Avadh Restaurant

"Beyond the boundaries of taste"

BUSINESS
PLAN
2020 - 21

John Doe 10200 Bolsa Ave, Westminster, CA, 92683 (650) 359-3153

[email protected] https://upmetrics.co
Table of Contents

Executive Summary 4
Overview 4
Market Opportunity 4
Management 4
Financial Projections & Funding 4
Avadh 6
The Restaurant Concept 6
Technology 6
Business Model 6
Objectives 6
Keys to Success 7
Long Term Strategy 7
Intellectual Property 7
Sustainability 8
Sample Menu 9
Menu Items 9
Restaurant Operations 10
Customer Service 10
Operating Policies 10
Strict Inventory Controls 11
Purchasing Cost Controls 11
Recipe a Portion Controls 11
Menu Blending 11
Sanitation a Food Handling 12
Operating Standards 12
Management's Role 12
Software a Systems 12
Money a Profit Management 13
Training 13
Hiring the Best 13
Training for Excellence 13
Retaining the Best 14
Controlling Costs 14
Food Costs 14

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 Equipment Costs 14
Staff Turnover /Training Costs 15
Location 16
Operating Details 16
Industry Analysis 17
Industry Overview 17
Restaurant Demographics 17
Millennials 17
Fast Casual Ming 17
Denning Fast Casual 18
Fast Casual Asian Food 18
Tempe Arizona 18
Select Demographic Data 18
Competition 19
Competitive Landscape 19
Direct Competitors 19
Competitive Advantages 19
Marketing 20
Target Market Overview 20
Market Positioning & Brand 20
Marketing Strategies 20
Company & Management 21
Company 21
Management Team 21
JOHN DOE 21
JANE DOE 22
Staffing Plan 22
External Issues 22
Financial Plan 24
Startup Expenditures 24
Revenue Assumptions 25
Cost of Goods Sold 26
Operating Expense Assumptions 26
Balance Sheet Assumptions 26
Bank Loan Assumptions 27
Projected Balance Sheet 27
Projected Profit and Loss 28

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Projected Profit and Loss 28
Projected Cash Flow 30

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Executive Summary

Overview

Avadh will be a quick casual dining concept that's intended to appeal first and
foremost to the millennial generation (15-35) along with the generations which
follow it. Avadh will interest Millennials since the food is clean, healthy,
economical, and portable. They'll have the ability to get in touch with the
Restaurant with the identical technology platforms they have learned to use in
virtually any part of their own lives. Obviously, Avadh will appeal to older
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generations too but make no mistake; this idea is all about competing and top

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Market Opportunity

Though a Smaller portion of the general market than the fast food and casual
dining sections, fast-casual concepts are Exploding on the scene and gaining
popularity every year. According to Techno inc, the market research company,
the quick-casual segment increased sales by 12 Percentage in 2014, and unit

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count by almost 9 percent.
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Management

John Doe, the founder and visionary behind the Avadh notion has spent his
whole career serving excellent meals to hungry customers. He possessed 6
restaurants at San Jose before going into the Phoenix region and producing
the Avadh notion.

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Financial Projections & Funding

Avadh plans to start 4 company-owned restaurants. The first restaurant is Of this sum, $400,000 will

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be supplied in the shape of equity with the remainder, $400,000 coming out of a term loan given by a
commercial lender.

Avadh plans to raise $2,000,000 in equity funding. The Restaurant Will divide this funding evenly
between both business shops. It's considered that the second, third and fourth-largest shops will use
duration centers from a commercial lender to complete the financing of those shops too. Please be
aware that the financial details of the document pertain only to the very first shop.

Once proof of concept has been attained with These shops, Avadh will proceed to a master business
plan with growth programs for other Nevada locations and Then moving to cities in other Sunbelt
states.

Year1 Year2 Year3 Year4 Year5

Revenue 812,451 999,871 1,455,145 1,985,895 2,457,878
Cost of Sales 105,104 205,451 385,451 521,451 854,145
Employee
312,451 351,458 452,451 482,451 492,451
Expense
Operating
112,451 121,451 134,451 145,451 152,451
Expense
EBITDA 116,451 216,451 516,451 641,451 895,452

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Avadh

The Restaurant Concept

Avadh ("the Restaurant") is a brand

new quick-casual Asian inspired restaurant
idea. It'll be perfectly positioned to benefit
from the fastest-growing segment within
the foodservice business and is intended to
satisfy the evolving requirements of today's Read More 
customers. The menu provides a limited

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In targeting the millennial era category, Avadh has discovered a "technological

link" that needs to happen to attract and participate in this age category as
customers. That is the reason why the Restaurant will use the most recent
technologies to promote the brand, join with customers, and keep connected.
Through using social networking platforms, to digital menu boards, to the
improvements in online and in-store ordering these as those listed under:
Read More 

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Technology
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Business Model

The Restaurant's business model is going to be dependent upon operational

competence and a fantastic tasting, wholesome menu. The company model is
persuasive for the easy reason that from the own large, nicely equipped
kitchen Avadh will prepare dishes which are available in its restaurant,
removed or delivered to be appreciated someplace else or loved in catered
events like workplace meetings and birthday celebrations. To put it differently,
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with the introduction of this restaurant, Avadh allows the union of 3 factors of

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Objectives

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 Avadh has established the following Goals for the first twelve months of
operation Following Launching the restaurant:

Maintain tight control of Operations, Costs, and cash flow through

Meticulous management and Automatic computer control.
Establish an efficient, Dependable, and Sustainable delivery capacity.
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Keys to Success

The founder considers he has the ideal mixture of experience, vision, and skill
to swiftly place the Restaurant on a quick track for profit and growth. These
keys will contribute to its achievement:

Avadh is going to be the ideal notion to fulfill a void in the shifting market
that's now being overlooked with the contest by integrating Read More 
independence, technology, healthful and tasty meals, and sustainability

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Long Term Strategy

Avadh plans to open 3 restaurants in metropolitan Phoenix in its first 2

decades of operation. Those restaurants will be business owned. When the
outlets are open and operating profitably, Avadh will establish a franchise plan.
The plan involves developing master franchisees which will open numerous
places in particular geographic areas starting with the important Arizona
markets moving into the west and west from there. The current thought is More
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franchise opportunities will be given in all countries.

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Intellectual Property

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 The name, Avadh was registered with the Secretary of State of San Jose. Along
with this name, a URL was registered. It's the proprietor's intention to
trademark its packaged products. All recipes are owned and proprietary by the
Restaurant.

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Sustainability

Avadh believes in getting a positive effect on the community. The founder will
take the additional steps required to be useful, accountable neighbors by
integrating sustainable practices at every opportunity. Avadh will attain
environmental sustainability through:

All Equipment (kitchen, A/C, Etc.. ) is top-rated for maximum energy

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Performance.

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Sample Menu

Developing the abilities to produce and prepare an exciting menu of excellent

Asian dishes comes from traveling, tasting and experiencing Asian meals in
Asia. The end result is a combination of traditional Asian cuisine with a dab of
modem gastronomy --with the new flavors of Chinese, Thai, Vietnamese,
Southeast Asian, Japanese and Indian cuisines.
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Below is a sample menu dishes that Are Certain to be Contained in Avadh's

Menu Items

Appetizers Soups a Salads

Salt & Pepper Chicken Wings Pho-Viet Nam Style Beef Noodle
Chinese Lettuce Wraps Teriyaki Soup Spicy Thai Coconut Soup
Beef Skewers Asian Calamari Salad

Rice Bowls Main Dishes

Singapore Style Currie Lo Mein Vindaloo Chicken Thai Fried

Catfish & Chile Sauce Shrimp &

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Long Beans

Desserts Beverages
Double Chocolate Cookie Lychee Freshly Brewed Iced & Hot Tea
Fruit Homemade Lemonade Bubble
Tea

Wine & Beer

Bottled Beers from Asia Select

California Wines

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Restaurant Operations

The effective implementation of the working standards and standards outlined

in this business plan require demonstrated support tools and skilled direction.
To attain these goals, the Restaurant will use the strategies summarized below.

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Customer Service

The hospitality business recognizes the client's support experience is the

critical driver to replicate business. The direction will Offer a superior degree of
Professionalism by hiring individuals who deliver the ideal attitude to work and
teaching them the skills required to accommodate guests. The Restaurant will
keep high levels of consumer satisfaction with talented, educated, and well-
trained workers that understand and implement the fundamentals of fantasticRead More 
service.

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Operating Policies

The managing of Avadh is going to be contingent upon operating policies and

strategies which the founders and the staff have grown and successfully
employed in other profitable restaurant projects such as Avadh. The founders
have expertise in the food service company and an established history of
fulfilling client expectations. The Restaurant will employ the following policies
to achieve the best productivity and gain. Read More 

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 Avadh will utilize the Most Recent technology available, Now the NEC Aloha
Method to Closely monitor and handle food and beverage use, allowing
management to correctly ascertain operating expenses and manage the loss.
Manual inventories will be run on a weekly basis to confirm items on hand and
also to track daily/weekly food expenses, drink consumption, plating expenses,
waste, and breakage. Read More 

Strict Inventory Controls

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Management will always monitor provider bids to gain the best Pricing for
many foods along with other components. Market price changes will direct
buying, menu composition, and menu pricing to guarantee the restaurant
matches and exceed gain expectations.

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Purchasing Cost Controls

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Food preparation personnel will follow standardized recipes developed by the

founders to control food costs and ensure consistency. The Restaurant will
offer an innovative menu with nutritious food while achieving the greatest
margin yield.

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Recipe a Portion Controls

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Menu blending enables the Restaurant to maintain a perception of affordability.

This is achieved by taking certain items and reducing the price in order to
maintain interest in specific items, while delivering higher margins on others,
therefore blending costs.

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Menu Blending
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 Avadh will maintain a 100% compliance policy for sanitation and food handling
to ensure the safety and health of all guests and employees. The Restaurant
will always comply with all city, county, and state Department of Health
sanitation and food handling standards. All employees will be certified under
applicable food safety certification requirements, and managers will complete
training to receive the nationally recognized and accredited "Sery SafeRead More
Certification."

Sanitation a Food Handling

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Operating Standards

The founder will be responsible for hiring and training managers who, in turn,
will be responsible for ensuring that the day-to-day operations will comply with
the standards set by Restaurant policy. Weekly management meetings will
provide a forum to review and discuss financial and operational performance.
Key decisions related to purchasing, human resources, marketing, capital
expenditures, and customer service will also be addressed. Read More 

Management's Role
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Avadh will utilize an integrated information system to manage the flow of

information within each of the future restaurants and the home office. This
system will include a point-of-sale local area network that helps facilitate the
operations of the restaurant by recording sales transactions and printing
orders in the appropriate locations within the restaurant as well as facilitating
online and mobile ordering. Additionally, the point-of¬sale system will Read
be More
utilized to authorize, batch, and transmit credit card transactions, to record

Software a Systems
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While the quality of the cuisine and dining experience contributes significantly
to a restaurant's profitability, it is attention to business and financial details
that can transform small changes into large returns. While all decisions are
made with the customer and employee in mind, they will also consider financial
benefits and consequences. Each day, key metrics related to sales, cost of
sales, labor, inventory, marketing, and overhead are monitored. TrendsRead areMore
evaluated and constructive actions will be taken where improvement is needed.

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Money a Profit Management
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The successful implementation of the culinary and dining concepts outlined

within this business plan demands excellence from each and every employee.
To achieve excellence, the Restaurant will focus on hiring, training, and
retaining the very best employees.

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Training

Employees with a good attitude, a strong

work ethic, an eye for detail, and a
passion for providing excellent service
will be recruited. Front of house
employees will have friendly outgoing
personalities and an honest desire to Read More 
serve guests as a gracious host. All

Hiring the Best

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An ongoing program of training and education will ensure that each staff
member learns and implements Avadh's exacting standards for service and
operational procedures. Staff meetings will reinforce service standards and
principles.

The Restaurant will have detailed work descriptions and training programs for
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each position, from the entry-level employees to the ongoing development of

Training for Excellence

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The Restaurant embraces the concept of promoting from within. Excellence in

one function typically leads to excellence in another. There will be regular staff
evaluations to ensure motivation and address key issues.

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Retaining the Best
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Avadh s simple menu and service concept will enable Avadh to control the
following key criteria:

By executing the concept with relatively few members of staff,

management costs will be minimized.
Labor costs should run at approximately 30% of revenues in year 1. More
Read

Controlling Costs

A menu that is easy to execute will minimize errors. Fewer menu items will
mean reduced volumes of perishable foods and therefore less likelihood of
waste. Ordering should be quick and simple as there are relatively few items to
order. Even with the use of high-quality all-natural ingredients, the restaurant
will maintain food costs at around 28% of food-related revenues.
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Food Costs
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The Restaurant requires comparatively fewer items of equipment to run an

efficient operation, resulting in lower startup costs. This will, in turn, result in
lower ongoing maintenance costs.

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Equipment Costs
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Staff turnover rates in the restaurant industry run at over 70% p.a. and fast
food is even higher. Maintaining quality standards with such high turnover
rates is an ongoing challenge. Lower than normal staff turnover due to sound
management philosophy and a rewarding working environment will help reduce
training costs and enhance employee satisfaction. Due to the simplicity of the
menu and concept, pre-opening and ongoing training should be greatlyRead More
reduced. Reduced staff turnover should result in fewer errors and minimum

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Staff Turnover /Training Costs
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Location

Avadh will negotiate to lease a 1600 -

1800 square feet space in San Pedro in
close proximity to San Jose State
University. The optimum space will have
been used as a restaurant space in the
past or is new construction and will be Read More 
designed as a restaurant space with the

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Operating Details

Avadh will be open from 11:00 am to 10:30 pm Sunday through Thursday and
11:00 am to 1:00 am Friday and Saturday. The store will be clean, safe, and well
lit. Customers will be able to pay for their orders with cash, credit card, or
through a mobile app.

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Industry Analysis

Industry Overview

In 2014, restaurant industry sales reached $752.5 billion, a 4.8% increase over
2013 in current dollars reflecting a continuing recovery in the economy. The
restaurant industry is predicted to continue to be one of the largest employers
in the public sector generating approximately 12.6 million jobs. By 2020 this
number is expected to grow to nearly 15 million, indicating that the restaurant
and foodservice industry will continue to thrive. Read More 

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According to IBIS World, the source from which this analysis has been
prepared, "The extent to which a population dines out can be projected based
on age and income level. Households that make less than $50,000 per year
spend 36.6% of their food budget on dining out. Households that make
between $50,000 and $75,000 per year spend 42.4% of their food budget on
dining out, while households that pull in more than $75,000 per year spend
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45.7% of their food budget on dining out. For households making less than

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Restaurant Demographics
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As will be discussed in section 8.1 of this document, Millennials will be the

Restaurant's target customers. Researchers believe that the millennial
generation is made up of people who were born from the early 1980s to the
early 2000s. Industry experts project Millennials to become the strongest
brand and consumer influencers since the Baby Boomer generation and,
according to the United Nation's Department of Economic and Social Affairs,
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by the year 2030, Millennials will outnumber non-Millennials by 22 million.

Millennials
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Fast Casual Ming

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 The restaurant industry has historically been measured in three categories;
fast food, casual dining, and fine dining. This changed in the 1990s with the
addition of the Fast Casual classification. Typically restaurants in this category
do not offer full table service but offer a higher quality of food and atmosphere
than traditional fast food. Customers order at the counter but typically will get
real plates and cutlery, and can often see their order prepared. Food Read More
preparation and the use of high-quality ingredients take a higher priority in fast-

Denning Fast Casual

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Fast Casual Asian Food

"The broader palates of younger Americans are looking for bolder and spicier
flavors, and something different," says Darren Tristano, executive vice
president of Technomic, a Chicago-based restaurant-research firm.

Asian national cuisines new to mainstream American palates are emerging at

the heart of the U.S. quick-serve industry lately, acquainting the world's biggest
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non-Asian market with zesty new influences ranging from Filipino to

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The Restaurant's first store and in all likelihood all of its company owned
stores will be in or near Tempe, Arizona. Tempe is located in metropolitan
Phoenix and is home to Arizona State University, the largest university in the
United States by enrollment.

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Tempe Arizona

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Select Demographic Data

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Competition

Competitive Landscape

The Restaurant recognizes that in the Phoenix metropolitan area there are
many quick serves, fast-casual, and casual dining restaurants, and other
retailers where consumers can purchase food at an affordable price and
consume the food on the premises or take it away to consume elsewhere.
Many of these competitors have greater financial, marketing, personnel, and
other resources than Avadh all of these stores are competitors. For purposes
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of this document, the Restaurant will consider that its direct competitors are

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Direct Competitors

Pei Wei is a chain of quick-casual restaurants that serve

freshly prepared, wok-seared, contemporary pan-Asian
cuisine in a relaxed, warm environment with friendly,
attentive counter service as well as the flexibility, speed, and

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convenience of takeaway service.
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Competitive Advantages

Although there can be no clearly defined differentiators within such a fiercely

competitive business environment, Avadh is focused on delivering an overall
fresh, healthy competitive product. Key areas for focus include:

Avadh will combine the fresh quality food of Pei Wei and the efficiency
and speed of Panda Express. Read More 
Unlike Pei Wei and Panda Express, Avadh will deliver.

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Marketing

Target Market Overview

The Restaurant's target customers are first and foremost most Millennials
(ages 15-35) who live, study, or work in the neighborhood. According to Nicolas
Jammet, Co-founder and Co-CEO of Sweetgreen, "they've embedded
sustainability, charity, and healthy eating into their overall lifestyle. As students,
they wanted access to this healthier, cleaner, honest food to eat, and wanted it
in an environment that was affordable and convenient." Read More 

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Market Positioning & Brand

Each and every activity in which the Restaurant participates will establish or
reinforce its brand. In doing so, every aspect of the Restaurant's
communications with customers, employees, suppliers, and other partners will
support the following branding marketing messages:

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Avadh is a brand that stands for the convergence of healthy, affordable
and
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Marketing Strategies

Avadh will achieve its marketing objectives

through a carefully conceived and
aggressively implemented marketing
program highlighted by the following
strategies:
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Excellent exterior signage that will

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Company & Management

Company

The first Avadh and the two stores to follow will be owned by Mr. Chen and his
investor group. The legal entity is called Eat Great Enterprises LLC, an Arizona
limited liability company. Mr. Chen will be the Managing Member.

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Management Team

Avadh is the vision of a successful businessman who brings a number of

important skills and experiences to the Company, including:

A passion for food and for delighting customers;

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Well balanced with complementary skills;
Flexible; able to adapt to new and different circumstances; Read More 

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JOHN DOE
Founder & CEO- [email protected]
Mr. John was born and raised in Arizona. After graduating from Arizona State
University, he joined his family restaurant business and learned all aspect of the
business from taking care of customers to managing a busy kitchen. After selling
the five Inchon restaurants, Mr. John decided to join his wife's family who had
earlier immigrated metropolitan Phoenix Arizona. After studying a number of
restaurant concepts, Chen created Avadh. He is driven by how the fast-casual
concept seems to fit the way Americans like to eat.

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 JANE DOE
Store Manager
Reporting to Mr. John, the Store Manager will be responsible for the entire store
operation. In addition to enforcing all policies of the Restaurant as outlined, the
Store Manager will oversee daily operations concentrating primarily on ensuring
standards are adhered to during all times of the day. She will be responsible for
hiring, training, disciplining and terminating service and bar staff, with assistance
as needed from the founder.

She will be expected to have a complete understanding of the technology that will
be an integral part of the operation from customer orders, payments, and
delivery. During meal service, the Store Manager will be expected to control the
flow of all activities overseeing, service staff and communicating with the kitchen
to ensure a smooth flow to the Restaurant and will be expected to maintain clean
and organized ordering and dining areas.

Staffing Plan
The Company aims to create a successful and rewarding work environment. It is Mr. Chen's firm belief
that employee satisfaction represents a key contribution to customer satisfaction. The management
team will consist of one General Store Manager and an Assistant Manager. They will be paid $50,000
and $35,000 respectively. The remaining employees will be hourly. For the first year of operation, there
will be no employee benefits offered to employees. Down the road, this will be reviewed for it is the
desire of ownership to offer a benefits program that will allow Avadh to be competitive in the
workplace and take care of employees. Avadh will be staffed as follows:

Restaurant Front of House Starting Month Count Annual Salary

Manager 1st 2 30,000
Serving Staff 1st 6 9,600
Bartender 3rd 1 16,000
Dish Washers 3rd 4 6,400

Restaurant Back of the House Starting Month Count Annual Salary

Head Cook 1st 1 24,000
Cooks 1st 4 20,000
Servents 1st 4 16,000
Cleaners 1st 3 8,000

External Issues

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 There are no regulatory issues related to EPA, OSHA, IRS, or other
governmental
agencies. There are no unions represented at the Restaurant and there is no
pending or anticipated litigation.

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Financial Plan

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Startup Expenditures

The following table highlights how the startup capital will be utilized:

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Pre-Opening Cash Outlays

Buildout/Tenant Improvements
Tenant Improvements 250,000

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 Pre-Opening Cash Outlays
Total Buildout/Tenant Improvements 250,000
Fixed Assets
Furniture, Fixtures, and Equipment 200,000
Total Fixed Assets 200,000
Inventory
Food 10,000
Beer, Wine, and Liquor 5,000
Total Inventory 15,000
Capitalized Start-Up Expenses (Pre-Opening)
Employee Expenses 20,000
Grand Opening 5,000
Labor Recruitment 1,000
Legal Fees 5,000
Liquor License 3,500
Menus/Imprinted Materials 1,500
Miscellaneous 2,500
Other 1,500
Office Supplies 1,000
Pre-opening Advertising 15,000
Utilities 1,500
Rent 15,000
Supplies 20,000
Training Dry Run COGS 2,000
Training Materials 2,000
Uniforms 1,500
Working Capital 20,000
Total Capitalized Start-Up Expenses (Pre-Opening) 118,000
Total Start-Up Costs 583,000

Revenue Assumptions

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 The financial forecast assumes that Avadh will process an average of 250
customer transactions per day, seven days a week. It further assumes that the
average food purchase will be $7.00 and the average beverage purchase will
be $4.50. Lastly, prices are forecast to grow 3% per year whereas the number
of transactions is forecast to grow by 5% per year.
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Cost of Goods Sold

The forecast assumes that food costs will run at 27% of the food sales price
and beverage costs will be 20% of beverage cost. A 1% factor has been
forecast for comps and promotions. COGS are forecast to increase by 3% per
year.

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Operating Expense Assumptions

The operating expenses that appear in the income statement forecast that
follows are assumed to grow by 3% per year with the exception of credit card
fees which are based on gross revenue.

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Balance Sheet Assumptions

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 It is assumed that there are no accounts receivable as products are paid for at
the time of purchase. Account payable are assumed to be paid for in the month
in which they are incurred or in the month following the month they are incurred
depending upon timing and supplier terms. Furniture, fixtures, and equipment
are assumed to be depreciated over 72 months. Capitalized startup expenses
are amortized over 60 months. Read More 

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Bank Loan Assumptions

A $300,000 commercial bank loan is assumed to fully amortize over a period of

72 months at an interest rate of 4.00%

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Projected Balance Sheet

Year 1 Year 2 Year 3 Year 4 Year 5
Assets

Current Assets

Cash 91,358 247,779 410,583 579,961 756,792

Inventory 23,048 23,673 24,317 24,980 24,980

Total Current Assets 114,406 271,452 434,900 604,941 781,773

Capitalized Startup
94,400 70,800 47,200 23,600 (0)
Expenses
Buildout, Furniture &
375,000 300,000 225,000 150,000 75,000
Equipements
Total Assets 583,806 642,252 707,100 778,541 856,773

Liabilities & Equity

Current Liabilities

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 Year 1 Year 2 Year 3 Year 4 Year 5
Accounts Payable 21,990 22,649 23,329 24,029 24,750
Total Current
21,990 22,649 23,329 24,029 24,750
Liabilities
Term Loan 254,856 207,872 158,974 108,084 55,121
Total Liabilities 276,845 230,522 182,303 132,113 79,871

Members Equity
Common Stock 300,000 300,000 300,000 300,000 300,000
Retained Earnings 6,960 111,731 224,797 346,428 476,902
Total Members'
306,960 411,731 524,797 646,428 776,902
Equity

Total Liabilities &

583,806 642,252 707,100 778,541 856,773
Members' Equity

Projected Profit and Loss

Year1 Year2 Year3 Year4 Year5
Revenue
All Day 661,978 1,011,397 1,041,739 1,072,991 1,105,181
Comps and Promotions (18,520) (110,114) (10,417) (10,730) (11,052)
Total Revenue 843,458 1.001,283 1,031,322 1,062,261 1,094,111
Cost of Sales
Food 140,021 166,221 171,208 176,344 181,634
Beer, Wine, and Liquor 66,677 79,153 81,527 83,973 86,492
Total Cost of Sales 206,697 245,374 252,735 260,317 268,127

Gross Profit 636,761 755,909 778587 801,944 826,003

Operating Expenses
Employee Expenses
Restaurant Employees 356,533 371,624 382,773 394,256 406,084
Total Salaries and
356,533 371,624 382,773 394,256 406,084
Wages
Payroll Taxes and Benefits 41,001 42,737 44,019 45,339 46,700

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 Year1 Year2 Year3 Year4 Year5
Total Employee Expenses 397,535 414,361 426,792 439,595 452,783

Non-Employee Operating
Expenses
Accounting 2,400 2,472 2,546 2,623 2,701
Advertising 6,000 6,180 6,366 6,556 6,753
Bank Charges 360 371 382 393 405
Credit Card Fees 17,040 20,228 20,835 21,460 22,104
Dish Machine Lease 1,200 1,236 1,273 1,311 1,351
Electric 6,000 6,180 6,3E6 6,556 6,753
Gas 4,200 4,326 4,456 4,589 4,727
Health Permits 268 276 284 293 301
insurance 4.800 4,944 5,092 5,245 5,402
Office/Mist 900 927 955 983 1,013
Other Operating Expenses 2,400 2,472 2,546 2,623 2,701
Paper & Packaging 3,600 3,708 3,819 3,934 4,052
Phone/internet 3,300 3,399 3,501 3,606 3,714
POS Subscription 2,220 2,287 2,355 2,426 2,499
Rent 60,000 61,800 63,654 65,564 67,531
Repairs and Maintenance 3,000 3,090 3,183 3,278 3,377
Trash 2,100 2,163 2,228 2,295 364
Uniforms 600 618 637 656 675
Water 1,500 1,545 1,591 1,639 1.688
Website 600 618 637 656 675
Total Non-Employee OpEx 122.487 128,839 132,704 136,685 140,786

EBIIDA 116,739 212,710 219,091 225,664 232,434

Interest 11,178 9,339 7,425 5,433 3,359

Amortization 23,E00 23,600 23,600 23,600 23,600
Deprecianon 75,000 75,000 75,000 75,000 75,000

Net Income (Loss) 6,960 104,771 113,066 121,631 130,474

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Projected Cash Flow
Year1 Year2 Year3 Year4 Year5
Cash Inflows
Collections of revenue 843,458 1,001,283 1,031,322 1,062,261 1,094,129
Proceeds from sale of - - - -
300,000
stock
Proceeds from Term - - - -
300,000
Loan
Total Cash Inflows 1,443,458 1,001,283 1,031,322 1,062,261 1,094,129

Cash Outflows
Start-up Expenses 118,000 - - - -
Payments for TI and
450,000 - - - -
FFE
Payments for
229,745 245,999 253,379 260,980 268,127
inventory
Payments on accounts
498,032 542,540 558,816 575,581 592,848
payable
Payments of Interest -
11,178 9,339 7,425 5,433 3,359
Term Loan
Payments of Principal
45,144 46,984 48,898 50,890 52,963
- Term Loan
Total Cash
1,352,100 844,862 868,518 892,884 917,297
Outflows

Net Cash Flows 91,358 156,421 162,804 169,378 176,832

Cash (Beginning of
- 91,358 247,779 410,583 579,961
Period)
Plus: Cash Inflows 1,443,458 1,001,283 1,031,322 1,062,261 1,094,129
Less: Cash Outflows (1,352,100) (844,862) (868,518) (892,884) (917,297)

Cash (End of Period) 91,358 247,779 410,523 579,961 756,792

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