This section provides a description of the market segments for your fine dining restaurant.

It includes an analysis of other fine dining establishments in the area. Your restaurant's elegant dining experience and competitive advantages are also highlighted. A customized SWOT analysis is included.

4. Strategy

In the "Strategy" section, you will find a detailed growth plan for your fine dining restaurant, outlining all the necessary steps and initiatives to ensure its high profitability.

Additionally, there is a marketing strategy for a fine dining restaurant, a way to manage risks, and a completed Business Model Canvas included in this section.

5. Finances

In conclusion, the "Finances" section is where you can showcase the financial plan for your project.

business plan fine dining restaurant

How to draft the Executive Summary for a fine dining restaurant?

The Executive Summary acts as an opening to the business plan of your fine dining restaurant.

Make it concise and not more than 2 pages, highlighting only the essential facts.

The aim of this document is to make the reader want to explore your business plan.

In the Executive Summary of your fine dining restaurant, address the following queries: what type of cuisine does your fine dining restaurant offer? who is your target audience? are there other fine dining restaurants in the area? what funding do you require?

How to do the market analysis for a fine dining restaurant?

Analyzing the market for your fine dining restaurant allows you to gain insights into factors such as customer preferences for upscale dining experiences, competition within the restaurant industry, and emerging trends in gastronomy.

By conducting an extensive market study, a fine dining restaurant can understand customer preferences, offer an exquisite dining experience, optimize pricing strategies, and execute targeted marketing campaigns, ultimately leading to a loyal customer base, increased reservations, and a prominent position in the upscale dining market.

You'll discover the following in the "Market Research" section of our business plan for a fine dining restaurant :

  • market trends and data about fine dining restaurants, including gourmet dining preferences, fine wine consumption, and the impact of Michelin star ratings
  • a list of potential market segments for a fine dining restaurant
  • the competitive analysis
  • the potential competitive advantages for a fine dining restaurant

business plan fine dining restaurant

The key points of the business plan for a fine dining restaurant

What's the business model of a fine dining restaurant, business model of a fine dining restaurant.

A fine dining restaurant's business model centers around offering an upscale dining experience with high-quality cuisine, premium ingredients, and exceptional service. Revenue is generated through food and beverage sales, potentially offering additional services such as private dining or tasting menus.

The business model focuses on culinary excellence, delivering impeccable service, creating an elegant and sophisticated dining ambiance, effective marketing to target discerning diners or special occasions, and building strong customer relationships based on memorable dining experiences.

Success depends on talented chefs and service staff, maintaining consistently high food and service standards, fostering positive customer reviews and recommendations, and continuously evolving the menu and dining experience to delight and surprise guests.

Business model vs Business plan

Avoid conflating "business plan" and "business model."

A business model is a blueprint for how a company operates and makes money.

In a business plan, you articulate your business model through a framework known as the Business Model Canvas.

And, of course, there is a Business Model Canvas (already completed) in our business plan for a fine dining restaurant .

How to find the market segments of a fine dining restaurant?

Market segmentation for your fine dining restaurant involves dividing your potential customers into different groups based on their dining preferences, culinary interests, and demographics.

These categories may include factors such as gourmet cuisine, tasting menus, wine pairings, or customers seeking specific fine dining experiences or occasions.

By segmenting your market, you can offer specialized fine dining options and dining experiences that cater to each segment's specific requirements. For example, you might focus on gourmet cuisine and provide a menu featuring exquisite dishes prepared with the finest ingredients and culinary techniques, offer tasting menus with multiple courses and carefully curated flavor combinations, specialize in wine pairings and provide expertly matched wines to complement each dish, or focus on specific fine dining experiences or occasions such as special events or private dining to accommodate customers with specific dining preferences or celebration needs.

Market segmentation allows you to effectively target your marketing efforts, communicate the sophistication and elegance of your fine dining restaurant, and provide a memorable and extraordinary dining experience that meets the unique needs and preferences of each customer segment.

In the business plan for a fine dining restaurant , you will get a detailed market segmentation, helping you understand your target audiences and their needs.

How to conduct a competitor analysis for a fine dining restaurant?

It's evident that you won't be the only fine dining restaurant in your area. There are other establishments offering upscale dining experiences and gourmet cuisine to patrons.

Develop a solid business plan by conducting an extensive competitor analysis that evaluates their strengths and weaknesses.

Recognize their weaknesses (such as inconsistent food quality, slow service, or lack of innovation in menu offerings).

Why should you pay attention to these factors? Because these weaknesses can impact the dining experience at fine dining restaurants. By addressing these aspects, you can offer refined and exquisite culinary creations, provide impeccable service and attention to detail, and create an elegant and sophisticated ambiance, establishing your fine dining restaurant as a preferred destination for special occasions and discerning diners.

It's what we call competitive advantages—cultivate them to set your business apart.

Here are some examples of competitive advantages for a fine dining restaurant: exquisite and refined culinary creations, exceptional fine dining experience, elegant and sophisticated ambiance, impeccable service and attention to detail, extensive wine and beverage selection, positive reviews and reputation, memorable dining occasions.

How to draft a SWOT analysis for a gourmet restaurant?

A SWOT analysis can help identify the strengths, weaknesses, opportunities, and threats associated with starting a fine dining restaurant, allowing for informed decision-making.

As you can guess, there is indeed a completed and editable SWOT matrix in our business plan for a fine dining restaurant

The strengths for a fine dining restaurant

S represents Strengths, which are the project's internal factors or capabilities that give it a competitive advantage.

For a fine dining restaurant, potential strengths could include excellent customer service, a unique menu, a high-quality wine list, and a luxurious atmosphere.

The weaknesses for a fine dining restaurant

The "W" symbolizes Weaknesses, indicating the specific areas or aspects of the project that need some attention.

For a fine dining restaurant, potential weaknesses could include high overhead costs, lack of customer loyalty, limited menu options, and difficulty in keeping up with trends.

The opportunities for a fine dining restaurant

O represents Opportunities, which are the positive external factors or situations that can open doors for the project.

In the case of a fine dining restaurant, potential opportunities could include offering private dining experiences, hosting special events, expanding the menu to include seasonal ingredients, and providing take-out services.

The threats for a fine dining restaurant

The "T" in SWOT symbolizes Threats, indicating the potential risks or unfavorable factors that the project should be prepared for.

How to elaborate a marketing strategy for a gourmet restaurant?

To draw in customers and generate income, make sure to include a marketing strategy in your business plan.

A gourmet restaurant can appeal to food enthusiasts by developing an effective marketing approach that showcases the restaurant's fine dining experience, exceptional cuisine, and a sophisticated and elegant dining ambiance.

Diners won't choose your fine dining restaurant without proper marketing; emphasizing the exquisite cuisine, elegant atmosphere, and impeccable service is necessary.

Are you implementing effective marketing strategies for your gourmet restaurant? Consider offering seasonal tasting menus or chef's table experiences, showcasing visually appealing dishes on social media, and collaborating with local food bloggers or influencers for reviews or promotional partnerships.

Don't worry if marketing and communication seem foreign to you – there are experts who can guide you through the process.

How to build financial projections for a gourmet restaurant?

A solid business plan must include detailed financial information such as projected income, expenses, cash flow, and balance sheets.

When creating your business plan, you must include anticipated revenue figures for your fine dining restaurant.

It's vital that this revenue forecast is logical and easily digestible.

Our financial plan for a fine dining restaurant is easy to use and includes built-in checks to help you identify and correct any assumptions, ensuring you create reliable projections with confidence.

No doubt, you'll have to establish an initial budget for launching your fine dining restaurant. Don't overlook any expense. By the way, we've listed them all in our financial plan!

The break-even analysis plays a crucial role in the financial plan, as it helps determine whether your fine dining restaurant will be profitable or not.

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Restaurant Business Plan

Restaurant Business Plan: What To Include, Plus 8 Examples

  • Business Growth & Management , Templates & Guides

Do you want to ensure the success of your new foodservice endeavor? Write a restaurant business plan.

In this article, the experts at Sling tell you why a business plan is vital for both new and existing businesses and give you tips on what to include.

Table Of Contents

What Is A Restaurant Business Plan?

Why is a restaurant business plan important, questions to ask first, what to include in an effective restaurant business plan, how to format a restaurant business plan, efficient workforce management is essential for success.

Man looking at charts on a wall for his restaurant business plan

At its most basic, a restaurant business plan is a written document that describes your restaurant’s goals and the steps you will take to make those goals a reality.

This business plan also describes the nature of the business itself, financial projections, background information, and organizational strategies  that govern the day-to-day activity of your restaurant.

Empty fine-dining restaurant

A restaurant business plan is vital for the success of your endeavor because, without one, it is very difficult — sometimes even impossible — to obtain funding from an investor or a bank.

Without that all-important starting or operational capital, you may not be able to keep your doors open for long, if at all.

Even if funding isn’t a primary concern, a business plan provides you — the business owner or manager — with clear direction on how to translate general strategies into actionable plans  for reaching your goals.

The plan can help solidify everything from the boots-on-the-ground functional strategy  to the mid-level business strategy  all the way up to the driving-force corporate strategy .

Think of this plan as a roadmap that guides your way when things are going smoothly and, more importantly, when they aren’t.

If you want to give your restaurant the best chance for success, start by writing a business plan.

Man on laptop writing a restaurant business plan

Sitting down to write a restaurant business plan can be a daunting task.

As you’ll see in the What To Include In An Effective Restaurant Business Plan section below, you’ll need a lot of information and detail to ensure that the final document is both complete and effective.

Instead of starting with word one, it is hugely beneficial to answer a number of general questions first.

These questions will help you narrow down the information to include in your plan so the composition process feels less difficult.

The questions are:

  • What problem does the business’s product or service solve?
  • What niche will the business fill?
  • What is the business’s solution to the problem?
  • Who are the business’s customers?
  • How will the business market and sell its products to them?
  • What is the size of the market for this solution?
  • What is the business model for the business?
  • How will the business make money?
  • Who are the competitors?
  • How will the business maintain a competitive advantage?
  • How does the business plan to manage growth?
  • Who will run the business?
  • What makes those individuals qualified to do so?
  • What are the risks and threats confronting the business?
  • What can you do to mitigate those risks and threats?
  • What are the business’s capital and resource requirements?
  • What are the business’s historical and projected financial statements?

Depending on your business, some of these questions may not apply or you may not have applicable answers.

Nevertheless, it helps to think about, and try to provide details for, the whole list so your finished restaurant business plan is as complete as possible.

Once you’ve answered the questions for your business, you can transfer a large portion of that information to the business plan itself.

We’ll discuss exactly what to include in the next section.

Man mapping out a restaurant business plan

In this section, we’ll show you what to include in an effective restaurant business plan and provide a brief example of each component.

1) Executive Summary

You should always start any business plan with an executive summary. This gives the reader a brief introduction into common elements, such as:

  • Mission statement
  • Overhead costs
  • Labor costs
  • Return on investment (ROI)

This portion of your plan should pique the reader’s interest and make them want to read more.

Fanty & Mingo’s is a 50-seat fine-dining restaurant that will focus on Sweruvian (Swedish/Peruvian) fusion fare.

We will keep overhead and labor costs low thanks to simple but elegant decor , highly skilled food-prep staff, and well-trained servers.

Because of the location and surrounding booming economy, we estimate ROI at 20 percent per annum.

2) Mission Statement

A mission statement is a short description of what your business does for its customers, employees, and owners.

This is in contrast to your business’s vision statement which is a declaration of objectives that guide internal decision-making.

While the two are closely related and can be hard to distinguish, it often helps to think in terms of who, what, why, and where.

The vision statement is the where of your business — where you want your business to be and where you want your customers and community to be as a result.

The mission statement is the who , what , and why of your business — it’s an action plan that makes the vision statement a reality

Here’s an example of a mission statement for our fictional company:

Fanty and Mingo’s takes pride in making the best Sweruvian food, providing fast, friendly, and accurate service. It is our goal to be the employer of choice and offer team members opportunities for growth, advancement, and a rewarding career in a fun and safe working environment.

3) Company Description

Taking notes on restaurant business plan

In this section of your restaurant business plan, you fully introduce your company to the reader. Every business’s company description will be different and include its own pertinent information.

Useful details to include are:

  • Owner’s details
  • Brief description of their experience
  • Legal standing
  • Short-term goals
  • Long-term goals
  • Brief market study
  • An understanding of the trends in your niche
  • Why your business will succeed in these market conditions

Again, you don’t have to include all of this information in your company description. Choose the ones that are most relevant to your business and make the most sense to communicate to your readers.

Fanty & Mingo’s will start out as an LLC, owned and operated by founders Malcolm Reynolds and Zoe Washburne. Mr. Reynolds will serve as managing partner and Ms. Washburne as general manager.

We will combine atmosphere, friendly and knowledgeable staff, and menu variety to create a unique experience for our diners and to reach our goal of high value in the fusion food niche.

Our gross margin is higher than industry average, but we plan to spend more on payroll to attract the best team.

We estimate moderate growth for the first two years while word-of-mouth about our restaurant spreads through the area.

4) Market Analysis

A market analysis is a combination of three different views of the niche you want to enter:

  • The industry  as a whole
  • The competition your restaurant will face
  • The marketing  you’ll execute to bring in customers

This section should be a brief introduction to these concepts. You can expand on them in other sections of your restaurant business plan.

The restaurant industry in our chosen location is wide open thanks in large part to the revitalization of the city’s center.

A few restaurants have already staked their claim there, but most are bars and non-family-friendly offerings.

Fanty & Mingo’s will focus on both tourist and local restaurant clientele. We want to bring in people that have a desire for delicious food and an exotic atmosphere.

We break down our market into five distinct categories:

  • High-end singles
  • Businessmen and businesswomen

We will target those markets to grow our restaurant  by up to 17 percent per year.

restaurant menu board

Every restaurant needs a good menu, and this is the section within your restaurant business plan that you describe the food you’ll serve in as much detail as possible.

You may not have your menu design complete, but you’ll likely have at least a handful of dishes that serve as the foundation of your offerings.

It’s also essential to discuss pricing and how it reflects your overall goals and operating model. This will give potential investors and partners a better understanding of your business’s target price point and profit strategy.

We don’t have room to describe a sample menu in this article, but for more information on menu engineering, menu pricing, and even a menu template, check out these helpful articles from the Sling blog:

  • Menu Engineering: What It Is And How It Can Increase Profits
  • Restaurant Menu Pricing: 7 Tips To Maximize Profitability
  • How To Design Your Menu | Free Restaurant Menu Template

6) Location

In this section, describe your potential location (or locations) so that you and your investors have a clear image of what the restaurant will look like.

Include plenty of information about the location — square footage, floor plan , design , demographics of the area, parking, etc. — to make it feel as real as possible.

We will locate Fanty & Mingo’s in the booming and rapidly expanding downtown sector of Fort Wayne, Indiana.

Ideally, we will secure at least 2,000 square feet of space with a large, open-plan dining room and rich color scheme near the newly built baseball stadium to capitalize on the pre- and post-game traffic and to appeal to the young urban professionals that live in the area.

Parking will be available along side streets and in the 1,000-vehicle parking garage two blocks away.

7) Marketing

Chef working in a restaurant

The marketing section of your restaurant business plan is where you should elaborate on the information you introduced in the Market Analysis section.

Go into detail about the plans you have to introduce your restaurant to the public and keep it at the top of their mind.

Fanty & Mingo’s will employ three distinct marketing tactics to increase and maintain customer awareness:

  • Word-of-mouth/in-restaurant marketing
  • Partnering with other local businesses
  • Media exposure

We will direct each tactic at a different segment of our potential clientele in order to maximize coverage.

In the process of marketing to our target audience, we will endeavor to harness the reach of direct mail and broadcast media, the exclusivity of the VIP party, and the elegance of a highly trained sommelier and wait staff.

8) Financials

Even though the Financials section is further down in your restaurant business plan, it is one of the most important components for securing investors and bank funding.

We recommend hiring a trained accountant  to help you prepare this section so that it will be as accurate and informative as possible.

Fanty & Mingo’s needs $250,000 of capital investment over the next year and a half for the following:

  • Renovations to leased space
  • Dining room furniture
  • Kitchen and food-prep equipment
  • Liquor license

Projected profit and loss won’t jump drastically in the first year, but, over time, Fanty & Mingo’s will develop its reputation and client base. This will lead to more rapid growth toward the third and fourth years of business.

working on restaurant business plan

Most entrepreneurs starting a new business find it valuable to have multiple formats of their business plan.

The information, data, and details remain the same, but the length and how you present them will change to fit a specific set of circumstances.

Below we discuss the four most common business plan formats to cover a multitude of potential situations.

Elevator Pitch

An elevator pitch is a short summary of your restaurant business plan’s executive summary.

Rather than being packed full of details, the elevator pitch is a quick teaser of sorts that you use on a short elevator ride (hence the name) to stimulate interest in potential customers, partners, and investors

As such, an effective elevator pitch is between 30 and 60 seconds and hits the high points of your restaurant business plan.

A pitch deck is a slide show and oral presentation that is designed to stimulate discussion and motivate interested parties to investigate deeper into your stakeholder plan (more on that below).

Most pitch decks are designed to cover the executive summary and include key graphs that illustrate market trends and benchmarks you used (and will use) to make decisions about your business.

Some entrepreneurs even include time and space in their pitch deck to demonstrate new products coming down the pipeline.

This won’t necessarily apply to a restaurant business plan, but, if logistics permit, you could distribute small samples of your current fare or tasting portions of new dishes you’re developing.

Stakeholder Plan (External)

A stakeholder plan is the standard written presentation that business owners use to describe the details of their business model to customers, partners, and potential investors.

The stakeholder plan can be as long as is necessary to communicate the current and future state of your business, but it must be well-written, well-formatted, and targeted at those looking at your business from the outside in.

Think of your stakeholder plan as a tool to convince others that they should get involved in making your business a reality. Write it in such a way that readers will want to partner with you to help your business grow.

Management Plan (Internal)

A management plan is a form of your restaurant business plan that describes the details that the owners and managers need to make the business run smoothly.

While the stakeholder plan is an external document, the management plan is an internal document.

Most of the details in the management plan will be of little or no interest to external stakeholders so you can write it with a higher degree of candor and informality.

Sling app for managing a restaurant business plan

After you’ve created your restaurant business plan, it’s time to take steps to make it a reality.

One of the biggest challenges in ensuring that your business runs smoothly and successfully is managing  and optimizing  your team. The Sling  app can help.

Sling not only includes powerful and intuitive artificial-intelligence-based scheduling tools but also many other features to help make your workforce management more efficient, including:

  • Time and attendance tracking
  • Built-in time clock
  • Labor cost  optimization
  • Data analysis and reporting
  • Messaging and communication
  • And much more…

Sling's scheduling feature

With Sling, you can schedule faster, communicate better, and organize and manage your work from a single, integrated platform. And when you use Sling for all of your scheduling  needs, you’ll have more time to focus on bringing your restaurant business plan to life.

For more free resources to help you manage your business better, organize and schedule your team, and track and calculate labor costs, visit GetSling.com  today.

See Here For Last Updated Dates: Link

This content is for informational purposes and is not intended as legal, tax, HR, or any other professional advice. Please contact an attorney or other professional for specific advice.

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Fine Dining Restaurant Business Plan Template

MAY.22, 2015

Fine Dining Restaurant Business Plan Template

There are restaurants and then there are fine dining restaurants. To starting right this business you need fine dining restaurant business plan . Adding the term “fine dining” to a restaurant description immediately implies the eating establishment will offer upscale menu items, an elegant or chic atmosphere, and premier service. This type of restaurant also has higher prices than casual restaurants so everything that goes into creating the business should justify the higher prices that customers pay.

Explaining the Differences – business plan For A Fine Dining Restaurant

Writing a business plan for a fine dining restaurant is a first step towards startup. Though opening a fine dining restaurant is similar to opening a casual restaurant, there are marked differences. For example, the fine dining establishment caters to a very specific customer base that is willing to pay higher prices for food and drinks but expects a higher level of service and exquisite recipes in return. The fine dining restaurant must stand out from the other restaurants in the area, and possibly even attract people from further distances than they normally drive to eat out. This is accomplished by hiring a master or experienced chef, offering unique recipes, and creating a memorable atmosphere.

The business plan naturally includes standard sections like marketing and operations, but it also has to convey the ambiance the restaurant owner intends on creating. That takes experience because the business plan is a formal business document . Following are some of the ways to turn an ordinary business plan into one that entices investors by conveying a full picture of the upscale restaurant:

  • Describe a unique location like a renovated pier warehouse, historical downtown building near upscale lofts, or a train station
  • Explain the menu in vivid terms, providing a sample; include an explanation of the type of food served (Asian, European, American, a variety, etc.) and whether there will be a prix fixe menu or a combination of fixed fare with specials added
  • Describe the overall theme and how the lounge and dining area support that theme through choice of colors, furniture style, dining table arrangements, and so on
  • Present a clear description of the restaurant’s interior so that readers can imagine what they would see upon entering – designs, flowers, artwork, lighting, table settings, music, etc.
  • Present a personnel plan that showcases the extraordinary talent of the master chef and his/her assistant chefs; explain where the chefs were trained and their specialties
  • Describe the restaurant’s services which can include drinks in the lounge, dine-in, carry-out gourmet, catering, and so on
  • Describe what will set this fine dining establishment apart from its nearest competitors, i.e. ambiance, unique recipes, use of only locally sourced ingredients, organic foods, pastry desserts, service level, etc.

Higher Prices Means Higher Expenses

Fine dining restaurants usually need special kitchen equipment to accommodate the complex recipes. It is one input into the calculation of needed capital. Other factors include higher wages for experienced wait staff, more expensive building lease rates for high-end locations, a reservation system, higher-priced liquor and wine inventories, and so on. The funding request in the business plan will consider how much capital the business owners are investing versus the total amount needed.

Download Fine Dining Restaurant Business Plan Sample in pdf

OGScapital writer specializes business plan themes such as food retailer business plan ,  organic restaurant business plan , fast food business plan , business plan for seafood , Subway sample business plan and many others.

OGSCapital’s team has assisted thousands of entrepreneurs with top-rate business plan development, consultancy and analysis. They’ve helped thousands of SME owners secure more than $1.5 billion in funding, and they can do the same for you.

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  • Restaurant Business Plan

Article Index:

2.0 Company Description

3.0 daily operations and production, 4.0 market analysis, 5.0 marketing strategy and implementation, 6.0 organization and management, 7.0 financial plan.

MIcrosoft Excel

1.0 Executive Summary

The Traditional Home-Style Restaurant (“THR”) will be a moderately priced 86 seat restaurant offering family style food and service. Broasted chicken, pot roast, steaks and pork chops along with classic hamburgers, wraps and generous salads are all on the menu. We will offer specialty selections including a lighter options and smaller portions for a children’s menu.

The restaurant will be family owned and operated by Jeff and Betty Wright. Together they have over 25+ collective years experience in the restaurant and catering industry.

The Wrights will be leasing a 3,400 square foot space located at West Roads Shopping Center, an existing retail center located in Benbrook, a suburb in Fort Worth, Texas. The site was previously leased as an Italian Restaurant. Although the location was previously utilized as a restaurant, the former tenant removed the majority of the furniture, fixtures and equipment which will need to be replaced. The location will also require some additional renovation to update the lavatories and increase table space in the dining area.

The décor will feature wood accented chairs with blue and white checked table cloths. Dinner style tables will be surrounded by wooden chairs with comfortable seating cushions.

Sales projections assume 1700 customers per week resulting in weekly sales of just over $19,777, or $1,028,000 annually. This equates to around $302 per square foot in sales annually which positions THR as a highly desirable concept for ownership in a table service market where $200 to $325 per square foot is considered moderately profitable and therefore a good investment. Total start up costs will be $363,000, $174,000 of which will be contributed by the owners and the remainder will be secured by a proposed bank loan.

1.1 Business Objectives

The primary objectives of the business plan for Restaurant are below:

  • To be the premier home-style restaurant in western Fort Worth, Texas
  • To provide quality meals at reasonable prices with exemplary service
  • Achieve Cover ratios of 1.00X at each lunch and dinner serving
  • To achieve Prime Cost Ratios lower than 65%

1.2 Mission Statement

Our Mission is to provide a unique and relaxing dining experience – similar to dining at home. We will strive to achieve this goal by: 1) by providing menu items incorporating quality ingredients at reasonable prices, and 2) we will be mindful of the well being of our customers and staff– treating each and everyone with dignity and respect – just like we would at our own home!

1.3 Guiding Principles

  • Being Mindful of our Customers and our Staff Coinciding with our family values, we will treat both our customers and staff in a manner in which we ourselves would want to be treated (or better!).
  • Gratitude “An attitude of gratitude” shown to our customers, employees and vendors – because without their input, service, labor and time, our business would not be here without them!
  • Our Service Provide the warm and friendly service expected from a family-style restaurant creating an informal, comfortable environment which will make the customers satisfied and want to return again and again.

1.4 Keys to Success

  • Repeat business. Every customer who comes in once should want to return, and recommend us. Word–of–mouth marketing is a powerful ally.
  • Hire top notch chefs and offer training to keep the chef on top of his/her game, and pay top wages to ensure they stay with us.
  • Location. Convenience is essential to us; we need to be close to our market because we are not trying to get people to travel to reach us.
  • A variety of menu offerings with a “down home” theme, reasonably priced to establish credibility, but not so high as to limit customers.

The Traditional Home-Style Restaurant will be located 7950 Camp Bowie West Blvd, Fort Worth, Texas. The restaurant will be wholly owned and operated by Jeff and Betty Wright. The restaurant will serve a variety of classic home-style favorites from pot roast and mashed potatoes to patty melts and vanilla ice cream.

The restaurant will be open 7 days a week with hours as follows:

Monday 11:00 am – 9:00 pm Tuesday 11:00 am – 9:00 pm Wednesday 11:00 am – 9:00 pm Thursday 11:00 am – 9:00 pm Friday 11:00 am – 10:00 pm Saturday 11:00 am – 10:00 pm Sunday 12:00 pm – 5:00 pm

2.1 Ownership

The restaurant will be owned by Jeff Wright. Jeff began his restaurant career at the age of 15 working in a quick-service foodservice operation and earned his way through college as a server and bartender. After earning his degree, he worked for a regional restaurant chain and an independent fine dining restaurant. In these organizations he held the positions of Assistant Manager and then General Manager.

Betty Wright received her Culinary Degree from the Art Institute in Dallas. After graduation she was employed by a local chain restaurant and then at a Five Star Hotel in Dallas. Betty will be employed as the Kitchen Manager.

With the high turnover of help for startup restaurants, we will rely on family to fill in where required until we are off the ground and making a profit.

2.2 Legal Form

THR will be organized as a sole proprietorship, wholly owned and operated by Jeff Wright d/b/a Traditional Home-Style Restaurant. THR is registered in the state of Texas a community property state.

2.3 Start-Up Summary

The cost to open the restaurant is $363,000. The majority of the expenses are in furniture fixtures and equipment totally $110,000. The location requires some build-out and renovation totally $50,000 and will require approximately 30 days to complete. The Wrights will sub-contract the work themselves. Costs are detailed in a later section of this restaurant business plan.

$175,000 of the start-up costs will be funded by the owners. The owner’s source of funds is a combination of liquid assets and marketable securities, primarily from their existing catering business.

2.4 Location and Facilities

The 3,400 square foot restaurant will be located in a West Roads Shopping Center, a retail strip center located in the Benbrook suburb of Fort Worth, Texas. The restaurant is located in a major traffic area, at the intersection of Camp Bowie and Cherry Road.

Benbrook, a suburb of Fort Worth, Texas, has a population of over 51,000 according to the 2010 U.S. Census Report. The residential population in the immediate area is comprised of a mixture of single family and multi-family housing. The median household income is $46,532. Major employers include Union Pacific and Bank of America.

THR will be open 7 days a week for lunch and dinner requiring multiple shifts. Jeff will write the schedules. The schedules will be written in a manner that will allow the ability to increase or decrease hourly labor according to sales volume in order to maintain a consistent labor cost control.

Proper labeling and rotation techniques, accompanied by ample storage facilities will ensure that high quality prepared product will be sufficiently available to meet the demands during peak business hours. Replenishment and ongoing preparation will continue during off peak business hours.

Jeff Wright will be responsible for ordering, receiving and maintaining sufficient inventory to meet production demands. Ordering schedules will be staggered with perishable products being ordered multiple times per week to preserve freshness. Standard grocery and supply orders will be ordered less often, according to a predetermined schedule and storage capacity.

Mr. Wright will rely on operational checklists to verify that each work shift has been properly prepared for and to insure the operational standards are followed before, during and after work shifts.

The restaurant layout, including the dining room, kitchen and serving line, has been designed for efficiency and flexibility to accommodate the fluctuation in customer traffic and peak meal periods.

Upon arrival, guests will be greeted immediately by either the assistant manager or a server and asked for the seating preference. Drink orders will be taken and guests can munch on our complimentary rolls. Once the customer’s order is taken, the order will automatically be printed to a requisition printer located in the grill area. The grill cook will use the printed ticket to keep track of orders and place the meal under the heating lamps until the order is complete. The kitchen preparation line has been designed to be operated by a minimum staff of 1 line cook and a maximum of 4 cooks. This design allows line staffing to be adjusted to the business volume. Shift changes for all staff will involve cleanup, restocking and preparation. All monies will be settled at the end of each shift. The closing shift will involve designated closing duties that will leave the restaurant clean and fully prepared for the next day.

3.2 Competitive Comparison

The US restaurant industry includes about 480,000 restaurants with combined annual revenue of about $400 billion. Major companies include Brinker International which owns Chili’s Grill & Bar) and Maggiano’s, Ruby Tuesdays McDonald’s; YUM! Brands (KFC, Pizza Hut, Taco Bell); and Darden Restaurants (Olive Garden, Red Lobster). The industry is highly fragmented: the 50 largest companies hold just 20 percent of the market.

Local competitors within a five mile radius are as follows.

  • Hedarys Restaurant – This is a full service family restaurant established in 1977. The 5,000 SF restaurant run as a sole proprietorship, has 17 employees and generates $1.7 million in revenue annually. Prices are higher than THR and range from $8.00-$20 per entrée.
  • Applebee’s – this is a chain restaurant offering standard fare. The food quality is average. Entrées range from $6.99 – $20.
  • Chili’s – this is a chain restaurant also offering standard fare. Food choices are varied and prices range for $8-$21.
  • Barbeque Ben’s – This is sole proprietorship offering primarily barbeque item. Although the food offering does not compete directly with the subject, the restaurant targets the same neighborhood families and has been operating at the single location since 1978. Entrée range from $8.99-$12.
  • Cracker Barrel – located along Interstate 30, the restaurant is not located within the target market area. However due to its menu offering of home comfort food, the restaurant attracts a similar market, although Cracker Barrel’s attract the tourist business as well. Entrées range in price from $7.99-$14.

3.3 Suppliers

Because of their years of experience combined with their existing catering business, Jeff and Betty Wright have established relationships with qualified suppliers. These suppliers can provide reasonably priced products, delivered according to the schedule.

3.4 Management Controls

The Wrights will practice sound management procedures in order to control costs, insure quality of product and provide friendly customer service. The following systems will be used by management:

Order Guide: The restaurant will use an item specific order guide to track order history and maintain designated levels of product in inventory.

Weekly Inventory: Management will conduct a weekly inventory to determine valuation for use in the preparation of weekly profit and loss reports.

Daily Inventory Tracking: Daily inventory will be taken on specific items. Movement will be compared to sales data to ensure designated products have been properly accounted for.

3.5 Administrative Systems

With a limited staff, it is crucial that the Wrights remain current with daily cash outlay. The purchase of a POS system will immensely help them with these daily administrative reports:

Daily Cash Control.  Sales and receipts recorded by the POS system will be compared to actual cash and credit card deposits on a daily basis. Acceptable over/short amounts will be limited to $5.00 per day. Discrepancies greater than $5.00 will prompt management to conduct an immediate audit to account for the difference. Monthly totals will be compared to actual P&L statements for accuracy. Cash, debit card and credit card receipts will be deposited in a deposit.

Weekly Prime Cost Report.  Jeff Wright will prepare a weekly report that shows the gross profit margin after cost of goods sold and labor cost has been deducted from the sales revenue. The prime cost for this type of restaurant is expected to range from 60% to 65%. Proper control of the prime cost is the single most effective measure of management’s ability to operate the restaurant.

Purchasing Records/Payables.  A part time bookkeeper will process and record invoices and credits daily. Reports detailing cash expenditures, payments by check, and accounts payable transactions will be readily available. Check disbursements will be prepared by the bookkeeper. Check signing authority for the general operating account will be given to the general manager.

Payroll Processing.  Payroll checks will be issued bi-monthly. Jeff Wright will run reports from the time & attendance system, make necessary adjustments, and prepare for transfer to the payroll system. Payroll will be processed by a payroll processing service.

3.6 Future Services

THR has future plans to provide catering services for family reunions, weddings and other events desiring a “home-style” menu. This could potentially become a large portion of gross sales. The Wrights are targeting Year 2 and at that point, a sales agent would be hired to directly market the products for daily delivery or catered functions.

The restaurant industry is a large and diverse business: Restaurant-industry sales are forecast to reach $580.1 billion in 2010 – an increase of 2.5 percent over 2009. Restaurant-industry sales are projected to total $604 billion in 2011 and equal 4 percent of the U.S. gross domestic product. The overall economic impact of the restaurant industry is expected to exceed $1.7 trillion in 2011. On a typical day in America in 2010, more than 130 million people will be foodservice patrons. Sales at full service restaurants reached $184.2 billion in 2010. Sales at limited service restaurants increased to $164.8 billion in 2010, while snack and non-alcoholic-beverage bar sales rose to $24.7 billion. (National Restaurant Association).

The US restaurant industry includes about 480,000 restaurants with combined annual revenue of about $400 billion. Major companies include McDonald’s; YUM! Brands (KFC, Pizza Hut, Taco Bell); and Darden Restaurants (Olive Garden, Red Lobster). The industry is highly fragmented: the 50 largest companies hold just 20 percent of the market. (First Research).

The industry consists of full-service restaurants (FSR) and limited service eating places, which include quick-service restaurants (QSR); cafeterias; buffets; snack bars; and nonalcoholic beverage bars. (First Research)

4.1 Industry Analysis

This analysis is based on the Standard Industry Code (“SIC”) 5812: Eating and Drinking Places Establishments primarily engaged in the retail sale of prepared food and drinks for on-premise or immediate consumption. It is also based on the North American Industry Classification System (“NAICS”) 722110 – Full-Service Restaurants.

This industry comprises establishments primarily engaged in providing food services to patrons who order and are served while seated (i.e., waiter/waitress services) and pay after eating. These establishments may provide food services to patrons in combination with selling alcoholic beverages, providing carry out services, or presenting live nontheatrical entertainment.

Demographics, consumer tastes, and personal income drive demand. The profitability of individual companies can vary: while QSRs rely on efficient operations and high volume sales, FSRs rely on high-margin items and effective marketing. Large companies have advantages in purchasing, finance, and marketing. Small companies can offer superior food or service. The industry is labor-intensive. (First Research)

Wages form a significant proportion of operating costs. The existence of a statutory minimum wage in most states increases the need for players to keep other costs as lean as possible, which in turn increases the importance of suppliers. A slight complication is that in some states, foodservice employers are able to treat tips received by their staff as contributing to their wages; in such states, this policy reduces the impact of the minimum wage from the employers’ perspective. (Data Monitor)

Annual revenue per worker is less than $50,000.

Restaurants compete with companies that serve meals or prepared foods, including grocery stores, warehouse clubs, delis, and convenience stores. In addition, restaurants compete with home cooking.

Among FSRs, most establishments focus on Italian cuisine, steak, or seafood. Hamburger joints make up a majority of QSR locations, along with pizza parlors and sub sandwich shops. Industry revenue is roughly evenly split between FSRs QSRs.

In FSRs, waiters take orders, serve beverages and meals, present the check, and process payment. FSRs include casual dining (full bar); family dining (limited bar); and fine dining establishments.

Annual sales average $860,000 for FSRs.

An FSR’s square footage and the number of seats and tables dictate how many patrons it can serve (also known as table turns or covers) directly affects sales. Because the restaurant industry is highly competitive, site selection is critical: companies may consider population density, household income, competition, visibility, accessibility, and traffic.

Companies carefully manage inventory of perishable food products, such as fresh seafood and dairy goods, to reduce losses due to spoilage.

Computerized information systems can improve and link food preparation and serving operations. Touch screen ordering programs ensure accurate communication of customer orders. Timing systems monitor meal progress and can alert staff if an order is running behind schedule. Reservations programs maximize traffic flow and seating. Inventory management systems track supply levels and can help reduce waste due to spoilage. Cost accounting programs help companies determine the profitability of individual menu items. Handheld point-of-sale (POS) devices allow servers to place orders and print checks tableside, improving accuracy and reducing ordering time. Some handhelds can also print customer checks and process credit card payments. (First Research)

4.1.1 Market Size

The US restaurant industry includes about 480,000 restaurants with combined annual revenue of about $400 billion.

4.1.2 Industry Participants

Major participants include Major companies include McDonald’s; YUM! Brands (KFC, Pizza Hut, Taco Bell); and Darden Restaurants (Olive Garden, Red Lobster).

4.1.3 Main Competitors

The following restaurants are located within a five mile radius of THR:

  • Applebee’s – This is a chain restaurant offering standard fare. The food quality is average. Entrées range from $6.99 – $20.
  • Chili’s – This is a chain restaurant also offering standard fare. Food choices are varied and prices range for $8-$21.
  • Cracker Barrel – Located along Interstate 30, the restaurant is not located within the target market area. However due to its menu offering of home comfort food, the restaurant attracts a similar market, although Cracker Barrel’s attract the tourist business as well. Entrées range in price from $7.99-$14.

4.1.4 Market Segments

THR will appeal to a broad base of consumers in both the residential and business community. The location selected for THR was chosen primarily to appeal to the growing number of households in the area.

The suburb of Benbrook located in western Forth Worth, TX has a population of over 51,000 according to the 2010 U.S. Census Report. The residential population in the immediate area is comprised of a mixture of single family and multi-family housing. The median household income is $46,532 for 2010 and estimated to be $54,646 for 2015. (US Census).

Major employers include Union Pacific Railroad and Bank of America.

Restaurant Business Plan - Household Income

(www.Business Decision. Info)

4.2 Market Tests

For the past 10 years, Jeff and Betty have been catering part-time. Their home-style menu is very popular with family reunions. More often than not, the couple gets asked to open a restaurant full-time so that patrons can return again and again.

Through Constant Contact (an online marketing program) the couple has stayed in touch with their host and hostesses, and has been asked to return to provide catering services to several repeat events. Home-Style Catering as also grown by word of mouth.

The couple also co-authors a home-style blog – attracting foodies nationwide and globally, swapping recipes, compiling the most sought after home-style comfort recipes, and identifying current trends, for example, providing expanded menus for children and for those with food allergies.

The Wrights already have a customer base through their catering business and local blog visitors. These customers will be the first to be contacted when they announce the grand opening of the brick and mortar restaurant.

4.3 Target Market Segment Strategy

Jeff and Betty Wright selected the subject area for its restaurant primarily because of its location to the very busy intersection of Cherry Street and Camp Bowie. The restaurant located in a retail strip center is located on “going home” side of Camp Bowie. This will encourage families tired from a day of work to stop in for a home cooked meal they can enjoy – without the cleanup!

Cherry Road which runs North and South is connected to the busy Interstate 30 corridor, 1/2 mile north of the shopping center. Camp Bowie which runs East and West connects to the newer western suburbs of Fort Worth.

4.3.1 Market Needs

The Benbrook area is in great need of a family style restaurant. This section of Camp Bowie is commonly referred to as “fast food alley” The selection of fast food is vast however; the area is limited on its family restaurant choices. THR’s nearest competitor, The Hedary Restaurant is located over 5 miles away from the location. Further, established in the 1970’s the Hedary Restaurant’s customers are older than the targeted family group THR focuses on.

4.3.2 Market Trends

According to the National Restaurant Association, the top 10 trends for are:

  • locally sourced meats and seafood,
  • locally grown produce,
  • sustainability as a culinary theme,
  • nutritious kids’ dishes,
  • hyper-local items, (networked locally grown – like a Craigslist for restaurants)
  • children’s nutrition as a culinary theme,
  • sustainable seafood,
  • gluten-free allergy conscious items,
  • back to basics cuisine, and
  • farm brand ingredients.

4.3.3 Market Growth

US consumer spending on services, an indicator of restaurant sales, rose 1.8 percent in November 2011 compared to the same month in 2010. The average US retail price for diesel and regular gas, which influences discretionary consumer spending on eating out, rose 13.1 percent and 9.3 percent respectively in the week ending January 16, 2012, compared to the same week in 2011. US tourism spending for food services and drinking places, an indicator for restaurant revenues, increased 6.1 percent in the third quarter of 2011 compared to the same period in 2010. (First Research)

4.4 Positioning

Consumers believe that meals at home are healthier and higher quality than eating at restaurants. At THR, we will position ourselves as the premier home-style restaurant by preparing quality home cooked meals with simple wholesome ingredients. Jeff and Betty Wright will also provide home cooked fare that appeals to the current trends of healthier food and offer menu selections which will appeal to this group. THR will be positioned as the premier traditional home-style restaurant.

THR will position itself as the premier home-style restaurant in the Benbrook suburb of Fort Worth, Texas. We will do this by providing quality home style meals, prepared with quality ingredients at a reasonable prices. Customers will enjoy the quaint surroundings inside with the wood tables and checkered table cloths. Our restaurant will provide a relaxed atmosphere and when customers walk in they will be greeted by warm smiles and greeted just as they were arriving home.

The chains have tried to create home-style restaurants but where they have failed is in the personal aspect of the business. The POS system known as “The Expediter” used to monitor inventories and time meals has replaced one of the most important aspects of a restaurant – the friendliness of the staff! And in light of this, a handful of chain restaurants are beta testing self-pay tables!

Our customers will enjoy our standard menu fare, along with seasonal menus so that we can better take advantage of cost savings and stay current with some of the food industry trends.

At THR we plan to be the premier restaurant to work for as well. We believe that the restaurant industry is a great place to begin one’s career or pursue full-time. In fact, according to the Restaurant Association, nearly half of all adults have worked in the restaurant industry at some point during their lives, and more than one out of four adults got their first job experience in a restaurant. At THR we believe that our restaurant will provide job opportunities both for the entry level applicant was well as for the part-time worker searching for flexibly in job hours. We will pay our employees a competitive salary and believe we can do so by meticulously keeping our records, including daily review of the Prime Cost Report, and utilize Cost Accounting Systems, to prevent inventory shortfalls. We will be proactive with our employees by scheduling regular performance reviews, and provide bonuses and other incentives to motivate our staff. We will also provide our employees with the most current training programs regarding safe food handling, and worker protection. (Additional information regarding our employees is explained in Section 6.1 which follows).

THR will also remain current with current industry marketing tends. In addition to a website with our menu, map and driving directions, we will also have a Facebook page and utilize other social media such as Twitter. We will team up with Groupon and Yelp. We will offer a loyalty club and birthday club which recent reports indicate increases earnings as much as 15%.

5.1.1 Strengths

  • Prime location with easy access from Interstate 30
  • Exceptional staff with the can do attitude. Combined 25 years in the restaurant industry
  • Because owner has catering industry experience, he already has established a customer market and approved vendors
  • Due to our small size, we believe we can provide exceptional quality by hand selecting our market specials when compared to our larger corporate competitors
  • The same concept holds true in our staffing requirements, by hand selecting our employees we will strive to offer unsurpassed service when compared to our larger competitors

5.1.2 Weaknesses

  • Recruiting and retaining quality employees
  • Tight margins will allow little wiggle room for error

5.1.3 Opportunities

  • Little barriers to entry allows for immediate business opportunities
  • Offer additional catering services

5.1.4 Threats

  • Government mandates (restaurant operation, food safety, and worker protection at the federal level and health, sanitation, safety, fire at the local level)
  • Rising operating costs
  • Building/maintaining sales volume
  • Supermarkets and convenience stores
  • Consumers that believe that meals at home are healthier than those prepared in restaurants.

5.2 Strategy Pyramid

Strategy:  Be the Benbrook area’s premier Home-Style Food Restaurant in Customer Satisfaction.

Tactics:  First create awareness– our signage on the front of restaurant will bring customers to us and once inside, we will immediately acknowledge the customer with the warmest and most sincere greeting and begin the service process anticipating repeat customers.

Programs:  Provide employee training on customer service and retention; offer ongoing training programs for employees keeping them current on industry trends and food safety. Keep track of employee’s progress through performance reviews and offer employees incentives attracting and retailing customers. Employ Mystery Shoppers. Employ the use of surveys both at the table and online.

5.3 Unique Selling Proposition (USP)

THR will be able to offer home-style meals for a reasonable price in a comfortable ‘home-like’ setting. The average check price is expected to be between $8-$15 which appears in line with industry standards below $25.00 (First Research). Because of our current expertise with vendors, and our excellent credit, we can negotiate better credit terms than say someone brand new starting a restaurant. We will also be able to keep our menu reasonably priced by offering menu items that take advantage of seasonal produce further reducing price. Finally we will keep our prices in check by meticulous monitoring of our controllable expenses – keeping close eye on our Prime Cost Report and Inventory. By initially employing family members who will work for lower and reduced wagers, for example, we can further reduce our controllable expenses.

5.4 Competitive Edge

THR’s competitive edge is in its people. We truly believe that your business is not only as good as your products (meals) but the quality of your staff as well. Our staff is a reflection of us. Initially, we intend to employ our family members who will work for lower and reduced wages. Our long term goal is to hire team members that are truly hand selected and have the same honest to goodness family values we do. And unlike our big chain competitors, because of our lean size, we can turn on a dime when economically pushed and make changes quickly allowing us to be proactive. (Whereas our corporate competitors have to adhere more closely to their company policies thus impeding their reaction time)

5.5 Marketing Strategy and Positioning

We realize the success of THR will have to be achieved by doing more that serving great food, and providing friendly service. We will utilize a restaurant marketing plan to build customer traffic. At THR we will continually strive to win more customers by being proactive rather than reactive in our marketing efforts and stay current with popular industry trends. We will achieve these goals by using the following:

  • Database: We will begin our campaign by marketing to our existing database of customers. We will email fliers announcing our grand opening. We will continually update our database by providing a fishbowl for business cards in the lobby and offer a weekly or monthly drawing.
  • Loyalty Program/Birthday Program. THR will offer a birthday/loyalty club proving a complimentary hamburger or chicken sandwich or wrap to the for the birthday person. A recent report from the National Restaurant Association explained how this simple technique can increase revenues as much as 15% due to repeat business.
  • Our restaurant team will also be active in the local community and we plan to take an active role by participating, sponsoring, and donating to local churches, sports clubs or teams in the market area.
  • We will also strive to develop rapport with local business as a quick, comfortable lunch choice. In the future, we plan on establishing a marketing campaign to call on the local business in the market area, deliver samples, and encourage them to consider our restaurant as the restaurant of choice for their next business luncheon

5.5.1 Positioning Statement

THR will be the premier home-style dining restaurant in western Fort Worth. We will offer reasonably priced meals, in a warm, relaxed and comfortable setting. We have a wide selection on our menu and also have menu options for lighter fare as well as a children’s menu. We are open 7 days a week and unlike our chain competitors, our servers won’t try to be your best friend our rush you thought your meal. Our name says it all  “Traditional Home-Style Restaurant – – honest to goodness food served to you by honest to goodness people!”

5.5.2 Pricing Strategy

At THR, cost accounting is important, since the profitability of individual dishes can vary significantly and will initially determine the cost of the menu items. We will take advantage of our excellent credit terms with our suppliers and will also update our menu to take advantage of seasonality for example in local produce items. We will also closely monitor the Prime Cost Report which focuses on the controllable expenses of Cost of Goods Sold and Labor. As a new start-up we can currently control employee cost by hiring family members who will work for low and reduced wages.

5.5.3 Promotion and Advertising Strategy

  • Location- The restaurant will be located in a strip center at the busy intersection of Cherry road and Camp Bowie. With easy access to Interstate 30 (less than ½ mile south) and located on the “going home side” (Western Corner) of the intersection. We will have Signage on the West Roads Shopping Plaza as well as signage over our entrance
  • Word of Mouth – We already have a database of existing catering customers and will rely heavily on this method to attract and grow new business.
  • Participate with Costco as Small Business of the Month – We will leave our menu, a fishbowl for business cards and a small ‘homey’ display with the retailer announcing us as new entrants in the local restaurant arena.
  • Direct Mail – Bulk mailing either directly to potential customers or by including a postcard in a value-pack-type mailing.
  • Event Marketing -We plan on joining our local chamber of commerce and utilizing their networking services for our grand opening

5.5.4 Website

  • We will stay current with industry trends and have a webpage, Facebook page and Twitter site. Our menu, map, and hours of operation will be easily accessed. In the future we may consider fax or email orders as well a phone application.

5.5.5 Marketing Programs

  • Our initial marketing campaign will consist of contacting our databases clients and notifying them of our grand opening. We will seek the use of a local mailing service program to assist us in the implementation of the campaign.
  • Ongoing- we will meticulously keep our database current and use the Constant Contact program
  • Loyalty and Birthday Club members will notified of upcoming special menu items and to alert them of our catering service.

5.6 Sales Strategy

Customer service is of the utmost importance. Customer surveys estimate that only 1 in 20 customers that have a problem in a restaurant will tell management about it. It will be our goal to provide a wonderful home-style meal combined with superior customer service. Training programs will include teaching materials to train our employees about service attitudes, customer perception and how to handle guest complaints. Jeff and Betty will conduct periodic staff meetings intended to review policy, increase guest satisfaction and to keep a general line of communication between staff and management. All guest complaints will be acknowledged by the staff and referred to management. Programs will be in place for all types of guest complaints. More serious complaints will be documented and kept on file. Customer feedback will be accomplished by customer surveys or the use of mystery shoppers.

5.6.1 Sales Forecast

We are expecting a conservative 5% increase in sales revenues annually over the next 3 years. The growth is adjusted for inflation. With the addition of catering revenues, sales will increase by 12.93% in Year 2 and 6.02% in Year 3.

The following table shows expected Sales Forecast for the next 3 years:

Restaurant Business Plan - Annual Sales Forecast

5.6.2 Sales Programs

We will encourage our employees to grow our customer base and provide incentives and regular bonuses to employees for referrals and repeat customers. These initiatives are still in the planning stages as we gear up to hire and staff. They will play an active role in our employee culture.

It is also anticipated that as we grow our catering business, along with our lunch business group, we will hire a sales director to facilitate this portion of the business. The sales director will be compensated similarly to their national peers (national Restaurant Association)

Initially we will be formed a sole proprietor: Jeff Wright d/b/a Traditional Home Style Restaurant. The State of Texas is a community property state. Over time, the couple plans to form a Limited Liability Company.

5.8 Milestones

Our initial milestones are as follows:

Restaurant Business Plan Milestones

6.1 Organizational Structure

THR expects to hire 19 employees. Together, Jeff and Betty Wright will personally select each candidate. They’ve adopted an effective interview process designed to staff the restaurant with highly qualified people for each position. Each applicant will be rated and evaluated according to a pre-defined set of standards designed for each position. Background checks will be utilized for designated positions. Recruiting efforts will always center on referrals.

6.2 Management Team

Betty Wright received her Culinary Degree from the Art Institute in Dallas. After graduation she was employed by a local chain restaurant and then at a Five Star Hotel in Dallas. Betty will initially be employed as the Kitchen Manager.

6.3 Management Team Gaps

Initially Jeff and Betty will fill in many of the management gaps. Jeff has been responsible for developing the restaurant business plan and will be developing the marketing plan. Over time, they have plans to hire a sales director, a general manager, and a kitchen manager.

To meet the gaps associated in payroll, inventory management, and cost accounting, the Wrights will purchase have considered a POS (point of sale system) that it simplifies communications between the kitchen and the wait staff. Orders go through the computer, directly to the kitchen printer. Another benefit of a restaurant POS programs is that it can track everything from food usage, to the most popular menu items. Because the POS system acts as a time clock, it can also help prepare payroll – which will save some money in the bookkeeping department. Along with the daily operations of running a restaurant, a POS system can organize profit and loss statement and sales tax.

6.4 Personnel Plan

Restaurant Business Plan - Personnel Forecast

The following sections outline our financial plan:

  • Required Cost of Start-Up
  • Profit and Loss
  • Balance Sheet
  • Financial Ratios
  • Hourly Labor Costs
  • Weekly Sales Projections

7.1 Important Assumptions

  • Meal Price range from $8.00 – $15.00
  • Average lunch price: 8.79
  • Average dinner price: 13.74
  • The restaurant is located in the West Roads Shopping Center and is comprised of 3,400 square feet
  • The dining room will be comprised of 20 tables with a seating capacity of 86 seats and 40 available parking spaces to meet the needs of the customers.
  • The restaurant will employ 19 employees
  • $860,000 -1,200,000 revenue target; Industry average for casual restaurant average of $860,000.
  • Annual 3% increase for inflation and 5% annual increase in revenues
  • Year 2 Assumes Catering Business in Place. Assumes 4 parties monthly @ $15 per plate and $50 persons. Catering will escalate to 8 parties monthly in month 20 and then 10 parties monthly thereafter. Also assumes additional increase in staffing (4 persons to be hired at 6 hours @ $8.00 per hour.

7.2 Start-Up Costs

Total start up costs will be $363,000, $174,000 of which will be contributed by the owners and the remainder will be secured through a proposed bank loan.

Restaurant Business Plan Startup Costs

7.3 Source and Use of Funds

Total start-up costs are estimated to be $363,000. The majority of the costs are associated with the restaurant equipment, inventory and furniture and furnishings for the dining room. Total costs for these items are reported to be $110,500. The costs are associated with build out and renovation of the restaurant to provide updated plumbing and creating additional space in the dining area by removing a non-supporting wall: $50,000. Additional start up expenses are in the form of working capital and contingency $182,500.

Jeff and Betty Wright will contribute $174, 000 and are requesting an additional $189,000 in the form of a bank loan. The loan is expected to be a fully amortizing 5 year term note secured by UCC filings on all furniture fixtures and equipment.

Restaurant Business Plan - Source and Use of Funds

7.4 Break-Even Analysis

Total fixed costs associated with the restaurant are $669,186 and represent the annual expenses. The variable cost (overhead) is estimated to be $4.51 per meal. Based on the assumption of $11.37 as the average meal price, the breakeven revenue then is $1,108,970 or 97,535 meals (units). This is further depicted in the Table Below and the Graph that follow:

Restaurant Business Plan - Break-Even Analysis

7.5 Projections

7.5.1 projected profit and loss.

The profit and loss demonstrates modest increases in revenues over the three expected years with adjustments for inflation.

Restaurant Business Plan Pro Forma Profit and Loss

7.5.2 Projected Cash Flow

The statement of cash flow shows the incoming and outgoing cash of the business.

Restaurant Business Plan Pro Forma Cash Flow

7.5.3 Projected Balance Sheet

Table 7.5.3 Pro Forma Balance Sheet

Restaurant Business Plan Pro Forma Balance Sheet

7.6 Business Ratios

Restaurant Business Plan Ratio Analysis

7.7 Hourly Labor Schedule

Restaurant Business Plan Hourly Labor Projections

7.8 Weekly Sales Projections

Restaurant Business Plan Weekly Sales Projections

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  20. BAR 1980, Moscow

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