I.

Executive Summary
The coffee and more..is a full-service restaurant/cafe located in the Dorobanti district of Bucharest. The
restaurant features a full menu of moderately priced "comfort" food influenced by Italian cooking traditions,
but based upon time honored recipes from around the world. The cafe section of The coffee and more..
features a coffeehouse with a dessert bar, magazines, and space for live performers.
The coffee and more... will be owned and operated by The S.C. ZELMAR 2004 SRL., a Romanian limited
liability corporation managed by Bora Bahadır Cokyapıcı, a resident of Romania . The members of the LLC
are Bora Bahadır Cokyapıcı
This business plan offers financial institutions an opportunity to review our vision and strategic focus. It also
provides a step-by-step plan for the business start-up, establishing favorable sales numbers, gross margin,
and profitability.
This plan includes chapters on the company, products and services, market focus, action plans and
forecasts, management team, and financial plan.

1. Highlights

4.000

3.500
2. Objectives
3.000

2.500

2.000

1.500

1.000

500
Gross
Sales
0 approaching and
FY1 FY2 FY3
surpassing €2,0million by the end
of the first year.
Targeting and maintaining a net profit of at least 35% by the second year. To cultivate monthly sales to reach
€214,000 by the end of the fourth month of operation, and €248,000 monthly by the end of the first year of
operation.

3. Mission

The coffee and more... concept is built upon the success stories of Italy's many casual dining and coffeehouse
venues. Located in the Dorobanti District residential loft development, The .coffee and more will provide
accessible and affordable high quality food, coffee-based products, and entertainment to the thousands of
residents located within a five-mile radius. In time, The coffee and more.. will establish itself as a "destination" of
choice to the many residents of the greater Bucharest metropolitan area, as well as numerous out-of-town visitors.
The establishment will provide a "complete, high-quality" evening experience for those searching for something
that is rapidly becoming popular among Bucharest diners. Not only will patrons be able to dine on "comfort" food
based upon time honored recipes from the world over, they will do so in a facility containing ample patio space for
 a favorite pastime of Bucharest's residents: alfresco dining. Patrons will also have the option of enjoying coffee,
desserts, and live entertainment in The coffee and mor's coffeehouse or, a relaxing in our lounch
The cafe's aim is simple. It will provide a completely sophisticated, sensual, yet casual dining and/or coffeehouse
experience for the many Bucharestns and visitors who frequent the city's casual dining spots and entertainment
venues. It will be an affordable venture for patrons, one that will encourage them to return on many occasions.
The menu will feature hearty fare of the type that is frequently out of the reach of the typical young
professional...out of reach because time frequently prevents her/him from cooking hearty meals like those
featured on our menu.
Finally, and quite significantly, The cofee and more will provide a much needed neighborhood-based retail food
operation that is currently unavailable to the southern end of Bucharest's Dorobantz neighborhood. Not only is it
projected that the business will generate 22 new jobs, the partnership responsible for creating Keys to Success
The keys to success in this business are:
Product quality: Food, coffee-based beverages, and entertainment are our products. They must be of the high
quality and value.
Service: Our patrons are paying to have a good time. Their experience will suffer if service is not of the highest
caliber. Each member of the staff will be courteous, efficient, and attentive.
Marketing: We will need to target our audience early and often. While the business is located in a central and
accessible location, many people will have to be re-introduced to the neighborhood surrounding with the
floreasca park and more
Management: We will need to have a firm grasp on food, beverage, and labor costs. The
dining/entertainment/coffeehouse experience must be delivered in a fashion that will not only inspire repeat
business, but encourage word-of-mouth recommendations to others. Proper inventory, employee management,
and quality control is key.

II. Company Summary

The coffee and more. is a bistro and coffeehouse facility located in a renovated house immediately adjacent
to the Dorobantz residential and bussiness center.

1. Company Ownership

The coffee and more.. is a privately held limited liability corporation wholly owned my bora cokyapici and ahmet
balbaros

2. Start-up Summary

The start-up costs for The coffee can be found in the chart and table below.
Since the business property is located in an enterprise zone, property taxes on the property are abated for the
initial years covered by the business plan. The owner/general manager will be responsible for maintaining
insurance that will cover the loss of the building and all of its contents, as well as insurance covering business
interruption and death or injury to himself.

Start-up

Infrastructural Investment    

Basic infrastructure and EUR 5.000

 construction

Architectural Design and

decoration EUR 70.000

Total   75.000

Operational Investment    

Kitchen EUR 80.000

Service Tools EUR 35.000

Delivery Motorcycle EUR 1.000

PC EUR 1.000

Catering Minivan EUR 16.000

Refurbishment EUR 10.000

Lightining EUR 17.000

Printed Material EUR 2.500

Plazma TV EUR 6.000

Sound System EUR 3.000

Lightened sign EUR 5.000

Planting EUR 3.000

Total   174.500

Total Investment   209.500

WCAP need for thefirst three

months   390.419

Total Start up Funding

Requirement   599.919

3. Company Locations and Facilities

 The coffee and more.. will be located in a newly renovated facility designed by the architectural firm of .
STEAFANO POZZI AND ASSOCIATES FROM MILANO AND BUCHAREST
The facility will be divided equally between the cafe/restaurant function and the coffeehouse/entertainment
function. The restaurant will feature dining room seating for approximately 100 patrons and flexible indoor/outdoor
patio seating for an additional 40 patrons. The cafe/coffeehouse will provide a full-service dine-in and carry-out
coffee-based beverages, as well as a dessert bar. The coffeehouse/cafe portion of the business will also contain a
full-service bar, a small entertainment stage, and niche magazines and newspapers available for purchase. The
coffeehouse will maintain ample indoor/outdoor seating under a covered patio space shared with the restaurant.
The facility's perimeter will feature a simple waiting areas during the warm weather months.

III. Products
1. Products

The coffee and more is a cafe/restaurant/coffeehouse venue that sells moderately-priced food to an upscale
casual dining market. The venue features brewed coffee and espresso-based beverages, granita ices, fruit
smoothies and juices, and other beverages typically associated with a coffee shop. A dessert bar will serve a
range of freshly prepared desserts, as well as baked goods associated with breakfast.
Luncheon offerings contain both carry-out and dine-in menu selections, while evening hours will accommodate
full-service dining and italian tapas (appetizer) service, a full-service bar and light, weekend, live entertainment.
Reflecting a target niche market, a limited selection of out-of-town newspapers, as well as art, architecture,
cinema, design and lifestyle magazines will be sold.

2. Product Description

The coffee's menu will feature a selection of .followings......................

Generally, the dishes will offer variations on "country" cooking themes. Braised and smoked meats and poultry,
seafood, and vegetarian offerings will change seasonally.
Dinner items will only be available in the dining room section of the establishment. Standard appetizer/tapas
offerings will be available in the coffee shop and patio area through the late evening.
Specialty coffees, espresso-based drinks, desserts and pastries, and light sandwiches will be available in the
coffee shop.
Niche-magazines and newspapers will be readily available for purchase by the venue's patrons.
Musical offerings will span jazz, Latin, and urban musical traditions. The performance space will also offer ample
opportunities for space for an artist, poet, reader, etc. When not in use as a stage, the space will double as a
customer seating area with tables and chairs.

3. Competitive Comparison

The coffee's closest competitors (relative to location) are ..ambiance coffee, turabo caffee,bt caffee ,brd
caffee,high heels coffee.................................
...................
.

4. Sourcing
 The coffee and more. will buy from a select group of Bucharest restaurant suppliers and liquor distributors. Direct
sales relationships will also be established with fresh produce, meat, and seafood distributors. Negotiations are
also underway to establish direct relationships with seafood suppliers
The cafe will receive substantial discounts from artists and artisans participating in the manufacture of signature
pieces of dinnerware, furniture, lighting, and sculpture to be featured at The premisses...........

5. Technology

The coffee and more’s.logo is protected by Romanian trademark laws. All of our menu creations will not
necessarily have the same protections, however, when possible, popular "trade-names" will be protected. The
business of The coffee is not dependent upon process technology or patentable inventions.

6. Future Products

While The coffee and more will initially focus upon the dining, coffeehouse, and entertainment functions located
on the immediate grounds of the establishment, future expansion efforts will focus upon providing full-scale
catering for neigbouring client events as well as other off-site venues.

IV. Market Analysis Summary

The casual dining/full service restaurant market is a growing. industry in Romania, with annual increases in
revenue outpacing ..20..% yearly. More and more people are choosing to eat out. One of the most common
reasons cited by restauranteurs and industry associations is that women have joined the workforce in record
numbers. In fact, from to 1995, the dollars spent for food away from home rose by almost 20%, coinciding
with the number of women entering the work force. With two income earners per household, neither person
may have time to fix meals. Since the 1950s, commercial food service sales have continued to rise as more
and more people find that eating away from home suits their lifestyles.
Specialty coffee is a €5+ billion per year industry in the United States, and has grown at a rate in excess of
20% per year in the last decade. That sustained growth is expected into this decade according the the
Specialty Coffee Association of America.
Bucharest in the mid-1990s had only a handful of specialty coffee retailers: Yellow Pages. Starbucks
announced last year that it expects to open 600 additional stores in 2008.

1. Market Segmentation

A restaurant/coffeehouse would provide one of the best food and beverage opportunities for
the more than 500,000 annual visitors to the dorabanti ,floreasca and primaverii area
Location is close to employment centers or within retail corridor.
Studioplex patrons and residents will provide primary support; secondary support will come
from area residents .
Cross-selling opportunities exist with coffee beverages and magazines.
The coffee shop and the magazines sold there will be positioned to fill a niche demand for
people interested in art, architecture, design photography, and home and garden pursuits.
Target market audience is a mix of Studioplex residents, artists, patrons, intown residents,
downtown hotel visitors/conventioneers, and workers.
The immediate market area is within a four-mile radius of The .......... ,.
 Market Analysis (Pie)

Market Analysis

Market Analysis

2002 2003 2004 2005

Potential Customers Growth CAGR

Bucharest Area 100,72 110,79 121,87 134,06 10.00

10%
Residents 5 8 8 6 %

Hotel/Convention/Visitor 15.00
15% 36,915 42,452 48,820 56,143
s %

20.00
Downtown Workers 20% 28,020 33,624 40,349 48,419
%

12.87 165,66 186,87 211,04 12.87

Total 238,628
% 0 4 7 %

2. Target Market Segment Strategy

The coffee and more will appeal to urban professionals residing in the targeted intown
neighborhoods, the many downtown hotel visitors/conventioneers, and workers who desire a
sophisticated yet casual eating, coffeehouse entertainment experience. The business will also
meet an under-served need for a pedestrian-friendly dining/coffeehouse establishment for the
numerous residents in the area, particularly newcomers to the immediate area.
Members of this market segment dine out frequently, approximately three times or more per
week. The market segment is largely made up of singles between the ages of 25 and 40, married
couples in the same age bracket without children, graduate and professional students attending
area universities, tourists, and conventioneers.

3. Market Needs

Our customer's dining and entertainment needs are critical to the success of The coffee and
more As a supplier of a full-service dining experience, The coffee and more must appeal to
 people who are interested in integrating our type of cuisine regularly into their dining/food
purchase experiences. Moreover, we must also appeal to those customers who regularly take
advantage of Bucharest's coffeehouse and/or evening entertainment scene.
Our customers are well educated and interested in partaking of new experiences. Keeping the
menu and the entertainment offerings "fresh" will remain a constant challenge to the business.
Segments of the target market tend to dine out, visit coffee shops, and seek evening
entertainment frequently. They tend to choose comfortable, affordable venues, and repeat
appearances at places that offer familiar scenery with new twists.

4. Market Trends

Bucharest is experiencing a trend toward the creation of evening dining/entertainment venues.

They are popular and gaining more recognition. Evidence of this is found in local news and
magazine coverage. These venues are finding new homes in the areas close to and/or adjacent
to downtown.
The city's burgeoning music scene is growing and in need of more venues to accommodate the
mainstream jazz, acid jazz, Latin, and live guitar music .
The market opportunity for coffee shop establishments has never been better in this area of
Bucharest. The immediate area surrounding the business venue is undergoing a building
renaissance as many residents chose to move into or return to the inner city.

5. Market Growth

Intown Bucharest is currently in the middle of a building and population explosion. Young
singles and couples are choosing to reject long commutes in favor of living closer to their work
and recreational venues. With the extra time that comes from being in a vibrant growing city
with an active nightlife, intown neighborhoods that were formerly dotted with a limited number
of night spots have seen their neighborhoods burgeon with new venues.
The section of Midtown Bucharest along 10th Street near Peachtree Street and Piedmont
Avenue has experienced remarkable growth in it's nightlife scene. After a devastating
demolition in the mid 1980s of buildings located in and around this area to make way for a mall
that was never built, the area is featuring a resurgence. The development is rapidly moving
south along Juniper Street and Peachtree Street.
As the area's population increases and the frustration with Buckhead congestion grows, people
are opting for dining, coffeehouse, and entertainment venues closer to and in Downtown
Bucharest.

6. Industry Analysis

The restaurants and coffeehouses that make up the community of establishments in the area
surrounding The coffee and more quite diverse. Their concepts range from typical fast
food/chain venues to expensive fine dining establishments. However, the predominating nature
of the immediately surrounding restaurants and coffee shops is casual/upscale.

6.1. Industry Participants

Establishments which combine dining and entertainment functions are a smaller segment
of the overall, Downtown, Midtown, Virginia Highland, Little Five Points dining market.
There are approximately five venues that combine these functions and are regularly
recognized by Bucharest media outlets as "hits" in the growing Bucharest nightlife scene.
6.2. Competition and Buying Patterns

The general nature of the competition is typically a 70 to 150 seat restaurant with outdoor
seating. The menu prices for entree's range from €7.00 to over €25.00. All of the
surrounding establishments serve, at a minimum, beer and wine. Most serve liquor-spirits
as well.
Some of these venues have added live entertainment to their offerings, however, most are
prevented by their facilities from expanding into this area of service. Most of the live
entertainment/dancing venues are located in Midtown and to the north with a few more
venues located west in Downtown Bucharest, and to the east in Little Five Points.
While historically has remained a center for restaurants and entertainment venues, Five
Points, and Midtown have grown tremendously in their appeal to diners and partygoers.
A busy population of urban professionals, intent upon working hard and playing hard, has
fewer and fewer opportunities to cook at home. These people eat out often and do so with
friends.
Because this population tends to eat out far more than the typical population, they look for
value. While they might not regularly frequent a restaurant featuring entree prices of
€17.00 and higher, they will repeat appearances at restaurants featuring entrees ranging
between €7.00 and €16.00.
Many of these patrons also seek entertainment venues on the weekends that are close to
their dining venues and homes. Historically, live jazz and Latin music venues in northeast
Bucharest have been unavailable to patrons. The market currently suggests that such a
venue on bucharest is not only desired by the populations frequenting restaurants and
clubs in northeast Bucharest, it is suggested that it is needed. As traffic and appeal has
grown beyond the capacity of the neighborhood, patrons are now looking for "easier"
places to go out, eat, and have fun.The parking and traffic woes have grown to notorious
proportions. Midtowners and residents in adjacent neighborhoods would much rather
patronize venues closer to downtown. The coffee and more offers them an attractive
dining/entertainment/coffeehouse option.

6.3. Main Competitors

uptown:, this establishment features menu with other entree offerings. The venue also
features a smal coffee place and tarrace.
It is very popular and regularly features large crowds.
Turabo caffee: turabo is located in the same street as coffee and more. It is a very small
venue featuring a casual-salad menu. The coffee is converted to a cocktail bar/nightclub
in the evening has no designated parking.
The french bekery : Located in downtown Bucharest on same street . The clientele is
growing steadily as the bakeryies reputation grows. It offers an alternative to the
traditional Bucharest coffee scene.
Turabo coffee is part of the growing renovation trend taking place in the same district
along dorobanti Street just west of Downtown Bucharest. While it naturally draws from the
nearby residents, it competes directly with the rock music venues located in near howard
johnson hotels on the east side of the Bucharest.
Cafe/Ambiance: , the coffeehouse/ to be located next to floreasca park , has enjoyed
extraordinary success. Formerly bathroom tranformed to a coffe and tarrace ,
 /high heels Coffee: Located on same street , this is a traditional romanian fitze
coffeehouse which provides morning coffee and some sandwiches . The owners are
currently expanding to provide evening service.

V. Strategy and Implementation Summary

1. Strategy and Implementation Summary

The .coffee.'s strategy is based upon targeting and serving:

The zsatypical Bucharest intown resident. This urban professional works long hours and has relatively
little time to cook at home. She/he has an active social life and spends a substantial amount of
disposable income maintaining it.
The many downtown businesses which regularly use restaurant dining as an function of conducting
business.
The tourist and convention populations centered in downtown venues.

1.1. Competitive Edge

The coffee maintains a competitive edge in several significant areas:

The facility's location puts it into close proximity to substantial populations of affluent Bucharestns.
The owner, a 16-year-resident of Bucharest, was educated in and works professionally in
Bucharest. His early work experience included a substantial period working within a
casual/upscale restaurant in the mid-to-late 1990s in bucharest open the first privat restaurant as
caffee de paris .santa fee.uptown.bamboo.zerillos and succesfully catone and coast to coast
catering services. remained in the Bucharest area. His position at Emory also required him to
manage significant catering budgets. The owner, through his business, academic, and community
activities, maintains a substantial Bucharest-based network of professionals.
The facility's construction will easily allow for flexible dining/coffeehouse/entertainment options
making it attractive to numerous populations.
The facility's location in an Empowerment Zone and local Enterprise Zone provides significant tax
advantages.

1.2. Value Proposition

We think our value proposition is quite clear and quite easily distinguished from most others in the
market. We offer affordable and accessible menu items and entertainment as measured by their
inherently natural value, at an affordable price that will encourage regular visits.

2. Sales Strategy

The first category of our sales strategy is to establish and maintain a position with our primary
constituents: intown Bucharest residents within a 4 mile radius of The coffe.'s location. We will depend
upon keeping these people happy with our food and beverage products and entertainment options.
Our second strategy is to utilize the downtown hotel/convention business through developing and
maintaining close relationships with the planners of upcoming conventions and their respective
attendees in order to create a "private function/party" option for corporations visiting Bucharest during
the early part of the week, as well as encouraging individual visits by conventioneers later in the week.
This strategy will also target the many hotel concierges who are available to promote dining options
located within two miles of downtown hotel venues.
 Our third strategy targets the more than 500,000 visitors to the Martin Luther King National Historic
Site. This segment provides mainly lunch business.
Fourth, the restaurant will target sales to downtown and midtown businesses (particularly law firms) for
regular business lunch and dinner entertaining.

2.1. Sales Forecast

Our sales forecast assumes no change in cost of prices, which is a reasonable assumption for the
last few years.
We are expecting to increase sales from €2.0 million at the end of 2008, to €2.5 million by the end
of 2009. The growth forecast is in line with the restaurants in the area and is tied to the projected
increase in population of the immediate area.
The combined sales figures (across all sale items for the restaurant and coffee shop) presume an
average of 3.5 euro "turns" per day for a prox 100 seat dining room with an average tab of €12.54.
The business will be open an average of 30 days per month.
The projections show increases in:

January, based upon corporate Christmas party and New Year's Eve programming.
May, as a result of catering programming scheduled Commencement functions.

Sales Monthly

Sales
Forecast

    FY1 %increase FY2 %increase FY3

Sales   2.681.742 20% 3.218.090 20% 3.861.708

PATISSERIE 1.086.144 20% 1.303.373 20% 1.564.047

RESTAURANT 1.283.598 20% 1.540.318 20% 1.848.381

DELIVERY 72.000 20% 86.400 20% 103.680

CATERING 240.000 20% 288.000 20% 345.600

VAT   509.531   611.437   733.725

PATISSERIE 206.367 247.641 297.169

RESTAURANT 243.884 292.660 351.192

DELIVERY 13.680 16.416 19.699

CATERING 45.600 54.720 65.664

Total Sales   3.191.273 3.829.528 4.595.433

PATISSERIE 1.292.511 1.551.014 1.861.216

RESTAURANT 1.527.482 1.832.978 2.199.574

DELIVERY 85.680 102.816 123.379

CATERING 285.600 342.720 411.264

2.2. Milestones

The accompanying table lists important program milestones, with dates and managers in charge, and
budgets for each. The milestone schedule indicates our emphasis on planning for implementation.
What the table doesn't show is the commitment behind it. Our business plan software includes complete
provisions for plan-vs.-actual analysis, and we will be holding monthly follow-up meetings to discuss the
variance and course corrections.

Milestone Start Date End Date Budget Manager Department

01/12/200
Leasehold Buildout 7 15/01/2008 bora

28/12/200
Equipment Installation 7 10/01/2008 bora

Marketing Plan 18/11/200 30/11/2007 alexandra

 7

Fixture/table 10/12/200
Construction 8 14/01/2007 bora

Begin Construction 23/11/200

Process 7 26/12/2007 bora

23/11/200
Design Management 7 14/01/2008 stafano

05/11/200
Legal Research 7 silvano

15/12/200
Interior Design 7 14/01/2008 Stefano

10/01/200
Entertainment Research 8 diana

12/01/200
Purchasing Research 8 15/01/2008 bora

Totals          

2.3. Marketing Strategy

The most important element of our marketing strategy is the delivery of a quality product. Our food,
beverage, newspaper/magazine, and entertainment products must first sell themselves through word of
mouth.
Next, the packaging of The coffee and more's concept and external messages have to fit our positioning.
We offer an upscale feel without a required "pinch" in your wallet. We then communicate this through the
free weekly media (Creative Loafing, Southern Voice, and others), radio advertising on particular jazz, acid-
jazz, Latin, and dance-oriented music shows, and traditional public radio sponsorships.
Through establishing relationships with the concierges of the local hotels and with the Bucharest
Convention and Visitors Bureau, we will then attempt to create opportunities for visitors to the city to look
forward to experiencing The coffee and more..

2.4. Positioning Statement

For our most important target market, local residents who crave new and sophisticated
dining/entertainment/coffeehouse options, The coffee and more satisfies the need for a casual, all-in-one
dining and entertainment experience. Unlike our key competition, The coffee and more is designed to
handle this need from its inception, starting with the general construction of the facility. The general food
programming, coupled with the entertainment programming, will offer the customer an experience unlike
anything he or she has currently available.

2.5. Pricing Strategy

 Our food, drinks, and entertainment options are priced to give us an attractive margin while at the same
time offering value to the consumer. We want repeat business. We also want the experience to remain
fresh. Therein lies why the food, beverages, and musical/entertainment programming will be relatively
flexible.
A sample menu will be included in an appendix.
**Some supplemental materials are not available for this sample plan.

2.6. Promotion Strategy

We will promote our company name and label almost more than the product itself, because to be successful
we have to stand for brand-name integrity, excellent menu offerings, and first class entertainment and fun.
Therefore, our promotion strategy includes focusing on events and messages that match:
Our participation in the Jazz coffee' special promotions and the Sweet Auburn and Inman Park festivals is
important because these are events that bring our target market together.
Our participation in local radio and specifically targeted shows on the local stations.
Public relations programs focusing on related opportunities, guest appearances on local radio, etc.
Advertising placed carefully, in mostly-alternative channels like Creative Loafing, hotels,taxis .airport and
university newspapers, etc.

2.7. Marketing Programs

Our marketing program will be handled by cristina verona . With an annual budget of €16,000, and with a
milestone beginning in August, Ms. Verona will assist with the initial marketing programs and ongoing
efforts to increase the visibility of The coffee and more. and its offerings.

2.8. Sales Programs

Specific Sales Programs:

Special Event Sales: Develop opportunities to sell to companies for private parties and special events. The
specific responsibility is with the owner with assistance from the manager on staff and Real World
Communications.
Music Related Special Events: Develop relationships with artists and promoters in the area to feature artists
rising in popularity, either through CD release parties or live performances.
Artist/Studioplex Special Events: Develop opportunities to host or cater artist openings.

2.9. Strategic Alliances

We depend on our alliances with personnel University, the Historic District Development Corporation, the
Bucharest Executive Network, The Bucharest Convention and Visitors Bureau, and local music promoters
to generate continuous leads for new sales and promotional opportunities. We need to make sure that the
personnel of these allies are especially aware of our support and reciprocation.

VI. Management Summary

1. Management Summary

The coffee and more is owned by a limited liability corporation including bora cokyapici and ahmet balbaros will
also operate as general manager/managing partner. Crucial employees include an additional manager who will
 assist in maintaining and reviewing operations of the restaurant and the entertainment venue/bar, and a chef who
will manage kitchen operations.
Additionally, an assistant manager/senior server and a sous-chef/line cook will perform secondary management
functions.
Part-time personnel will be hired to handle bartending, serving, and dishwashing functions.

2. Organizational Structure

The coffee and more is owned by (50%) and 50%). Mr. balbaros who will also operate as general
manager/managing partner.
An additional manager (to be hired) will assist in maintaining and reviewing operations of the restaurant and the
entertainment venue/bar.
A chef (to be hired) will manage kitchen operations and be crucial to maintaining food inventory stability and
assistance in menu development.
An assistant manager/senior server (to be hired) who will be a salaried employee, will provide regular table
service as well as assistance to the manager and the general manager.
A sous-chef/line cook (to be hired) will perform secondary management functions in the kitchen as well as provide
assistance to the chef in main kitchen/cooking functions.
Part-time personnel will be hired to handle bartending, serving, and dishwashing functions.
The marketing, and accounting function will be handled by independent contractors/consultants.

3. Personnel Plan

The personnel plan calls for hiring 5 full-time salaried employees at start-up. Part time barristas/bartenders will
have to be hired to manage approximately 135 hours of operation per week, servers/waiters will have to be hired
for approximately 203 hours of operation per week, and dishwashers will have to be hired to handle approximately
62 hours of operation per week.
Any additional hires will be part time and devoted to the expansion of any catering function, as well as increased
capacity/operation of a private party function.
Employee salaries are as follows:

monthly Number
net of
salary Person
Position EUR nel

Cook 1.000 1

cook assistant 300 2

Cleaning 300 2

Washing 300 2

Waiters 200 10

Barman 400 1

Guard 400 1
 Receptionist 300 1

manager 1.200 1

delivery 300 1

     

4. Management Team

5. Management Team Gaps

The management team will have to partially rely upon outside contractors/consultants for both the marketing and
accounting functions.
The management team is still in the early stages of formation. Bora cokyapici and cristina verona also alexandra
ionescu many issues facing the establishment of The coffee and morez's start-up.
VII.Financial Plan
1. Financial Plan

We want to finance growth mainly through cash flow. We recognize that this means we will have to grow more
slowly than we might like.
The most important indicator in our case is inventory turnover. We have to make sure that food inventory turnover
stays at approximately four turns per month, or we risk loss through spoilage.
We do not want to let our average collection days get above 45 under any circumstances. This could cause a
serious problem with cash flow, because our working capital situation is tight. Most credit sales will be via credit
and debit cards. We do have plans to initiate direct billing for law firms and other businesses conducting regular
visits.
We must target a net profit of 58% at the least, and hold marketing costs to no more than one to three percent of
gross sales.

2. Important Assumptions

The financial plan depends on important assumptions, most of which are shown in the following table. The key
underlying assumptions are:
We assume a slow-growth economy, without major recession.
We assume of course that there are no unforeseen changes in technology to make equipment immediately
obsolete.
We assume access to equity capital and financing sufficient to maintain our financial plan as shown in the tables.

3. Key Financial Indicators

The most important indicators in our case are are daily seating "counts" and weekly sales numbers. We must also
make sure that we are turning our inventory rapidly so as to avoid food spoilage.
We must target net profit/sales figures toward the 58% level with gross margins never dipping below 38%.
Marketing costs should never exceed three percent of sales.
4. Projected Profit and Loss

We expect income to approach €...... million for calendar year 200... It should increase to €.... million by the end of
the years covered in this plan.
5. Projected Cash Flow

We expect to manage cash flow over the next three years with minimal new investment required over the first two
years. It is our expectation that revenue beyond projected sales will be invested in retiring long-term debt early.
6. Projected Balance Sheet

As shown in the Balance Sheet, we expect a healthy growth in net worth from approximately €....... at the end of
200.... to almost €.... million by the end of the plan period.