Introduction

What is Cloud Kitchen: A cloud kitchen is a piece of commercial real estate that is used as a venue by
restaurants to prepare and package meals. These kitchens have no walk-in traffic and they exist solely for
fulfilling delivery orders on delivery aggregators such as Swiggy, Zomato or their own website i.e., they
only exist in the „cloud kitchen'.

Strategically Located: These kitchens due to their focus on delivery are optimised for two things:
shorter delivery periods and lowering the rental costs for the restaurants.

No Service Staff: Labour costs make up around 30-50% of an outlet‟s cost. Since, cloud kitchens don‟t
need any service staff (waiters, cashier and security guards) this significantly reduces their payroll.

Optimised for Change: Most cloud kitchens are operated by new age entrepreneurs who make use of
data provided to them by Swiggy and Zomato to eliminate products that are loss making, double down on
profit drivers and optimise their supply chain.
Any of you ever remember walking into a Fassos Ovenstory or Box8. No, it‟s because you can‟t. These are a
few prominent examples of cloud kitchens. In a post covid-19 world where every penny count, cloud
kitchens with their lower overheads are here to stay.

Innovation in Cloud Kitchen

• Added Dine in Facility so that it can work as a restaurant as well.
• Added QR Code to all the tables to order food while you physically visit the restaurant, it will help
following the safety measures during the Covid situation.
• Added QR in all the physical Bills and Online order, so that one can see how the food is been
prepared inside the kitchen using the dedicated cameras.

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 Objectives
Safety Purpose:
 Create work zones in your kitchen to maximize safety and avoid collision, tension and chaos. You‟ll
need separate zones for:
 Cleaning
 Cutting and prep work
 Baking
 Frying
 Cooking
 Serving and Plating
 Fire extinguisher
 Used kitchen chimneys and Exhaust fans for proper ventilations
 Using bar code for order

Customer Satisfaction:
 Minimize your tables of two and bring in bench style seating to attract families.
 Make the waiting area relaxing and keep the music low to grab a more mature crowd.
 Remove any clocks from your dining room to make people stay longer.
 Place cell phone “homes” or “safes” on the table where diners can safely store their phones out of
sight, allowing everyone to have a tech-free dining experience.
 Provide flexible lighting and decor options that can fit different day and night guest preferences.
 Provide an activity that fits your restaurant‟s concept on the table. It can be nautical rope tying in a
seafood restaurant or Leaning Tower of Pisa 3D puzzles in an Italian restaurant.
 Have a “Fun Facts” competition where servers earn points for learning a little more about their
customers, such as where they‟re planning their next vacation, or how long they‟ve been married.
This can help motivate staff to connect with customers.
 Define what an outstanding experience is and make sure your staffs understand what that is.
 Walk your employees through the customer journey from greeting customers at the door, to getting
payments at the end. Be sure to elaborate on opportunities to open conversation and other ways to
make an impact on customer experience at every stage. Servers can impact the entire restaurant‟s
atmosphere with these tips:
 Write thank-you notes for their guests.

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 Ask for their guests' names when introducing themselves, such as, “I‟m your server Jane what are
your names?” Servers can offer to call guests by last name or thank them by name after processing
their debit or credit card.
 Suggest an appetizer rather than asking if they “want” appetizers, the same goes for deserts.
 Deliver extra napkins for messy meals such as BBQ, or when there are children present.
 Remap your table assignments for either efficiency or personal service.
 Have daily pre-shift meetings to boost morale and brush up on menu changes, product availability,
and table turns.
 Encourage complainers! Staff members that complain might be seeing something you don‟t, so pay
attention.
 Know that you care more about customer service than your staff does.
 Schedule a person for cleaning guest areas such as the waiting area, dining area, and restrooms.
Don‟t make cleaning additional to your staff‟s other duties because it won‟t get done.
 Don‟t change your prices unless there‟s a significant economic change in your area. If you do change
your prices, bring in coupons for recurring guests, or implement loyalty programs.
 Make sure your menu “hits” always have enough stock to hold over a busy night. You don‟t want to
run out of your bestselling item in the middle of a rush!
 Overall, you have a lot more control over guest satisfaction in a restaurant that you might have
initially thought. Many small restaurant owners feel that they and their staff are doing the best they
can.
 The trouble with that thinking is that it isn‟t guest-centric. When you turn the focus from “we‟re
doing the best we can” into, “this guest needs…” providing excellent customer service becomes a
regular event.
 Work with your staff to cultivate an outstanding customer dining experience. Create unique ways to
celebrate with your guests and showcase your appreciation. Don‟t forget to ask them for feedback.

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 Market Analysis

Market analysis helps you to discover the feasibility of opening, expanding or continuing a restaurant in a
preferred region. It depends on certain factors:

Industry Trends: Your first step should be to study the industry trends. This will help you identify
opportunities and threats in the industry that may affect your profitability. You can get information for these
from various sources:
· National Restaurant Association of India
· Local restaurant associations
· Other industry publications
Brands like McDonalds, KFC, Pizza Hut and Dominos create a high trend for their type of food in the
market and people rush towards them.

Demography: The next step is to understand the local market area demographic and economic statistics.
This will help you determine the restaurant sales potential of the market area that your restaurant plans to
serve.
Concept: It is important to decide the target audience for your restaurant. So, understanding the customer
preferences is essential in developing an appropriate concept. If you are going to open a Quick Service

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Restaurant (QSR), you have to focus on the younger generations and their food habits. On the other hand, if
you want to open a full-fledged dining restaurant, you have to create an ambience so as to attract not only
the youth but also families. So, it is concept that distinguishes your restaurant from others in the market area
and attracts particular customer groups.

Study Your Competitors: The existing market area restaurants can help you analyse demand and
market opportunities. You must assess their competitive strengths and weaknesses and learn from their
successes and failures. So first identify the number of restaurants in your market area. Second identify
restaurants that appeal to the types of customers which you plan to serve. Third, you should identify all the
other restaurants located in your immediate area because they will influence your business. Answers to
questions, like how they are categorising their service; what type of food are they offering, etc. – will also
give you a clear picture on how sustain your restaurant in this economically struggling society.

Location: This is very critical for your restaurant because it affects your ability to draw customers. You
must ensure that your restaurant is visible, accessible, convenient and attractive to your market. Your
location and concept must complement each other and the site is chosen depending on market factors and
not low price. A good location itself draws a greater customer.

Restaurant Size: Size is another important factor to be considered before starting your restaurant. You
need to know the exact number of people residing near your restaurant so as to make the seating
arrangements.

Compare: Start comparing your restaurant with other successful restaurants in the market on certain
points – what products are they using; how much money they are charging for a simple lunch order; is their
quality better than yours; Is their service faster than yours and; what reputation have they created in the
restaurant market.
It is very important to analyse the market very carefully in addition to the customers demand. Once properly
executed, your restaurant surely stands strong to compete in the industry.

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Marketing Strategy:

Product: You might think the product is your food. That‟s part, but not all. The restaurant‟s product is
the bundle of goods and services. This includes the appearance of the food, how it is served, the support
(waiters, counter people, hostess, and cashier), parking, lighting, music, tables and chairs, restrooms, decor,
hours of operation, AND MORE.
What do you need to do? Differentiate yourself. Strive for uniqueness. It can be the menu items, the way
you serve, hours of operation, decor, cleanliness and ambiance, appearance of the staff (apparel and personal
hygiene), staff knowledge, and being open at the right time.

Place: This is where and how you deliver your “product”. This can be the restaurant,
delivery, internet orders, and phone orders, from a cart/kiosk, a mobile truck, or catering.

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What do you need to do? Make it easy. Offer the most options for ordering. If you don‟t deliver, consider
it. Let customer‟s fax or e-mail orders. Ensure you can take a phone order promptly, efficiently, and error
free. In an area with foot traffic, have a walk-up window for carryout. Have a designated parking area for
carryout customers. Deliver the product to the car as an added benefit.

Promotion: This is the advertising and sales part of marketing. Promotions can be either push or
pull. Ads “pull” by making the customers aware of and ask for your product or service. Incentives, such as
free goods or price reductions “push” the product out by encouraging customers to buy more often or
increase the order size.
What do you need to do? This isn‟t as simple as having a promotion. That‟s easy. The execution is
important. Your advertising has to be in the right form, whether that is coupons, the radio, newspaper,
mailer, door hangers, etc. If you have a mailer going to an office building offering a special for dinner that
might not be effective. If you have an incentive like “buy the second one for only x more” or “buy 6 wings
and get 2 free” and your staff doesn‟t sell the customer you won‟t see the results.

Price: This is how much you charge for your product. Price considerations include charging the same
price all the time or varying it in some way. Pricing can vary by time (Happy Hour, Early Bird, Tuesday
Night Special, Lunch Special), volume (buy 1, get 50% off), and the level of service (carryout only special,
delivery charge).

Market Overview:

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Restaurant companies are essentially retailers of prepared foods, and their operating performance is
influenced by many of the same factors that affect traditional retail stores. For the most part, restaurants
have business models that are relatively easy to understand, and the array on the Value Line page is the same
as that of a standard industrial company. Nonetheless, there are a number of unique factors to consider when
making investment decisions regarding this large and segmented industry.

Competition between restaurants is intense, since dining options abound. And, while there are certainly
dominant players in this industry (especially among fast-food purveyors), no one company has the market
cornered. Indeed, virtually every restaurant location must compete not only against other publicly traded
chains, but also a wide array of small, local establishments. Competitors include everything from delis and
pizzerias to fine-dining restaurants. And, of course, it is relatively easy to forgo prepared foods, altogether,
in favour of home cooking, which is usually a less expensive option. Thus, restaurant meals are
discretionary purchases, and the industry tends to be highly cyclical.

Sales: Have operating margins in the mid- to upper teens, and net profit margins in the mid- to high-single
digits. Food costs are obviously an important line item and, at times, can fluctuate wildly. Prices for staples,
such as corn, Top-line growth are typically generated in two ways, opening locations and boosting same-
store sales. Opening new doors is a straightforward strategy, and usually the main driver of revenue when a
company is in its early stages. As a chain grows in size, however, it becomes increasingly difficult to capture
benefits. The best, most profitable locations are established first, and then managers must be careful not to
place restaurants too close together, lest they cannibalize each other's sales.
Comparable-store sales, or "comps", is a valuable metric to examine when analysing restaurants. Comps are
particularly important once a company reaches maturity, since they become the primary driver of growth.
Product innovations and menu-price increases are two of the most common ways to increase same-store
sales. Remodelling existing locations is another way to boost guest traffic. Furthermore, promotions and
limited-time offers are widely used to attract diners. Investors should also pay attention to trends in the
dollar value of the average guest check, as this can shed additional light on what exactly is driving sales.

Margins: Management's execution and ability to deliver a menu that appeals to a wide range of palates go
a long way toward determining a restaurant's margins. Most companies in this industry chicken, beef and
dairy, can move greatly, depending on factors like crop yields, feed costs and other external demand factors.
Labour is another major cost for service-oriented restaurants. Typically, workers earn modest salaries, often
at or just slightly above government-mandated minimum wages. Employees that fall into this category are
usually fast-food workers, dishwashers and bus boys. Servers, who make the lion's share of their money

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through tips, are usually paid even less. Consequently, changes to federal or state minimum-wage laws can
have a noticeable impact on a restaurant's costs and margin.

Fast Food V/s Casual Dining: Restaurants can be loosely broken down into two broad categories: fast
food and casual sit-down establishments. The same general factors discussed above dictate the performance
of each group, but sit-down restaurants tend to be more expensive, making them even more sensitive to
consumer budgets and the health of the economy. Fast-food restaurants, being less dependent on
macroeconomic conditions, are better defensive investment plays. In a recessionary environment, their
convenience and value make them attractive options for diners seeking inexpensive meals or for those
trading down from casual-dining establishments.
Convenience is a major part of the fast-food business model, so a vast network of stores is essential to
success. In addition to expansive hamburger chains, there are a number of large players that focus on niches,
such as sandwiches and pizza.
Fast food is responsible for most of the industry's international sales. Foreign markets offer vast growth
potential for companies willing to take on the challenge of finding a successful formula that appeals to a
wide array of customs and tastes. A well-known brand name provides a huge leg up when expanding
overseas, which is one reason why fast-food makers dominate the international arena. The convenience of
these restaurants and their typically inoffensive menus, which appeal to most diners, are other pluses.

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 Business Analysis

When considering the product, another model to use is the product life cycle (PLC). This looks at the four
different stages that all products progress through in the business cycle. It can be applied to any product– for
example, a restaurant, hotel or even a mobile phone. All products go through four stages, as detailed in
Figure 13.5: introduction, growth, maturity and decline. Imagine a new French restaurant in Dubai.
During the introductory stage everything is new, shiny, up to date and in good working order. In the growth
stage business increases and the physical product is well utilised (this can be the furniture, equipment and
the employees). In the mature stage business has levelled off due to new competitors. The product is now
looking a bit old in comparison with that of the competitors, who are at the introduction stage with more up-
to-date products and facilities. During the decline stage the product starts to look dated, and the business
struggles hard to attract customers and retain employees. Consider the mobile phone you bought three years

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ago; there are now newer phones being introduced to the market, which has moved your phone on a few
stages. The goal for any product manufacturer
or business is to be in the growth stage for as long as possible as this is when revenues are high and they are
Generating the profit. At the decline stage, they need to decide to either take the product off the market, or
reinvest in it to make it more competitive and move it back into the growth stage. There are several hotels in
London that in recent years have closed when they have reached the decline stage (such as the Savoy (Hotel
in the Strand), and have undergone extensive refurbishment to reopen and compete with other newer hotel
properties in the luxury market.
Products can change at any stage, based on the following factors.

Competition: e.g., if a competitor lowers its prices the business may have to change its own product in
order compete.

PESTLE Factors: e.g., if there is a food scare in the market it may impact what product is offered.

Seasonality: e.g., menus may change during winter and summer to reflect consumer needs.

Availability of resources: e.g., perishable products may not be available and may have to be replaced.

Usage: e.g., products also change from their initial condition with a high usage.

Delivery: e.g., products can alter based on their delivery. For example, one chef may prepare a chef‟s
salad differently to another.

Obsolescence: This takes place when a product or service is no longer required by a group of consumers
Price Good products need to be accompanied by a well-executed pricing strategy. Price can be defined as the
amount a business charges to its customers in exchange for its products and services. Different companies
have different pricing strategies based on different factors. Some will implement a very high price and some
very discounted. Generally, the basic premise with pricing is that if the product is priced too high in the
minds of target consumers then it will potentially be a struggle to sell it. Similarly, if it is sold too low it may
appear cheap and will be hard to achieve profits. Therefore, the price positioning has to be right to achieve
the desired business results. When setting prices, the following factors should be considered: Provide the
desired price that the target customers are prepared to pay for the product l cover production and operating
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costs achieve the desired profit achieve budgeted sales provide value in the minds of customers competitors‟
pricing strategies.

Pricing Approaches:

Competitive Pricing: This looks carefully at what the competition is charging and aims to price at the same
level, or sometimes at a slightly lower price. It is vital that the prices charged and the cost structure is
compatible, otherwise this exercise is counteractive, unless it aims to damage the competition in the short
term and grow customer loyalty. Backward pricing this requires an accurate estimate of what people are
likely to spend in the future. The product and services are then designed to match what the market will bear
– in other words, what the customer is prepared to pay for the product or service within that particular
market segment.

Introduction
 Few customers
 New equipment and facilities Modern technology
 Team is new and motivated
 Few competitors
 Investment in advertising and PR
 Some discounting to create awareness

Growth
 Substantial increase in customers
 Equipment and facilities experience high level of utilisation
 Team working well
 Products priced to a maximum
 Advertising changes from promotion to more broad
 Some competitors
 Few discounts

Mature
 Customers have levelled off with no business growth
 Products in need of refurbishment

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  Employees stagnant and bored
 Lots more competition
 More promotions and special offers to attract customers

Decline
 Severe drop in quantity of customers
 High employee turnover
 Aggressive discounting and promotion
 Physical product unattractive and in need of updating
 Many products defect
 No capital investment

Promotion:

During the promotion process the opportunity has to be generated whereby the buyer and seller come
together.
Promotion is an activity that must be carefully planned and controlled. The main objective of the
promotional campaign is to stimulate demand by using persuasive messages to attract new customers and
past users of the establishment. Such messages must convince prospective customers that the product on
offer represents good value for money. Promotion is concerned with the product. This product constitutes a
total package on offer, and includes some of the following concepts:
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  The image of the establishment
 The prices charged
 The quality of the product and service

THE THEORY OF HOSPITALITY & CATERING, 13TH EDITION

 The environment, facilities and services
 The style of management and staff.
 Promotion should inform customers of the establishment, make them aware of its existence, persuade
them to buy, and convince them of the image and quality of the product. This is done through the
following methods.

Sales promotions:
Short-term incentives encouraging the purchase or sale of a product or service

Advertising:
Paid form of non-personal presentation and promotion of ideas, goods or services

Direct marketing:
Interacting directly with consumers through various advertising media

Public relations:
Building good relations with various publics by obtaining favourable publicity in terms of image, rumours,
stories, events

Personal selling:
Oral presentation to prospective purchasers to initiate sales, and to build and maintain relationships

Why sales promotion?

Sales promotion is necessary for the following reasons:

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  The perishability of the catering and hospitality product means demand must be manipulated most
effective tool in the short-term manipulation of demand essential for the marketing of products use
on a temporary basis to avoid price wars and the erosion of product quality

 Shortfalls in Demand: PESTLE factors, weather, exchange rate movements featured offers/special
deals adding value, e.g., tangible advantages intention to achieve marketing objectives.
 Some examples of sales promotion activities are:
 Price cuts
 Discount vouchers
 Social media competitions
 Air Miles
 BOGOFs (buy one get one free)
 Free gifts – e.g., Subway, McDonald‟s
 Joint promotions between brands with the same target market
 Free samples – tasters.
 All promotions need to be well planned, with a clear business plan that addresses the following
factors:
 Promotion type and dates it will run
 Promotion rationale
 Promotion objectives costs and predicted sales measurement and evaluation.

Investment Consideration: Restaurant stocks have a number of attractive attributes. Their business
models are easy to understand, as are the factors that affect their performance. Most are cyclical, so broad
economic conditions often play an outsized roll in the group's overall performance. However, fast-food
retailers can sometimes provide more shelter in a down economy. Conservative investors might find the
stocks of mature operators appealing as growth-and-income holdings. Conversely, fledgling companies, with
new or unique formats, use most of their cash flow for expansion, and their stocks may offer attractive 3- to
5-year appreciation potential to the more venturesome.

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Principal Members:
1. Owner: Atul Pal
2. Business Manager / Bookkeeper: Shivam Singh
3. Web and Social Media Handler: Kavita Singh

Staff Members:
1. 3 Chef
2. 1 Kitchen Helper
3. 1 Tandoor Staff
4. 1 Manager
5. 2 Waiter
6. 2 Cleaning Staff
7. 1 Bartender
8. 1 Security Guard
9. 2 Bouncers

Location:
The location analysis for your restaurant business plan should describe the market conditions that exist in
the location (or general area) you have selected. The location of your restaurant should be easily accessible.
It would be better if your restaurant has a parking area.

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Marketing:

When you talk about restaurant marketing strategies as a whole, you should identify the top channels of
promotion, both online and offline and define clear plans for each one of them. The top restaurant
marketing channels are:

 Paid Advertising
 Social Media Marketing
 Email and SMS Marketing
 Hosting and Participating in Events
 Online Branding
 Public Relations

While it is important to have a separate Restaurant Marketing Calendar for each of these mediums, you
should also know that cross promotions across the marketing channels are essential for the success of your
restaurant marketing efforts.

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Restaurant Layout:

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A Glance of my Restaurant: Urvi’s Kitchen:

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Menu:
In a restaurant, the menu is a list of food and beverages offered to customers and the prices.

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Advertising:

Advertising is paid communication to target customers with the aim of:

 Informing, Persuading and altering beliefs reminding consumers and limiting post-purchase anxiety
 Creating greater public awareness of the location and existence of the promotion or organisation
 Concentrating on the benefits and focusing on how the product differs from that of competitors.

Many organisations will have advertising budgets that detail:

 Advertisement objective and rationale
 Medium – e.g., online, radio, newspaper
 Dates to be run
 Target reach
 Measurement
 Cost and return on investment (ROI).

Advertising campaigns should:

 Be creative and innovative
 Be closely focused and targeted
 Seize attention
 Arouse curiosity
 Be eye-catching
 Be credible and truthful
 Provide clear, tangible benefits
 Be well written.

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Advertising media:
Kotler et al. (2014) explain that, „Social media is changing how we market to customers, creating a
powerful media for customers to interact with other customers and with organisations.‟ Businesses‟
advertising media have changed a lot since the introduction of the internet and social media. Traditional
forms of print advertising (newspaper and magazines) are being eroded by online formats such as Facebook,
Instagram, Pinterest, Twitter and YouTube, for example.

The Selection of Media Depends on:

 Objective – type of message
 Advertising budget available
 Target customer (where to reach them?)
 Historical effectiveness of medium, e.g., last time we used radio how many enquiries and customers
did it generate?
 Competitors‟ advertising strategies.

Advertising media include:

 Social media, e.g., Facebook, Instagram, LinkedIn,
 Twitter
 Online, e.g., blogs, YouTube
 Newspapers and periodicals
 Posters and billboards
 Radio, TV, cinema and interactive TV
 Transport, e.g., buses
 Merchandising, e.g., pens
 Banners and bunting
 Text messages (SMS).

Social media and online marketing trends

 Recommendations for catering and hospitality operators some of the key recommendations for
catering and hospitality operators to adopt when using social media
 Operators should be serious about social media – social media is not a fad.

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 Financial Analysis

If we will talk about the expenses, So, I will divide it into 2 parts,
1. Setup Cost
2. Running Cost

Setup Cost: Setup cost is those costs incurred to configure a production run.
Security Deposit ₹ 5 Lac
Interior ₹ 6 to 6.5 Lac
Furniture and Crockery ₹ 8 to 10 Lac
Kitchen Setup ₹2.5 to 3 Lac
Licence Fees ₹8-10k
Software Developer ₹40 to 50k
Estimated Total Cost ₹ 25.10 Lac

Running Cost: The running costs of a business are the amount of money that is regularly spent on things
such as Salaries, Rent, Electricity Bill, Water Bill, etc.
In this case running cost is divided into 2 categories,
1. Fixed Running Cost
2. Miscellaneous Running Cost

Rent ₹25k
Electricity Bill ₹10 - 12k
Water Tax ₹2k
Chef ₹ 20 - 25k
Kitchen Helper ₹12 - 15k
Tandoor Staff ₹15 - 20k
Kitchen Cleaning Staff ₹8 - 10k
Manager ₹25 - 30k
Waiter ₹8 - 10k
Cleaning staff ₹6 - 8 k
Bartender ₹12 - 15k

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 Security guard ₹6 - 8k
Bouncer‟s ₹12 - 15k
Material Cost ₹1.5 to 2 Lac
Miscellaneous Running Cost ₹15 to 20 K
Total Estimated Cost ₹ 5 Lac

Income: In this project the Income can be calculated by calculating 3 different sources i.e.
1. Dine In
2. Online Delivery
3. Party Orders

Income from Dine In:

 Let‟s us suppose on daily basis the number on customers visit my Restaurant is 100 and each one of
them order a minimum of ₹100.
100 X 100 = ₹10,000
 Daily income from Dine in is ₹10,000
 Monthly income from Dine in is
10,000 X 30 = ₹3, 00,000

Income from Online Delivery:

 Let‟s us suppose on daily basis the number on online orders from my Restaurant is 100 and each one
of them order a minimum of ₹100.
100 X 100 = ₹10,000
 Daily income from Online Delivery is ₹10,000
 Monthly income from Online Delivery is
10,000 X 30 = ₹3, 00,000

Income from Party Orders:

 Let‟s us suppose on monthly basis we get 4 parties each of 20,000 - 25,000
20,000 X 4 = ₹80,000

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Net Income:
 Monthly Income from Dine In: ₹3,00,000
 Monthly Income from Online delivery: ₹3,00,000
 Monthly income from Party Order: ₹80,000
 Estimated Net Income Per Month : 3, 00,000+3, 00,000+80,000 = ₹6, 80,000
 Net Income in a Year : 6, 80,000X12 = ₹81, 60,000

Profit Calculation in a Year:

 Running Cost = ₹ 5, 00,000
 Yearly Running Cost : 5, 00,000 X 12 = ₹60, 00,000
 Profit Calculation
 Total Income in a year – Total Running Cost in a year : 81, 60,000 – 60, 00,000 = ₹21, 60,000

Conclusion:
 Net profit in a year is ₹21, 60,000
 Net profit per month = ₹1, 80,000
 The Setup cost of this business is ₹25, 10,000
 In 14th month the total profit will be 1, 80,000 X 14 = ₹25, 20,000
 In 14th month I will get ₹10,000 Profit and from 15th month I will start getting ₹1, 80,000 per
month.

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 Bibliography

Websites:
 https://www.forbes.com/2007/02/02/smith-wollensky-llc-ent-manage-
cx_mf_0202fundamentalscorp.html?sh=6c64132b278d
 https://www.webstaurantstore.com/article/79/restaurant-legal-structure.html
 https://www.mycompanyworks.com/how-to-choose-a-business-structure-for-your-restaurant/
 https://smallbusiness.chron.com/organizational-structure-fast-food-restaurant-75640.html
 https://limetray.com/blog/cloud-kitchen-business-model/
 https://www.thefoodcorridor.com/2019/12/05/everything-you-need-to-know-about-cloud-kitchens-
aka-ghost-kitchens-in-2020/
 https://www.urviskitchen.in/

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