Service Business Plans

A menu is the foundation of any restaurant; Guests will support or avoid a restaurant for its food. Starting with a preliminary menu is a simple and basic approach to restaurant development. Begin with a menu, and you are light years ahead in the restaurant development process. A menu will tell you and your Guest what you are trying to be as a business, and greatly enhance your chances for success.

I view a menu for content, image and pricing. Content (the actual items on the menu) will dictate service staffing needs, level of culinary experience and type of management required. Who will be doing the cooking, do they have experience in this type of food, and how much are you paying them?

Image is how the Guest will perceive the menu. Menu image helps define the targeted clientele and which other restaurants this operation would be competing with. Are the content and image of the menu appealing to your desired clientele? Pricing helps determine a potential restaurant’s competitive placement. Is the pricing for the type of food offered competitive with other’s in the market area, and does it permit the ability to manage a profitable food cost? Pricing sets the Guest’s expectations in terms of food and service quality. This perception will, in turn, help define appropriate staffing levels. The budgeting process can now begin. Analysis of menu content, image and pricing will tell prospective restaurant operators whether their concept is appropriate for a certain market area.

With a preliminary menu in hand, a prospective operator can target a location that will be convenient and appropriate for their desired clientele. Once a site or facility is selected, sales volumes can be projected based on number of seats, menu pricing and the competitive business analysis. With projected sales volumes, how much an operator can spend to acquire, remodel or build a facility is determined. Leases and/or purchase agreements can now be negotiated.

With a clear menu, competitive analysis, sales forecast and development budget, financing can realistically be sought. A business plan can be derived which, if taken to potential investors will demonstrate what type of return they can anticipate on their investment.

Any restaurant business plan must begin with a menu. A proposed menu provides the basics for many questions that must be answered during the restaurant development process. It creates an image of the restaurant, identifies targeted clientele, and defines the proposed restaurant’s competition. A preliminary menu allows a sound basis for business budgeting, tests potential profitability, and dictates the development dollars required for a facility. Most importantly, beginning the business planning process with a menu maintains the focus of ownership on the importance of food and the impact it has on the success of the restaurant.

Author: Monte Zwang

Menu Driven Business Planning | Service Business Plans

A menu is the foundation of any restaurant; Guests will support or avoid a restaurant for its food. Starting with a preliminary menu is a simple and basic.

Menu driven business planning

Begin with a menu, and you are light years ahead in therestaurant development process. A menu will tell you and yourGuest what you are trying to be as a business, and greatlyenhance your chances for success.I view a menu for content.

Menu Driven Business Planning

Menu Driven Business Planning. by: Monte Zwang. So you want to open a restaurant? Many people come to me with their plans, and ideas after they have decided to build or open a restaurant. It is my responsibility to assist them in their …

Business how to – start your own business

Have you applied for a loan modification or refinancing under the Obama administration plan? Did you run into roadbloacks or were you able to avoid foreclosure? E-mail your story to realstories@cnnmoney.com and you could be part of an upcoming article. …. Debra Sordillo, the Coldwell sales agent who handled the parking spot account, said the original asking price of $250000 was driven up by a bidding war that brought it to the record-breaking $300000 total.

Technorati Tags: business plan's basic elements, business planning, business strategy

What do you want your lifewriting business to accomplish in the next 12 months? Take some time right now and plan things out.

You don’t have time, you say. Planning is an indulgence? Think of this parable:

A person is sawing a tree and is obviously harried. A second person approaches and asks, “How long have you been sawing?”

“Oh, all day and I’m exhausted. Look at how much I have left to do!”

The secondperson suggests, “Your saw is dull. You need to sharpen it.”

The first retorts wearily, “That might be a good idea for some other people, but I just don’t have the time to do that. Don’t you see how much tree I have left to cut! Get real.”

Take the time to sharpen the “saw” of your business life. Make a business plan.

Making (or revising) a business plan need not be arduous. In fact, it can be rather simple and very satisfying. What I am offering here is a do-able process. I call it a business plan but I might also have called it a strategy plan. (What I am suggesting is not formally a business plan but let’s not quibble here. What follows is eminently useful. For more information on formal business plans, visit your local library or bookstore.)

You need to start with a mission statement. A mission statement is a paragraph about what you want to accomplish. Mission statements do not include income considerations. Rather, they contain the reasons you are drawn emotionally to this sort of work as opposed to others. (Why you do the particular work you have chosen rather than some other work.)

The goal of a mission statement is to be lofty, to say what you want to do–as if money were no object.

A mission statement answers the question: Why am I in this business and what do I hope to achieve spiritually and ethically?

A mission statement will enlighten your activities all year long; checking your activities and choices against it regularly will ensure that you stay on the track of what is good for your soul. You will use it to assess the rest of your plan. Mission statements can come easily to lifewriting workshop leaders. We love ideas and we love being of service. The exercise that follows is less in line with our inclinations, but I’ve found it to be the backbone of success.

While we are in this particular business for reasons that have to do with nurturing our souls, we must never forget that we are also trying to support ourselves with this very lifewriting business.

Many people work assiduously, never quite getting on top of things no matter how hard they try. Others seem to succeed more easily. While the reason can sometimes be outside of ourselves, it is frequently inside. The difference may be that some people plan their work and organize their work life in a way that maximizes their success.

OK. Let’s start planning. The first thing to do is to establish the income you want/feel you need to earn yearly from your business. Your work, if it is to be financially rewarding, should be driven by your realistic income goal.

Let’s say, for the sake of this discussion, that you want to derive $50,000 from your effort. Don’t start by filling your schedule with as many workshops and tele-classes as you can get and hope that they will add up to $50,000. Instead, translate $50,000 into the number, the length, and the frequency of workshops you MUST present to earn your income. This will be your OPERATING schedule for the next year.

Your goal is not to be busy. It’s not even to help people, though your mission statement will certainly include that. Your business goal is to be financially rewarded as you do meaningful work.

Here is an example of what you might calculate if your product were a workshop:

1) Say the workshops last 15 hours (five sessions of three hours each).

2) If you attract 12 participants for each workshop (a reasonable, “do-able” number) and they each pay $540 per series (15 hours x $12/hour), you will earn $6,480 per workshop series. (Will you be offering tuition rebates? If so, estimate how much that may come up to and subtract that figure from the $6,480. Offer rebates only as a way to fill your classes at the last minute!)

3) To earn the theoretical $50,000 per year, you will have to deliver 7.7 workshops–ok, let’s go with 8!.

In practical terms, this comes out to 4 workshops in the September-December trimester, 4 in the January-April trimester, and none in the May-August trimester or 3 workshops in the September-December trimester, 3 in the January-April trimester, and 2 in the May-August trimester–or you make your own mix.

Very do-able! I have left out our income and social security tax liability. To figure these out, you can go on the web and get current percentages charged and add the taxable amounts to the income you wish to bring home.

Denis Ledoux helps individuals to launch and sustain their small memoir-writing, writing-based,or service businesses.

Author: Denis Ledoux

The Security Risks of Not Having a Business Continuity Program

A Business Continuity Program (BCP) is essential for the continuation of key business processes and information system services in order for organizations to. … Kern commented that “today, not having a Business Continuity Program, or having a program comprised of poor or mediocre plan(s), will definitely put your company at risk as it relates to IT security.” The crux of this statement lies in the definition of IT security. According to ZDNet, IT security is defined as.

Working Toward ISO 17799/27001 Business Continuity Management

Escalation plans in most cases can follow standard disaster, emergency services, or incident response plans. Plans need to address: Roles and responsibilities of key staff (i.e. BCP coordinator, executive management, and users); Summary pointing to the … This needs to track and schedule each element and when its tested. Storage of plans at alternate locations; Ownership of plans; Fallback procedures; Resumption procedures; Awareness and Training; Review of plan(s)

Business Continuity Planning & Disaster Recovery

Slide 30: Vulnerability Assessment Goals  Understand economic & operational impact of disruption  Determine recovery time-frame for critical systems • Business (line) functions • Support (staff) functions • Network services  Identify …. Build systems that are BA, HA, and CA compliant – Basic Availability – High Availability: normally not planned for outages – Continuous Availability: taken care of planned outages 51 Business Continuity Planning & Disaster Recovery.

Business Planning Made Simple | MetaFilter Projects

More analysis of input, integration with productivity APIs (e.g. 37Signals’ Basecamp) and more complex business planning capabillities for those who do want to take their initial plan(s) forward to full, formal business planning. … Another useful element would be links to references and research tools to look up competitors, to size markets to access census demographics. Being able to pull in these outside resources on the fly would be very valuable.

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