Business Plan

Please see this link: http://smallbusiness.chron.com/start-own-coffee-drivethru-12169.html

Opportunity Hide Instructions

1.1.1 Problem

Summarize what you wrote in the Problem Worth Solving section. What is it that your customers need and cannot find elsewhere? Even if your business isn’t unique, highlight the key reasons why your business needs to exist. Perhaps your location is unique or your pricing strategy is different than that of your competitors.

Note that we strongly recommend writing the executive summary last, after you’ve had a chance to work out the details in the rest of the plan.

· Busy consumers want the convenience of a fast, inexpensive food & drinks service, but the available option in Kuwait is the regular restaurants and cafes where there is only 1 drive thru window or they should park and get out of their car and all of that is time consuming. the customers are looking to less waiting time.

Solution

Summarize what you wrote in the Our Solution section. How do you solve the problem that your customers face? What makes your products or services compelling to them? 

- Location: easy access location (highway) 

- pre order by the App

- 12 drive thru windows

We are the first cafe shop in the area to offer a superior new technology: Transmission belt to delever food & drinks to customer. Using our system will help us to minimizing the waiting time and to reach our gaol ( 3 Min Waiting ) . 

Market

Summarize what you wrote in the Target Market chapter. Provide a brief description of your ideal customer. How many potential customers are there for your solution, and how do they break down into recognizable types?

· With our highway location, we are well situated to serve huge groups: Oil sector employee (15,000) Students, the weekend crowd out for evening entertainment and Residents of the southern regions also the southern cities have very high percentage of population. Our research suggests that those segments together represent a pool of more than 1,500 potential customers per day. We see a great opportunity here.

Competition

Summarize what you wrote in the Competition section. What other options do your customers have to address their needs, and what makes your solution better for them?

1. Timing (From 3 Min waiting to 0)    

2. location 

3. 12 Drive thru window (Conveyor Belt)

4. Personal relation with customer (wright their names in the cups in a creative way, add some happiness quotes) 

5. boxing (The exploitation of space، softy boxing, install in car seat) 

6. app - pre order

· open basket (Example: I open the coffee shop app at night to order some drinks then I set the time at 6:30 AM so I take my coffee on my way to work. next morning, I text my friend Bader my basket number so he can also go to the app and add more item and also he has the option to pay separately or just order and keeps the fees on me) 

Expectations Hide Instructions

1.2.1 Forecast

Summarize your financial goals. How much revenue do you expect to make in the first year of your business? What kind of revenue growth do you expect in the following years? When do you expect your business to be profitable, or do you have a strategic reason for running at a loss instead? What are the key metrics that you need to watch?

Your readers can see the detail of your projected financial statements later in the plan. Just use this topic to review the highlights of your forecast and encourage your reader to want to learn more about your company.

· As Cafe Club expect average price of 3 KED per customer per day for the first year. with profit margin of 30%. the expected revenue is: -

First year:

· we expect 1500 customer per day for the first year:

· The expected revenue per day is 4,500 KWD (4500x30%= 1,350 profit KWD)  

· 135,000 per month (135,000x30%=40,500 KWD)  

· 1,620,000 per year (486,000 KWD)

Second year:

· for the second year we expect the number of customer increase by 20% per day (1,800 customer):

· 5,400 KWD per day ( profit = 1,620 KWD )

· 162,000 KWD ( profit = 48,600 KWD ) 

Problem & Solution Hide Instructions

2.1.1 Problem Worth Solving

Describe the key problem or unmet need that you will address for your customers. If you have a common business, such as a restaurant or nail salon, explain why your customers need your particular restaurant or nail salon. Do you offer lower prices? More convenient hours? A better location? A specialty that is not otherwise available in your area, such as a Moroccan restaurant or a late-night taco truck?

If your company is doing something new and different, explain why the world needs your innovation. What is it about the existing solutions that is subpar? Maybe your new medical device avoids the need for invasive surgery to treat a serious medical condition. Or maybe you are improving on a mediocre product category — creating a better hospital gown, an easier way to de-wrinkle clothing, a more convenient way to outsource your tax preparation, and so on.

If your company solves several distinct customer problems, describe them all here. You may want to rename the topic to be plural: "Problems Worth Solving."

Problems Worth Solving.

· Key Problems that i will address is the following: 

1- Customer Waiting Time 

2- Hard access for coffee shops at the morning & after noon 

3- Food Boxes in the market can not contain big orders

· Key Solution 

1- “Orders be will deliver to customer by Conveyor Belt thru 12 drive thru windows" &” Software to help customer to order food & Drinks and get reference number where they enter at the drive window that software told them which window to go to in order to get their food & drinks.  (Customer Flow Control) (the waiting goal per costumer is 3 Min)

2- Since am building a drive-thru cafe shop, ignore parking issues and focus on areas with easy access to major roads and good visibility. (King Fahad Highway No.40) 60 thousand employee cross this road every day.

3- Custom boxes cardboard that can be fixed to car seat.

Target Market Hide Instructions

2.2.1 Market Size & Segments

Describe your target market. Who is your ideal customer? Who are the people or companies who suffer from the problem that you are solving? How do they break down into segments — that is, recognizable customer types with similar demographics, needs, and expectations? How many potential customers does your research suggest there are in each segment?

Say, for example, that you run a downtown fitness center. In getting to know your market, you might find three common types of customers: urban professionals who want to exercise on their lunch breaks, retired businesspeople who want to both stay fit and enjoy the social amenities of a regular meeting place, and students from the nearby college. Everything you do — what services you offer, what prices you charge, whether you offer laundry services or not — should be driven by your understanding of the needs of your target customers.

The sizing component here is critical. Think about how many of the prospects in each segment are likely to buy from you, and what they will typically spend on this sort of solution over the course of a year. If the market opportunity is small, it will limit how big and successful your business can become, and may even be too small to support a successful business at all.

Competition Hide Instructions

2.3.1 Current Alternatives

Describe the competitive landscape for your products or services. Do you have direct competitors — that is, other vendors who provide the same sort of solution to the customer’s problem that you do? If so, describe who they are, what they offer, and why customers might choose them.

Don’t have any competitors doing the same thing you are doing? That is common with new, innovative companies. When Ford introduced the Model T, for example, they weren’t competing with other automobile companies yet. Their potential customers were still spending money on transportation, though. It was just on horse-drawn buggies and other traditional means. One of Ford’s early challenges was to figure out how to outcompete those well-known alternatives.

If you do not have direct competitors yet, it is still important to discuss how your potential customers are solving their problems today. Saying that you "don’t have any competition" is a big business plan mistake that is easy to avoid.

Marketing & Sales Hide Instructions

3.1.1 Marketing Plan

Describe the major components of your marketing plan. What kind of marketing activities will you use to attract customers? Do you plan to invest in signage, physical or digital advertising, email newsletters, search engine optimization, social media outreach, TV or radio commercials? Have you developed a logo and branding? Choose the activities you think are right for your business, and make sure the related expenses are included in your forecast.

If you plan on advertising, talk about your messaging. What is the unique value proposition or selling point — your pitch — that you expect to resonate with potential customers? Talk about how that pitch positions you relative to your competitors. Are you the no-frills, low-cost option for budget-conscious shoppers? Or a premium product that is superior to the others in a key way? Or are you differentiating yourself in another way — being faster, more convenient, better for the environment, locally sourced? Make sure this is aligned with the competitive advantages that you described in the Competition section.

Describe your distribution and pricing plans. How will your customers buy your products or services? Will they pay you directly, either in your store or out in the field? Will they buy what they want on your website? Or through other retailers, distributors, or resellers? Are your customers the people actually using your products or services, or are you selling to other companies who are incorporating your solution into their own? What will your customers pay, and will those payments be one-time purchases or an ongoing arrangement?

As you can see, there is a lot to talk about here. Depending on the size and complexity of your business, you may want add additional topics to this section. Then you can just hit the high points here and refer to the other topics for more detail. For many small businesses, though, you can cover the major points well enough here.

Sales Plan

Explain how you plan to sell your products or services. You do not need to cover marketing activities here — that is, how you are going to attract potential customers. Focus instead on how you will turn those prospects who express interest — the people who visit your store, who sign up for your newsletter, who ask for an estimate — into paying customers. For a simple business, such as a food truck, that is pretty simple. You might want to talk about the payment methods you accept and any order tracking tools you are using.

For a sales-heavy business like insurance or enterprise software, talk about the nuts of bolts of the sales process. How will you nurture leads to get them ready to close? What kind of staffing do you need? Do you have a commission structure? Sales territories? Quotas? Also, describe any key sales activities that you will use to build and maintain your sales pipeline, such as prospecting calls and emails, networking events, trade associations, existing customer follow-up, thought leadership, referrals, and so on.

Operations Hide Instructions

3.2.1 Locations & Facilities

Describe your company’s physical locations. This might be your office, store locations, manufacturing plants, storage facilities — whatever is relevant to your business. How much space do you have available, and how well will it meet your current and future needs?

If location is important in your market, as with a restaurant or an art gallery, explain the benefits of where you are located. Do you get a lot of vehicle or foot traffic passing by? Is your target customer type heavily represented in your neighborhood's demographics? Are you close to other key resources, such as a key supplier’s office or shipping ports or freeways?

If you are working from a home office, talk about how well that is working for you. Are you planning to move to an outside office later? If so, when and why?

Technology

Describe any important software, hardware, or other information technology that you use now or plan to use later to operate your business. That might include a point-of-sale system to take payments, an e-commerce engine for your website, a CRM solution for managing your pipeline, marketing tools for generating leads, and so on. For an industrial company, be sure to cover any industry-specific technologies that you have developed or purchased to power or manage your operations.

Equipment & Tools

List any specialty equipment that you have or plan to acquire to do your work. This is an important component of the business plan for many industrial companies. A steel fabrication plant, for example, needs CNC lines, welding machines, drill presses, and other metalworking tools. Likewise, with a photography studio business, having the right sort of cameras, lighting rigs, editing tools, and so on is going to be key.

If your forecast includes plans to make major capital expenditures — investing in another fermenting tank for your microbrewery, for instance — be sure to discuss the cost, benefits, and timing of those purchases here.

Key Metrics

Explain which performance metrics are most important for understanding how your business is doing. What does success mean for you, and how will you know it when you see it? Is it critical to contain your direct costs in a low-margin industry? To generate a certain number of leads to keep your sales pipeline full? To get a certain level of traffic on your website or convert a certain percentage of those visitors into customers? To keep a certain amount of cash in the bank?

The goal here is to keep your plan alive by tracking your actual results, identifying poor assumptions or weak performance as early as possible, and correcting course right away to keep your business on track. The first step is to get clear on which metrics are going to be the most important to watch closely.

Ownership & Structure

Use this area to specify who owns your company. If there are multiple owners, describe each of them and how much of an ownership stake they have. Also, identify your company’s legal structure. Is it a sole proprietorship — that is, just you working for yourself? Or a partnership, such as a limited-liability corporation (LLC) or partnership (LLP), where the profits pass through to the partners involved? Or a nonprofit organization? Or a proper S- or C-type corporation with its own tax obligations and the rest?

If you are just getting started on your business and are not familiar with these options, searching online for "business structures" should provide plenty of background reading on the pros and cons of the various options.

Team Hide Instructions

4.2.1 Management Team

List the members of the management team, including yourself. Describe each person’s skills and experience and what they will be doing for the company. How do they make your team stronger? Do they have specific expertise in your industry or subject matter? Do they have experience starting or managing other small businesses? Use this space to really emphasize the strengths of yourself and your team. Assuming you have identified a great market opportunity, why are you the right ones to capitalize on it?

If you are a sole proprietor or otherwise working by yourself, just focus on your own skills, experience, and past successes. You may want to rename this section to avoid the "team" language.

Advisors

Describe any mentors, investors, former professors, industry or subject-matter experts, knowledgeable friends or family members, small-business counselors, or others who can help you as a business owner. If you have an important question or a new business challenge, who will you turn to for advice? What makes them a good resource for you and your company?

‹

›