OLCBurgerShopBusinessPlanans OLCBurgerShopBusinessPlanFloorPlanans1
BUSINESS PLAN OUTLINE
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Business Plan Outline
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Instructor
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I. Introduction
A. My new venture in Shanghai will be a takeout-only burger joint with no dining.
B. This counter-service restaurant will serve only burgers, fries, and drinks.
C. Takeout orders will be prepared for customers at the counter, who then pay for their food and leave with it.
D. The store plans to grow soon and open new outlets in different city regions.
II. Customer Profile
A. The target customers will come from a 5-kilometer radius, with the majority coming from the city center, with a concentration of middle- and high-income families.
B. The target market’s demands are straightforward: affordable and high-quality burgers (Köseoglu et al., 2020).
C. The burger joint will have no tables or chairs; therefore, all orders will have to be takeaways.
D. The vast majority of respondents (84%) prefer to eat at home rather than in a restaurant.
E. As of 2022, it is projected that China’s fast-food outlets will generate $184.5 billion in revenue (Zhong et al., 2020).
F. Good results have been seen in the industry, and forecasts project a 3.6% yearly increase in sales in the five years through 2022.
III. Business model, concept, and objectives
A. The company aims to maximize revenues by selling a high-quality, niche product to a sizable consumer base.
B. The store aims to provide excellent service and make its customers happy (Alvarez et al., 2021).
C. The restaurant’s goal is to offer tasty burgers at reasonable prices.
D. Several establishments in Shanghai sell burgers, so consumers have many options. In order to stand out from the competition, the burger joint decided to use only the freshest ingredients and develop its signature flavors.
E. The burger joint is venturing into a crowded market where many other establishments serve comparable fare.
IV. Technical and Legal Requirements
A. The burger joint’s kitchen needs to be big enough to handle all the cooking that needs to happen.
B. In addition to places to wash dishes and put away utensils, there should be a designated space for storing raw materials.
C. The burger joint needs an in-depth inventory system to keep tabs on its supplies.
D. The store’s management must organize its production schedule to have a sufficient food supply during busy periods (Zhong et al., 2020).
E. The burger joint needs a solid delivery system to guarantee on-time delivery of orders.
F. The store might expand its customer base by forming partnerships with local delivery services like Uber Eats or Door Dash.
V. Management Analysis
A. The burger joint should be run by people who know what they are doing in the food business.
B. The management group should formulate the store’s overarching strategy, supervise operations, and guarantee compliance with all regulations (Zhong et al., 2020).
C. The regular operations of the store, such as customer service and stock control, would also fall under their purview.
D. The burger joint needs an established hierarchy with defined positions and responsibilities.
E. Management, employees, and support functions like accounting, marketing, and customer service should all be part of the organizational framework.
VI. Conclusion
A. The burger joint in Shanghai can benefit from the rising demand for fast and cheap takeout food.
B. The outlet has the potential to stand out from the crowd and attract clients looking for something unusual thanks to its high-quality products, novel flavors, and affordable rates.
C. With these targets in place, the burger joint will be well-positioned to thrive in the current market.
References
Alvarez, T., Sensini, L., Bello, C., & Vazquez, M. (2021). Management accounting practices and performance of SMEs in the Hotel industry: Evidence from an emerging economy.
International Journal of Business and Social Science,
12(2), 24-35.
https://www.researchgate.net/profile/Luca-Sensini/publication/351305386_Management_Accounting_Practices_and_Performance_of_SMEs_in_the_Hotel_Industry_Evidence_from_an_emerging_economy/links/609112d092851c490fb569df/Management-Accounting-Practices-and-Performance-of-SMEs-in-the-Hotel-Industry-Evidence-from-an-emerging-economy ?_sg%5B0%5D=started_experiment_milestone&origin=journalDetail
Köseoglu, M. A., Altin, M., Chan, E., & Aladag, O. F. (2020). What are the key success factors for strategy formulation and implementation? Perspectives of managers in the hotel industry.
International Journal of Hospitality Management,
89, 102574.
https://www.sciencedirect.com/science/article/pii/S0278431920301262
Zhong, Y., & Moon, H. C. (2020). What drives customer satisfaction, loyalty, and happiness in fast-food restaurants in China? Perceived price, service quality, food quality, physical environment quality, and the moderating role of gender.
Foods,
9(4), 460.
https://www.mdpi.com/685754
Kitchen
Order Sign
Counter
Sink and washing area
Exit
Burger Shop Business Floor
Plan
Changing Room
Store
Delivery
Window
Entrance
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