SHUT UP AND EAT An Organic Food Restaurant

1.Executive summary 1.1 Objectives 1.2 Mission 2.Company Summary 3.Services 4.Market Analysis Summary 5.Strategy and Implementation Summary 6.Management Summary 7.Financial Plan

Executive Summary
Shut up and eat is a new medium-sized restaurant located in a Mumbai Suburbs. Shut up and eats emphasis will be on organic and Indian ethnic food. An emphasis on organic ingredients is based on Shut up and eat dedication to sustainable development. Additionally, the restaurant employs its staff from the villages and trains them.

Services
Shut up and eat offers a trendy, fun place to have great food in a social environment. The restaurant offers a large repertoire of ethnic ingredients and recipes from across the states. Ethnic recipes will be used to provide the customers with a diverse, unusual menu. The emphasis is on re-introducing the local healthy options to the city life. Being organic, is just another value addition to it.

Customers
With the growth trend towards specialty restaurant Shut up and eat believes that it has a strong market. Its main target audience will be rich hippies who naturally desire organic foods as well as ethnic cuisine, estimated to be at 10,00,000 in numbers. The second group that will be targeted is young nuclear families with double income, which are growing at an annual rate of 12% with 450,000 potential customers. The last group which is particularly interested in the menu's healthy offerings is dieting women which number 350,000.

Management
Shut up and eat has assembled a strong management team. Vishal Tripathi will be the general manager. Vishal has extensive management experience of organizations ranging from six to 45 people. Sagar Godbole will be responsible for all of the finance and accounting functions. Sagar has seven years experience as a CPA. Lastly, Shut up and eat has chefs Utkarsh Divyankar and Sanket Chaudhary who will be responsible for the back-end production of the venture. Collectively they have over 37 years of experience.

The market and financial analyses indicate that with a start-up expenditure of $141,000, Shut up and eat can generate $350,000 in sales by year one, $500,000 in sales by the end of year two and produce net profits of 7.5% on sales by the end of year three. Profitability will be reached by year two.

1.1 Objectives
1. Sales of $350K the first year, more than half a million the second. 2. Personnel costs less than $300K the first year, less than $400K the second year. 3. Profitable in year two, better than 7.5% profits on sales by year three.

1.2 Mission
Shut up and eat is a trendy and healthy place to eat, combining an intriguing atmosphere with excellent, interesting food that is also very good for the people who eat there. A rewarding place for employees, which is reflected in their service delivery.

2. Company Summary
creative food. The restaurant will be located in Mumbai. Most important to us is our

Shut up and eat is a single-unit, medium-sized restaurant. We focus on organic and

financial success, but we believe this will be achieved by offering high-quality service and extremely clean, non-greasy food with interesting twists.

2.1 Company Ownership

The restaurant will start out as a simple sole proprietorship, owned by its founders.

2.2 Start-up Summary

The founders of the company are Himesh Thakur and his companion Vishal Tripathi. Himesh focuses on the financial issues and Vishal on the personnel issues. Himesh earned his business major degree from the Stanford University. We have found the location and secured the lease for $2,000 per month. We will be able to set up shop in time to begin turning back a profit by the end of month eleven and be profitable in the second year. The place is already equipped as a restaurant so we plan to come up with a total of $40,000 in capital, plus a $100,000 SBAguaranteed loan, to start up the company. Start-up

Requirements

Start-up Expenses Legal Stationery etc. Other Total Start-up Expenses $1,000 $1,000 $1,000 $3,000

Start-up Assets Needed Cash Balance on Starting Date Other Current Assets Total Current Assets $88,000 $50,000 $138,000

Long-term Assets Total Assets Total Requirements

$0 $138,000 $141,000

Funding

Investment Investor 1 Investor 2 Total Investment $25,000 $15,000 $40,000

Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Current Liabilities $1,000 $0 $0 $1,000

Long-term Liabilities Total Liabilities

$100,000 $101,000

Loss at Start-up Total Capital Total Capital and Liabilities

($3,000) $37,000 $138,000

Start-up

3. Services
The Menu The menu is going to be extremely simple but changing every day. We will keep a small group of constants on the menu and then feature a chef's recommendation that we plan to have 85% of meals ordering. This will help us to reduce waste and plan ingredients and purchasing.

Organic Ingredients The organic ingredient element will allow us to price to the extremely wealthy Internet entrepreneurs who are looking to spend an exorbitant amount of money to have peace of mind that their money is still coming back to themselves. We will be extremely ecologically conscious as well, and spread this across our literature. Ethnic Ingredients and Recipes Our chef will have great latitude in designing and producing menu offerings from many different Indian cultures. We will endeavor to procure all the traditional, authentic ingredients necessary to hold true to these varied and interesting cultural recipes.

4.1 Market Segmentation

The Rich Trend setters: Organic is becoming a way of life for this target segment. Rich lads, who naturally desire organic foods as well as ethnic cuisine, estimated to be at 10,00,000 in numbers. They are an easy target to attract for the trials. To hold them and make them repeat customers is the key. Nuclear families: Working couples are usually more interested in trying out places which are trendy and healthy at the same time. They have double income and it is particularly easy to make them spend money again - they spend the most on drinks, appetizers and tips. Diet conscious women segment: Last group which is particularly interested in the menu's healthy offerings is dieting women which number 350,000. The organic food menu will always have a line of extremely delicious very low-fat meals.

Market Analysis
Strategy and Implementation Summary Our strategy is simple, we intend to succeed by giving people a combination of great, healthy, interesting food, and an environment that attracts "trendy" people like a magnet. Implementation isn't simple, but that's in the doing of it, not in the plan. 5.1 Competitive Edge Our competitive edge is the menu, the chef, the environment, and the tie-in to what's healthy and trendy. 5.2 Sales Strategy [

As the table shows, we intend to deliver sales of about $350K in the first year, and to double that by the third year of the plan. Sales Monthly

Sales Forecast Unit Sales Meals Drinks Other Total Unit Sales 2007 22,822 11,415 240 34,477 2008 35,000 17,500 500 53,000 2009 45,000 22,500 1,000 68,500

Unit Prices Meals Drinks Other Sales Meals Drinks Other Total Sales

2007 $6.00 $2.00 $3.00

2008 $7.00 $2.00 $3.00

2009 $7.00 $2.00 $3.00

$342,330 $22,830 $2,400 $367,560

$525,000 $35,000 $5,000 $565,000

$675,000 $45,000 $10,000 $730,000

Direct Unit Costs Meals Drinks Other

2007 $2.00 $0.50 $1.00

2008 $2.00 $0.50 $1.00

2009 $2.00 $0.50 $1.00

Direct Cost of Sales Meals Drinks Other Subtotal Direct Cost of Sales

2007 $45,644 $5,708 $240 $51,592

2008 $70,000 $8,750 $500 $79,250

2009 $90,000 $11,250 $1,000 $102,250

6. Management Summary
Himesh has great experience managing personnel and we are quite confident of his ability to find the best staff possible. Our chef, Utkarsh and Sanket, is already on board and has a published cookbook that will add prestige to the restaurant immediately. We will be looking to find a young, ultra-hip staff to make sure we add the edge that makes Shut up and eat so trendy. 6.1 Personnel Plan As the personnel plan shows, we expect to invest in a good team, fairly compensated. We think the planned staff is in good proportion to the size of the restaurant and projected revenues. Personnel Plan 2001 Manager Hostess Chef Cleaning Waiters $60,000 $42,000 $54,000 $30,000 $72,000 2002 $65,000 $45,000 $60,000 $35,000 $100,000 2003 $70,000 $50,000 $65,000 $40,000 $130,000

Other Total People Total Payroll

$24,000 8 $282,000

$52,000 10 $357,000

$55,000 12 $410,000

7. Financial Plan
We expect to raise $30,000 of our own capital, and to borrow $100,000 guaranteed by the SBA as a 10-year loan. This provides the bulk of the start-up financing required. 7.1 Break-even Analysis Our break-even analysis is based on the average of the first-year numbers for total sales by meal served, total cost of sales, and all operating expenses. These are presented as per-unit revenue, per-unit cost, and fixed costs. We realize that this is not really the same as fixed cost, but these conservative assumptions make for a better estimate of real risk. Break-even Analysis

Break-even Analysis: Monthly Units Break-even Monthly Revenue Break-even 14,028 $146,453

Assumptions: Average Per-Unit Revenue Average Per-Unit Variable Cost Estimated Monthly Fixed Cost 7.2 Projected Profit and Loss As the profit and loss table shows, we expect to become barely profitable in the second year of business, and to make an acceptable profit in the third year. Pro Forma Profit and Loss 2007 Sales Direct Cost of Sales Other $367,560 $51,592 $0 -----------Total Cost of Sales Gross Margin Gross Margin % Expenses: Payroll Sales and Marketing and Other Expenses Depreciation Utilities Payroll Taxes Other $282,000 $27,000 $1,000 $1,200 $42,300 $0 -----------$357,000 $35,830 $1,050 $1,260 $53,550 $0 -----------$410,000 $72,122 $1,103 $1,323 $61,500 $0 -----------$51,592 $315,969 85.96% 2008 $565,000 $79,250 $0 -----------$79,250 $485,750 85.97% 2009 $730,000 $102,250 $0 -----------$102,250 $627,750 85.99% $10.44 $8.34 $29,459

Total Operating Expenses Profit Before Interest and Taxes Interest Expense Taxes Incurred Net Profit Net Profit/Sales

$353,500 ($37,532) $10,000 $0 ($47,532) -12.93% Profit Monthly

$448,690 $37,060 $9,500 $6,890 $20,670 3.66%

$546,047 $81,703 $8,250 $18,669 $54,784 7.50%

7.3 Projected Cash Flow The cash flow projection shows that starting cost and provisions for ongoing expenses are adequate to meet our needs until the business itself generates its own cash flow sufficient to support operations. Pro Forma Cash Flow 2001 2002 2003

Cash Received Cash from Operations: Cash Sales Cash from Receivables $367,560 $0 $565,000 $0 $730,000 $0

Subtotal Cash from Operations Additional Cash Received Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received

$367,560

$565,000

$730,000

$0 $0 $0 $0 $0 $0 $0 $367,560

$0 $0 $0 $0 $0 $0 $0 $565,000

$0 $0 $0 $0 $0 $0 $0 $730,000

Expenditures Expenditures from Operations: Cash Spending Payment of Accounts Payable Subtotal Spent on Operations

2001

2002

2003

$8,979 $395,818 $404,797

$13,273 $525,084 $538,357

$20,231 $645,906 $666,137

Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0

Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent

$0 $0 $0 $0 $404,797

$10,000 $0 $0 $0 $548,357

$15,000 $0 $0 $0 $681,137

Net Cash Flow Cash Balance

($37,237) $50,763 Cash

$16,643 $67,405

$48,863 $116,268

7.4 Projected Balance Sheet The table shows projected balance sheet for three years. Pro Forma Balance Sheet

Assets Current Assets Cash 2007 $50,763 2008 $67,405 2009 $116,268

Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities

$50,000 $100,763

$50,000 $117,405

$50,000 $166,268

$0 $1,000 ($1,000) $99,763

$0 $2,050 ($2,050) $115,355

$0 $3,153 ($3,153) $163,116

2007 $10,294 $0 $0 $10,294

2008 $15,217 $0 $0 $15,217

2009 $23,194 $0 $0 $23,194

Long-term Liabilities Total Liabilities

$100,000 $110,294

$90,000 $105,217

$75,000 $98,194

Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital Net Worth 7.5 Business Ratios

$40,000 ($3,000) ($47,532) ($10,532) $99,763 ($10,532)

$40,000 ($50,532) $20,670 $10,139 $115,355 $10,139

$40,000 ($29,862) $54,784 $64,922 $163,116 $64,922 [

Business ratios for the years of this plan are shown below. Industry Profile ratios based on the Standard Industrial Classification (SIC) code 5813, Eating Places, are shown for comparison. Ratio Analysis 2007 2008 2009 Industry Profile

Sales Growth

0.00%

53.72%

29.20%

7.60%

Percent of Total Assets Accounts Receivable Inventory Other Current Assets Total Current Assets Long-term Assets Total Assets Current Liabilities Long-term Liabilities Total Liabilities Net Worth 0.00% 0.00% 50.12% 101.00% -1.00% 100.00% 10.32% 100.24% 110.56% -10.56% 0.00% 0.00% 43.34% 101.78% -1.78% 100.00% 13.19% 78.02% 91.21% 8.79% 0.00% 0.00% 30.65% 101.93% -1.93% 100.00% 14.22% 45.98% 60.20% 39.80% 4.50% 3.60% 35.60% 43.70% 56.30% 100.00% 32.70% 28.50% 61.20% 38.80%

Percent of Sales Sales Gross Margin Selling, General & Administrative Expenses Advertising Expenses Profit Before Interest and Taxes 100.00% 85.96% 98.90% 100.00% 85.97% 82.32% 100.00% 85.99% 78.45% 100.00% 60.50% 39.80%

0.65% -10.21%

1.77% 6.56%

6.16% 11.19%

3.20% 0.70%

Main Ratios Current Quick 9.79 9.79 7.72 7.72 7.17 7.17 0.98 0.65

Total Debt to Total Assets Pre-tax Return on Net Worth Pre-tax Return on Assets

110.56% 451.33% -47.64%

91.21% 271.84% 23.89%

60.20% 113.14% 45.03%

61.20% 1.70% 4.30%

Additional Ratios Net Profit Margin Return on Equity

2001 -12.93% 0.00%

2002 3.66% 203.88%

2003 7.50% 84.38% n.a n.a

Activity Ratios Accounts Receivable Turnover Collection Days Inventory Turnover Accounts Payable Turnover Payment Days Total Asset Turnover 0.00 0 0.00 39.35 5 3.68 0.00 0 0.00 34.83 9 4.90 0.00 0 0.00 28.19 11 4.48 n.a n.a n.a n.a n.a n.a

Debt Ratios Debt to Net Worth Current Liab. to Liab. 0.00 0.09 10.38 0.14 1.51 0.24 n.a n.a

Liquidity Ratios Net Working Capital Interest Coverage $90,469 -3.75 $102,189 3.90 $143,075 9.90 n.a n.a

Additional Ratios Assets to Sales 0.27 0.20 0.22 n.a

Current Debt/Total Assets Acid Test Sales/Net Worth Dividend Payout

10% 9.79 0.00 0.00

13% 7.72 55.73 0.00

14% 7.17 11.24 0.00

n.a n.a n.a n.a

SWOT ANALYSIS
STRENGTHS:
Value driven organization: the company is dedicated to maintain a harmonic work environment for its employees, with work ethics to support the company emerge as a quality name in market. Employees are our strength, and we will create an environment that fosters achievement, learning and teamwork. The safety and the health of people is very important at Shut up and eat. Shut up and eat will invest a considerable amount of money in ensuring a safe working environment. The company will protect the interests of its employees by providing them with appropriate and up-to-date training. Strong trademarks recipes Well established quality system: All our suppliers are well known and certified for providing quality products and we also are devoted to maintain the best standards for our services. Strong customer orientation: all of our services and our working structure is designed for the ease of our customers and ease of payment Low setup cost

WEAKNESS:
Question of over franchising leads to loss of control and quality. Secondary workforce initially low

Lack of knowledge about customers

ADDRESS WEAKNESSES:
1. Low cost service will increase consumer inflow. 2. Acquiring local skilled youth for secondary workforce.

OPPORTUNITIES:
LOCATION VERY FAVOURABLE NO ORGANIC RESTAURANT IN THAT AREA

PEOPLE BECOMING HEALTH CONCIOUS

THREATS:
LOTS OF OTHER FOOD CORNERS KFC TO BE OPENED SHORTLY NEARBY