Complete Business Plan for A Resturant

Abdul Majeed;
u3165563
Yasir Arslan;
u3178801
Matar Al Mansoori;
u3169702

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Entrepreneurship PG (9691), Semester 2, 2017
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“InremembranceofbravemenwhoshapedAustralianoutback
M. Yasir Arslan
Owner and Co-founder
Afghan Cameleers Restaurant
25-29 Flinders Way, Griffith
Australian Capital Territory 2603,
ABN: 15 192 308 915
Afghan Cameleers Restaurant
“Afghan Cameleers, a place of creative ethnic Arab-Afghan tastes”
Business Plan
Prepared: October 31, 2017

Yasir Arslan u3178801, Abdul Majeed u3165563, Matar Al Mansoori u3169702 Page 1 of 68
Contents
Business Plan template ................................................................................... 2
Using this template ......................................................................................... 3
Business Plan Summary .................................................................................. 2
The Business ............................................................................................. 3
The Market ............................................................................................... 3
The Future................................................................................................ 5
The Finances............................................................................................. 6
The Business .................................................................................................. 7
Business details ......................................................................................... 7
Registration details..................................................................................... 7
Business premises...................................................................................... 8
Organisation chart...................................................................................... 8
Management & ownership............................................................................ 9
Key personnel ........................................................................................... 9
Products/services......................................................................................12
Innovation ...............................................................................................16
Insurance ................................................................................................16
Risk management .....................................................................................16
Legal considerations ..................................................................................17
Operations ...............................................................................................18
Sustainability plan .....................................................................................24
The Market ................................................................................................... 26
Market research........................................................................................26
Market targets..........................................................................................27
Environmental/industry analysis ..................................................................27
Your customers.........................................................................................28
S.W.O.T. analysis......................................................................................30
Your competitors.......................................................................................31
Advertising & sales ....................................................................................32
The Future .................................................................................................... 36
Vision statement .......................................................................................36
Mission statement .....................................................................................36
Goals/objectives .......................................................................................36
Action plan ..............................................................................................36
The Finances ................................................................................................ 38
Key objectives & financial review .................................................................38
Assumptions ............................................................................................41
Start-up costs for 2017 ..............................................................................42
Balance sheet forecast ...............................................................................43
Profit and loss forecast...............................................................................50
Expected cash flow....................................................................................53
Break-even analysis ..................................................................................56
Supporting Documentation............................................................................ 63
Assessment Rubrics and Guides .................................................................... 64

Business Plan Summary
A new traditional home style medium-sized (100 seating) Afghan Cameleers Restaurant (ACR)
will be positioned at the place of previous Afghani restaurant ‘Kabul Kebab House’ which was
closed permanently on 30th April 2017 due to owner’s personal circumstances. The closure of
existing Afghani restaurant in Canberra had created a space for us to capture both its existing
valuable customers (in hundreds) and expanding market in traditional Afghani and Arabian
tastes in ACT (404,000 population with average age 35 years and median wage around $60k.
Afghan Cameleers Restaurant will be offering its high quality family style traditional Middle
Eastern and Afghani food augment with its best friendly services to Canberrans particularly,
residents of South Canberra. Due to restaurant’s large scale and uniqueness in its delivery and
products, we have decided to develop a partnership of three (3) key players namely Yasir, Abdul
and Matar and develop a synergy of our individual expertise in hoteling, management, public
relation and local food services. Together, we have over 20 plus collective years of unique
experience in the restaurant and catering industry. Abdul has already contacted previous owner
for the leasing a 4,500 sq. foot space in Manuka Terrace located at Flinders Way and Franklin
Street Intersection in Griffith-South Canberra, ACT. The site was previously leased to Kabul
Kebab House in year 2013. The former tenant (Mr. Junaid) had removed majority of existing
fixtures, furniture and equipment which will need to be repaired and renovated.
The site will consist of three (3) 30ft x 20ft dining rooms each themed with different traditions
and cultures, a central dining hall of 30ft x 60ft including three (3) bathrooms, one (1) 30 x 15
square-foot kitchen and one (1) 30ft x 15ft storage room in back. The available space need to
be transformed to fit for Afghan Cameleer’s Restaurant’s uniqueness. The storefront is also
required necessary plumbing and fixtures appropriately. Painting, new floors, and countertops
are also needed to represent authentic Afghani and Arabian culture. With materials bought on
sale and volunteer labour, the cost to renovate will be $84,500. The kitchen will be equipped
with one (1) new commercial stove, two (2) refrigerators, and one (1) custom made walk-in-
cooler, two (2) dishwashers with sink in table, ninety (90) new chairs and ten (10) new wood
round tables. With bargain (but quality) equipment, the cost will be $139,500. The existing good
conditioned kitchen items include one (1) burner, one (1) stainless steel freezer, one (1)
stainless steel cold station, two (2) food processors, ice maker with storage bin, stainless steel
hood with exhaust, chrome shelving systems, ten (10) wood round tables and chairs those will
be purchased from existing tenant and estimated cost will be around $40,000. Other start-up
expenses will be art work, kitchen small wares and dishes, table cloths and napkins, track
lighting, food inventory, cash register + POS (point of sale) system, rent deposit, graphic logo,
outdoor sign, permit and lease deposit, building renovation & repairs and marketing. The décor
will feature wood accented chairs with red and white checked table cloths. Dinner style tables
will be surrounded by wooden chairs with comfortable seating cushions with cultural embroidery.
Afghan Cameleers Restaurant will be operated under Mr. Abdul as General Manager in assistance
of Mr. Sheikh as operational manager and Mr. Butt as social media manager. Mr. Matar will be
Part-time marketing & sales manager and Mr. Yasir will serve as part -time business and finance
manager who has invaluable financial control skills. Mr. Khan will be chief chef/ head cook, and
additional staff will consist of two (2) part-time backup sous cooks, one (1) line cook, two (2)
prep cooks, eight (8) waiters/ waitresses, one (1) runner, one (1) dish washer, two (2) cleaners,
one (1) book keeper, two (2) sales agents for online delivery, one (1) sommelier, two (2) host/
hostess and two (2) bussers. During slow times, only four (4) waitress will be used. Experienc ed
staff members have already been interviewed. Our Chef Khan has a large repertoire of cultural
ingredients and ethnic Afghani & Arabian recipes. ACR forecasts that the majority of purchases
will be from the chef’s recommendations who will be responsible for the back-end production of
the venture. Traditional recipes will be used to provide the customers with an extremely clean,
diverse, non-greasy menu with interesting twists. ACR will strictly emphasise healthy,
recognizing the trend within restaurant industry for the demand for health cuisine. In summer,
it will be open from 12pm to 10pm, and 12pm to 12am on weekends. During winter closing will
be two (2) hours early. The market and financial analyses indicate that with start-up expenditure
of $1.3 Million including start-up cash, this restaurant can generate around $2.5 Million in sales
by year 2018, $7.5 Million by the end of year 2019 with net profit of 20% and produce net profit
of 30% on sales by the end of year 2020 with gross sales of around $ 12.5 Million.

The Business
Business name: Afghan Cameleers Restaurant
Business structure: Partnership under ACT-Partnership Act 1963
ABN: 15 192 308 915
Business location: 25-29 Flinders Way, Griffith, Australian Capital Territory, 2603
Date established: November 01, 2017
Business owner(s): Muhammad Yasir Arslan, Abdul Majeed, Matar Al Mansoori
Relevant owner experience: By his profession, Mr. Yasir is qualified civil engineer and
experienced project manager who has also been dealing with small business start -ups in his 8
years professional career. Yasir is postgraduate in Master of Business Administration and
Certified Project Management Professional. Mr. Abdul is well experienced public administrator
and graduate in public management. He has been managing customer services in famous
restaurants for more than 10 years such as Bamiyan Afghan Cuisine, NSW and Parwana Afghan
Restaurant, WA. Mr. Matar, founder of Al Badeyah Eyes Tourism in Dubai-UAE is graduated in
International Affairs and well equipped in public relations, marketing and business strategies.
Products/services: Afghan Cameleers Restaurant (ACR) will serve Afghani and Arabian meals
as tempting aromatic lunch and dinner in its original taste. Restaurant will be offering takeaways
in the customised special boxes and home delivery through staff wearing traditional Arab and
Afghani clothes.
The Market
Canberra, Australia’s capital is a city of innovation and opportunity. This city is internationally
recognized for an enviable lifestyle, strong, stable economy and business friendly environment.
Canberra is a great place to live, work and do business which is known as the ‘clever capital’, a
home to Australia’s most educated workforce as well as high labor productivity, modern
infrastructure and competitive business costs. Canberra’s restaurants have recorded the
strongest growth in turnover in the nation, as new ventures inject vibrancy into the city’s heart.
The ACT’s eateries turned over $70.5 million in August 2016, an increase of almost 20 per cent,
according to the latest figures from the Australian Bureau of Statistics.Canberra consumers are
very fickle. In the recent past, less business failure is observed in high-end restaurants in
Canberra because they were able to create a special experience for dinners. It mean restaurants
have to stay on top of their game in terms of food, service and, especially in a small town like
Canberra, the “unique experience” they are providing.
Eating out is a growing trend in Canberra, since people are increasingly pressed for time and
enjoy this convenience with their families, friends, colleagues and business partners. Lunch
(whole year) and Dinner (in summer) are popular, as workers and business owners often choose
not to brown bag midday meals. Choosing healthy, tasty versatile, low-fat food is a concern, but
studies have shown that people are ambivalent about it and continue to choose high-fat foods
to complete their desires of experiments and taste loyalty. The menu will address this by
preparing favourites in such a way that people won’t realize that much of the unhealthy fat has
been removed in the served traditional dishes at Afghan Cameleers Restaurant.
Target market:
Fast food chains like MacDonald’s, Bakers Delight and other restaurants such as Manuka
Steakhouse, Trecento Woodfired Pizzeria & Bar, Ricetta, Taste of Bangladesh, Jewel of India,
Urban Panty, Caph’s Restaurant & Bar and Belluci Manuka etc. are located in its near vicinity
therefore, ACR is to be unique in service, style, food quality and marketing to attract customers
and keep those its loyal. Afghan Cameleers Restaurant believes that the market can be
segmented into four distinct groups that it aims to target in future as follows:

Business Owners & Workers: As per recent ABS data, 40 per cent of South Canberra residents
are managers, administrator and professionals. Approximately 3 per cent are tradespersons and
16 per cent are service workers and advanced clerks. Based on these figures, a reasonable
proportion of customers are expected to visit Afghan Cameleer’s Restaurant particular, during
lunch hours. Location of Afghan Cameleers Restaurant is selected very wisely. It is on the same
place where earlier Afghani Restaurant ‘Kabul Kebab House’ was being operated while other
nearby (Afghan Koochi Café) is located far in Gungahlin ACT, around 20 km away from the
selected location. Therefore, this customer group (from nearby offices) will form the base
clientele, as many will be our repeated customers. A number of tradesmen and service workers
are also expected to place online order or take away every day. Fast, accurate and friendly
service will be provided, as these customers often have limited time to eat. As per collected data
from previous restaurant and our personal observation, we are expecting this group popular
menus will be naturally desire organic and ethnic cuisine.
Local Residents: Griffith (275 hectares), an active suburb of South Canberra is a place of 643
running business serving local 4,668 population (median age=39 years) and its surroundings
South Canberra (27,663 population, median age= 39 years. Median equivalised total household
income is around 1,736/week and about 75 per cent of its population is at least graduated.
Current Population of Canberra will increase to about 504,000 persons by 2025. This group is
anticipated to be attracted by healthy offerings and quick service.
Tourists: The year 2013 survey found the visiting friends and relatives sector in the ACT was up
by 11.9 per cent, holiday visitors were up by 8 per cent and visits for ‘’other purposes’’ including
employment and education were up by 12.1 per cent. Tourism Research Australia’s latest
international visitor survey found there were 177,093 international visitors to the ACT for the
year ending March, 2013, up from 162,190 the previous year. Afghan Cameleers Restaurant is
near the civic area therefore, it will attract more visitors and tourists. This location will be more
valuable but expensive during the national events those are often organized near city centre
caused of pulling streams of citizens’ participation each year.
Others: Manuka Oval is also nearby. AFL (Australian Football League) visitors and cricket players
are likely to visit Afghan Cameleers Restaurant (ACR) on the weekends and during their games
periods. Other important neighbour is Head Office of Department of Human Services which is
place of visitors and workers. It is expecting that few visitors and workers during the weekdays
will also dining at Afghan Cameleers Restaurant.
Marketing strategy:
Developing trust on food quality and service will be the key criteria and function of Afghan
Cameleers Restaurant’s marketing strategy which is basically customer-driven marketing
strategy. Marketing strategies will be augmented by Afghan Cameleers Restaurant’s publicity
through local newspaper and publications, flayers of local dealers like Coles, Aldi, and Woolworth.
Restaurant owned internet web site will also help to reinforce the marketing strategy. Further,
restaurant brochures, letterhead, and business correspondence will further strengthen these
impressions too. Afghan Cameleers Restaurant will be operated under our vision that an
influential marketing can be achieved only exceeding customers’ satisfaction. The ultimate goals
of Afghan Cameleers Restaurant’s management and owners will be increasing profitability
whether that involves adding more menu options (other than traditional food), reducing prices
or increasing customer visits or first-time customers (by discounts as token of appreciation and
thanks) following by the strong customers’ services as secondary goals to attract the existing
customers. Developing trust on food quality and pricings will be the key criteria and function of
marketing strategies. In addition to an overall strategy, different marketing actions and methods
will be used for each of the target markets as follows:
Business Owners, Local Residents & Workers: Small advertisements will be placed weekly in the
dining section of the local newspapers such as Canberra Times and Cornicles. Advertisement will
be posted in Canberra week’s magazine. These newspapers and magazines are very effective
for spreading information amongst the local readers. Specials will be promoted with an A-frame
sign and during slow period’s coupons/offering and ‘2 for 1’ deals will be offered. Menus will be
distributed to local businesses through distributing flyers at their front desk and Mail-in or Fax-

in Ordering orders will also be encouraged. Take-out will be attractively boxed and given equal
priority to sit-down services through traditional delivery in cultural wearing.
Tourists: Menus will be distributed to the local lodging establishments to encourage their guests
to come to the Afghan Cameleers Restaurant. Advertisements and listings will be placed in state
wide and regional tourist guides and publications. Menus will also be placed at informat ion booths
and other spots likely to have tourist traffic.
Others: Flyers will be distributed amongst visitors at Manuka Oval during the games periods.
Most of the game events are held in summer. Offering the students a percentage discount on
certain meals and public servants will also increase sales. Pricing will be competitive and
customer service excellent. If anyone is not satisfied, the item will be replaced or taken off the
bill. The Afghan Cameleers Restaurant will leverage the social media as part of its marketing
presence.
The Future
Vision statement:
 Within the next one year Afghan Cameleers Restaurant will be famous to be the only
authentic place both in quality and services with its best staff and fresh food items (mostly
organic and gluten free), purchased locally.
 To outstand in local market for its environment and friendly yet un-intrusive service to a
high volume of customers through effective teamwork and communication.
 Our staff is our asset, protector of our vision and mission holding our values and our culture.
 To provide all who work with us the tools to be their best in a friendly, co-operative, and
rewarding environment.
Goals/objectives:
The initial objectives of Afghan Cameleers Restaurant are market penetration following by the
sales increase keeping original customers intact. Following the primary objectives, goals of its
business plan are as follows:
1. To be a leading traditional home style Afghani and Arab restaurant in South Canberra
2. To provide high quality ethnic meals at competitive prices with its unique and classic service
3. Sales of $2.5 Million in the first year, more than $5 million in the second year
4. Profitability in the second year and more than 30% by third year
5. An increased production per month by 7.5% in the first year following by 5% & 2%
6. To achieve Prime Cost Ratios lower than 80% in third year and less than 65% in fifth year
7. Make intellectual property more valuable with secret trade mark
8. Expenditures (operational, administrative, wages) to be limited below $200,000 per month
Design, unique philosophy, cultural theme, versatility, high quality of fresh food, passionate
service and work environment of Afghan Cameleers Restaurant will meet these objectives. There
are three influential key success factors and activities that will contribute to the accomplishment
of Afghan Cameleers Restaurant’s goals. These factors include:
(i) our ability to select the best location, (ii) building high market visibility through brand
building, social activities, public participation of selecting best menu and waitress of the month
(iii) keeping variable and overhead expenses as low as possible to maintain concession for
seniors, special people, veterans and pensioners.
To make its service effective and friendly, c omment cards will be at each table and will be
collected at the register. Suggestions for new or improved meals will be sought, as well as
feedback on service and the dining experience.

The Finances
Sources of Capital:
Total start-up costs of our business venture are estimated to be $1.3 Million which include both
fixed assets and start-up expenses. Fixed Assets amounting to $0.5 Million will include market
research, real estate i.e. tenancy/lease bond, transfer (stamp) duty and lease agreement advice,
buildings renovation, leasehold improvements, equipment, furniture and fixture, business
vehicles, mobile application & website development and other fixed costs such as telephone/
internet installation, gas and power connection. Operating capital will include salaries and wages,
statutory requirements such as licences and insurance premiums, starting inventory, prelimina ry
legal consultation and accounting fees, rent deposits, supplies i.e. initial raw materials and/or
stock purchases., signage, advertising and initial marketing promotions, licenses, other initial
costs and working capital (cash on hand) and estimated to about $1.0 Million. Three partners
(Yasir, Abdul and Matar) will contribute $810,000 (46% of the total cost as injection capital) and
the remainder $944,206 will be secured through outside financing sources. We are expecting a
$566,150 loan at lower interest rate of 11.65% from our families ensuring complete return in
twelve months (we would like to prefer to take loans from our family memebers and closer
friends for mutual assistance, strengthening bonds and social entrepreneurship). After successful
marketing and unbeaten advertisement through passion, skills and network we will get bank
loans on our credit cards equivalent to $150,000 @ 15% interest. $150,000 loan we will be
sought through Business Angle @ 12% mark-up and $150,000 we will seek through
crowdfunding offering free delivery for one year (estimated to 1,250 free deliveries to
supporters/ backers). Mr. Matar and Yasir (2 out of 3 business partners are full time employees
in engineering consultancies firms therefore, we plan to invest $80,000 after June 2018 to
sustain this business and reduce interests.
The majority of the costs are associated with the restaurant equipment, inventory and furniture
and furnishings for the dining area, kitchen and serving line. These operating areas will be
designed for efficiency and flexibility to accommodate the fluctuation in customer traffic and
peak meal periods. Total costs for these items are reported to be $336,150. The costs are
associated with build out and renovation of the existing building enabling it to fit for Afghan
Cameleers Restaurant including necessary plumbing, electrician and architecture work for
creating additional space in the dining area meeting the proposed themes: $84,500.
Approximately $116,500 will be spent on registration, licences, memberships, insurances,
marketing and advertisement etc. Additional start-up expenses are in the form of working capital
and contingency $716,000.
Monthly Operating Cost:
Total average monthly budget is estimated to approximately $150,000 which includes expenses
such as owner’s compensation, salaries, social security, tax, advertising, car and truck expenses,
credit card charges, insurance, office expenses, postage and shipping, rent on business property,
routine repairs, routine supplies, telephone, travel, utilities and other miscellaneous expenses.
Gross Margins:
For simplicity of economic model and business analysis, we have grouped similar food items in
twelve (12) major products i.e. special, starters, mains, sides, Pides & Shawarma, breads, rice,
vegetarian, desserts, hot drinks, drinks and liquor and then calculated what gross margin we
would achieve in each categories. On average, we decided to keep it at least 50% to cover direct
and operational costs.
Sales Forecast:
Based on previous internet surveys, statistics, social media reviews and available online research
for other similar restaurant in other Australian states, we estimate 300% increase on overall
sale in second year and 150% in third year above the second year sales. We are expecting a
slow growth in the first year and then penetrate in second and third year after establishing our

brand and taste in local community. Starting from 25 customers per day to 250 customers per
day in year three. (Maximum sitting capacity of our restaurant is 100 customers at single time)
Cash Receipts:
We estimate that once a sale is made, all of the money will be collected within first week via
cash and bank transaction (credits) however, be unique in food catering and hospitality industry,
we decided to introduce easy payments plan up to one month for students and large families
(+6 members). Two months payment plan for pensioner, veteran and customers with special
needs.
The Business
Business details
Products/services: Afghan Cameleers Restaurant will serve Afghani and Arabian meals as
tempting aromatic lunch and dinner in its original taste. Restaurant will be offering takeaways
in the customised special boxes and home delivery through staff wearing traditional Arab and
Afghani clothes.
Registration details
Business name: Afghan Cameleers Restaurant
Trading name(s): Afghan Cameleers Restaurant
Date registered: September 01, 2017
Location(s) registered: Griffith, 2603, Australian Capital Territory (ACT)
Business structure: Partnership (ACT-Partnership Act 1963)
ABN: 15 192 308 915 active from September 29, 2017
GST: Registered from October 04, 2017 (Australian Government – Australian Taxation Office)
Domain names: www.afghancameleersrestaurant.com.au
Licences & permits:
(i) Registered with ACT Health for food business and safety license under Food Act 2001
(ii) Approval to Discharge Non-Domestic Waste to Sewer, licence from Icon Water
(iii) Background Music Licence from Australasian Performing Right Association, Aus. Gov.
(iv) Registered with IP Australia for trade mark (exclusive ownership or proprietary rights)
(v) Restaurant Liquor Licence from ACT Chief Minister, Treasury and Economic Development
Directorate
(vi) Registration for Payment of Payroll Tax from ACT Chief Minister, Treasury and Economic
Development Directorate
(vii) Employer Requirements – Superannuation Guarantee from Australian Taxation Office
(viii) First Aid Kit Licence from Australian Capital Territory – Health Directorate
(ix) Australian Capital Territory – Environment and Planning Directorate Licence for building
alternation and repair works.
(x) Australian Capital Territory – Transport Canberra and City Services Licence for Approval
to Place Sign on Public Unleased Land
In addition, all Australian Government code of practices including workplace safety and security
will be in placed strictly. Furthermore, ACT Innovate Canberra guidance’s are also followed up
for the development of start-up, business plan and marketing plan.

Business premises
Business location: Afghan Cameleers Restaurant will be positioned at the place of previous
Afghani restaurant ‘Kabul Kebab House. Approximately 4,500 square foot space in Manuka
Terrace located at Flinders Way and Franklin Street Intersection in Griffith-South Canberra,
Australian Capital Territory. Murray Crescent is running by its southern side while Captain Cook
Crescent is towards its eastern side. Griffith, a suburb of South Canberra, Australian Capital
Territory, has a population of over 4,700 according to the 2016 Australian Statistics Report.
There are around 643 businesses serving local community living in 275 hectares land of Griffith.
Overall South Canberra has approximately 27,663 population, median age= 39 years. The
residential population in the immediate area is comprised of a mixture of single family and multi-
family housing. The median household income is $1,736/week. The site will consists of three
30ft x 20ft dining rooms each themed with different traditions and cultures, a central dining hall
of 30ft x 60ft including three bathrooms, a 30 x 15 square-foot kitchen and a 30ft x 15ft storage
room in back. Coles Supermarket is on right side of Afghan Cameleers Restaurant and on its left
side Just Cuts (barber shop) operates seven days a week.
Buy/lease: Our business partner and future General Manager Mr. Abdul already contacted with
owner of previously operating Afghani restaurant and owner of business premises. Based on our
initial communication and understanding a new lease will be furnished in Afghan Cameleers
Restaurant name. As transfer of leases to new business owners might take longer time therefore,
we collectively decided to put forward a new lease agreement with owner of business premises.
Organisation chart
Afghan Cameleers expects to operate by total 37 people and for that we will hire experienced
30 new employees. Initial contacts and interviewed about employees have been made to
visualize the expertise and estimate the required monthly operating cost. Together, Yasir, Abdul
and Matar have personally selected assistant manager, social media manager and chief chef.
Remaining selections will be made by chief chef and general manager. We have adopted a
comprehensive and an effective interview process designed to staff the restaurant with highly
qualified and passionate people for each identified position. Each applicant will be rated and
evaluated according to a pre-defined weightage criteria. Background checks will be utilized for
designated positions with provided referral and here Mr. Khan and Abdul public relation and
network will be utilized. Proposed organizational hierarchy is displayed as Figure-1.
Figure 1: Example Organisation Chart.
General Manager Marketing/ Sales
Manager
Business & Finance
Manager
Operational Manager
Social Media Manager
Head Chef Sous Cooks
Line CookPrep
Cook
Waitress, runner, dish washer, cleaner, sommelier and bussers
Book
Keeper
Sales
Agents
Host & Hostess
Cashier
Pide & Sharma
Makers
Delivery
Boys

Management & ownership
Names of owners: Muhammad Yasir Arslan, Abdul Majeed & Matar Al-Mansoori
Details of management & ownership: At this developing stage of restaurant business plan,
we three partners have decided to distribute top managerial and financial duties amongst us due
to financial and business control reason. Moreover, we all three business partners are well
qualified and experienced people who knows about restaurant business and also more passionate
about our business. At the initial stage Yasir will be working part-time as business & finance
manager while Matar will be operating as marketing & sales manager part-time. Abdul will be
full-time general manager. These all positions and responsibilities are mutually decided based
on personal expertise in similar fields and background knowledge supported by higher
qualifications. Yasir and Matar will continue their private job to safe guard incoming capital.
Abdul is owner of 50% total shares while other two partners Yasir and Matar are owner of 30%
and 20% shares of the restaurant respectively. Formation of this partnership was drafted a year
ago however, written partnership agreement was formulated in July 2017 and contract was
signed in August 2017 with clearly establishing our responsibilities, profit & loss distribution of
each partner and as well as other rules about the general partnership.
Experience: Mr. Yasir is qualified civil engineer and experienced project manager who has been
dealing with small business start-ups in his 15 years professional career. Yasir is postgraduate
in Master of Business Administration and Certified Project Management Professional. Yasir has
exclusive skills on business management and financial control. Mr. Abdul is well experienced
public administrator and graduate in public management. He has been managing customer
services in famous restaurants for more than 10 years such as Bamiyan Afghan Cuisine, NSW
and Parwana Afghan Restaurant, WA. Mr. Matar, founder of Al Badeyah Eyes Tourism in Dubai -
UAE is graduated in International Affairs and well equipped with public relations and marketing
and organizational strategies. Together, business partners have over 20 plus collective years of
unique experience in the restaurant and catering industry. CVs are attached to the back of plan.
Key personnel
Current staff:
Proposed Job
Title/Position
Name
Expected staff
turnover
Skills or strengths
General Manager Abdul Majeed
Business Partner
(Permanent full-time)
Graduated in business administration, 10 years’
experience in the industry
Business + Finance
Manager
Yasir Arslan
Business Partner
(Permanent part-time)
Master in business an administration, 10 years’
Marketing + Sales
Manager
Matar
Mansoori
Business Partner
(Permanent part-time)
Graduatedin marketing, public relation, 8 years’
New Required staff:
Proposed Job Title Qty.
Expected
staff
turnover
Skills necessary Date required
Operational Manager 1 2-3 years
Excellent people skills, cool under
pressure. At least 2-4 years degree and/or
experience
November/2017
Social Media
Manager
1
2-3 years Expertise in graphic design and IT,
Excellent communication skills. At least 2-
4 years degree and/or experience
November/2017

Proposed Job Title Qty.
Expected
staff
turnover
Skills necessary Date required
Cashier 1 2-3 years
Cash handling skills, customer service
skills, better communication skills.
Accuracy, punctual and polite. At least 2
years’ experience
November/2017
Sales Agent 1 2-3 years
Excellent customer service and
communication skills, ability to sell and
negotiate, IT and presentation skills
December/2017
Book Keeper 1 2-3 years
Data entry skills, communication skills,
organizing records, attention to details, be
disciplined. At least 1 years’ experience
December/2017
Chief Chef/ Head
Cook
1 2-3 years
Culinary degree and/or 5 years of
experience, Cool under pressure, Ability to
work quickly and efficiently, Highly
organized
December/2017
Backup Sous Cooks 2 2-3 years
Culinary degree and/or 3 years of
experience, Cool under pressure, Ability to
work quickly and efficiently, Highly
organized
December/2017
Line Cook 1 2-3 years
Works well with others, Ability to work
quickly and efficiently, coordinated and
multitasking, Diploma in Cookery and/or 2
years’ experience in restaurant working
December/2017
Prep Cooks 2 2-3 years
Works well with others, Fast learner,
Ability to work quickly and efficiently.
Coordinated and multitasking, Relevant
experience is preferred
December/2017
Pide and Shawarma
Makers
2 2-3 years
Works well with others, Fast learner,
Ability to work quickly and efficiently.
Coordinated and multitasking, Relevant
experience is preferred
December/2017
Waiter and
Waitresses
4+4 2-3 years
personable, friendly with excellent
customer service, coordinated and
multitasking, tolerant and Patient,
memorization, mathematically inclined, At
least 1 years’ experience
December/2017
Runner 1 2-3 years
Cool under pressure, Ability to work
quickly and efficiently, High school
Certificate
December/2017
Bussers 2 2-3 years
Cool under pressure, Ability to work
quickly and efficiently, High school
Certificate
December/2017
Sommelier 1 2-3 years
Formal education and/or 2 years’
experience , Excellent memory, Excellent
people skills, High school Certificate
December/2017
Dish Washer 1 2-3 years
Works well with others, ability to work
quickly and efficiently
December/2017
Cleaners 2 2-3 years
Discipline, humility, servant heart,
confidence, discretion and trust
December/2017
Host & Hostess 1+1 1-2 years
Patience, Excellent people skills, Cool
under pressure, Highly organized December/2017
Takeaways Delivery
boys
4 1-2 years
Valid professional licence holder, clean
driving record, High school Certificate, At
least 1 year relevant delivery experience
December/2017
Total Staff= 34 Three are business partners on executive positions.

Recruitment options
We will place the ads for the available position in local newspaper such as Canberra Times
Classified, on our restaurant website, online recruitment websites such as Indeed, Seek,
Gumtree, Adzuna, Jobactive and careers. We will also publish ads in local trade/ industry
magazine and use social media i.e. Afghan Cameleers Restaurant’s Facebook, YouTube, tweeter
and Instagram channels along with its registered hatch tag. We think, while placing
advertisements for available jobs, we will use the media for our new restaurant’s marketing as
well. We will use qualification, personality and expertise based selection criteria. Most of the
interview will be conducted by our general manager and chief chef. However, for the top post,
all three business partners will carry out interview and salary negotiation. We will provide
necessary trainings in the very first week of job to get familiar with our policies, mission and
vision. It is important to market our idea within the organization first so that positive feedback
and grouping may be achieved in team environment.
Training programs
We are optimistic and very positive about the job hiring and staff availability on our expected
salaries and required capabilities. We already have identified and interviewed our top positions
like chief chef Mr. Khan, operational manager Mr. Sheikh and social media manager Mr. Butt.
We are berry hopeful about their joining in our team on November 2017. Initial agreement will
be signed after the approval of this business plan. They are also very willing to implement our
mission and carryout our vision which also includes trainings to our staff particularly newly
appointed staff.
Skill retention strategies
We as protector of our mission and vision are well aware that success of our new restaurant will
be based on employee and employer relations and management style which will be very vital for
all aspects of our business and most importantly the bottom line i.e. new staff. Best thing about
our higher education and previous expertise in management and administration fields is that we
have past researches on employees and skills retention. Our observations are that both
employees and employers can obtain numerous benefits from taking steps to ensure low levels
of employee turnover by enforcing a well-defined and logical recruitment and selection process
augmented by proper induction and trainings.
Our past hospitality industry expertise guides us to introduce a fair and visible rewards and
benefits programs for our employees. We believe that our employees are our assets and carrier
of our mission and vision. On job training while working in a team and self-learning will be an
important tool of our employees’ performance, relation building and development. We also
believe that mentorships are a useful retention tool and can also be used to pass on Afghan
Cameleers’ Restaurant uniqueness and insight to other co-workers. One-on-one trainings by
each other within Afghan Cameleers Restaurant and taking on additional duties as challenge can
also be just as effective.
Administrative Systems
With a limited staff in the peak hours, it is crucial that our cashier and operational manager
remain up-to-date with daily cash outlay. Therefore, the purchase of a POS system will
immensely help our financial responsible with these daily administrative reports:
Daily Cash Control: Sales and receipts recorded by the POS system will be compared to actual
cash and credit card deposits on a daily basis. Acceptable over/short amounts will be limited to
$10.00 per day. Discrepancies greater than $10.00 will prompt management to conduct an
instant necessary internal audit to account for the closing difference. Monthly totals will be
compared to actual (Profit and Loss) P&L statements for accuracy. Cash, debit card and credit
card receipts will be deposited in a deposit for records.
Weekly Prime Cost Report: Mr. Sheikh will prepare a weekly report that shows the gross profit
margin after cost of goods sold and labor cost has been deducted from the sales revenue. The
prime cost for this type of restaurant is expected to range from 60% to 70% once dully developed

and marketed. Proper control of the prime cost is the single most effective measure of
management’s ability to operate the restaurant. However, initially this percentage will be higher.
Purchasing Records/Payables: A part time bookkeeper will process and record invoices and
credits daily. Reports detailing cash expenditures, payments by check, and accounts payable
transactions will be readily available. Check disbursements will be prepared by the bookkeeper.
Check signing authority for the general operating account will be given to the general manager.
Payroll Processing: Payroll checks will be issued bi-monthly. Mr. Sheikh will run reports from the
time & attendance system, make necessary adjustments, and prepare for transfer to the payroll
system. Payroll will be processed by a payroll processing service.
Products/services
In general, we will try to make our menu simple to understand and flexible particular in Specials/
Chef’s recommendations. Our organic ingredients element will allow us to be extremely
ecologically conscious and we will spread this message throughout our cust omers. Our Chefs will
have great latitude in designing and preparing menu offerings from Afghani and Arabian cultures.
We will endeavour to produce the authentic traditional ingredients necessary to hold true
interesting cultural recipes. Further, our interior art works, decorations and themes will reflect
the world influences of our uniqueness and cultural attachment.
Our food products will be of the finest quality and prepared with sensitivity and care. We will 'go
all the way' to satisfy our guests. We will change our menu every 3-4 months, but we'll keep
favourite. Portions will be modestly sized with an attractive presentation. The kitchen staff will
have the best in culinary education and work experience. Our creative talents will complement
one another. The lounge and restaurant staff will offer the finest service in a comfortable
atmosphere and offer customers an extraordinarily successful evening.
Details of products/services
Main Products Description Price $
Special/ Chef
Secrets
(5 nos.)
Ashaak, Mantu, Vegetarian Ashaak, Mixed BBQ grills, Australian
Favourite (Arabian/ Afghani Beef Steak)
$25 - $30
Mains
(10 nos.)
Gosht Karahi, Gosht Cauliflower Karma, Gosht Nakhut Korma, Chicken
Mushroom, Beef Korma, Fish Korma, Beef Kofta, Kachaloo Bolanee
(Served with yogurt sauce), Lamb skewers, Meat Balls, Salmon Steaks
$20 - $25
Starters/ Grills
(10 nos.)
Bolani, Banjan Boranee, Kadoo Boranee, Chicken Tikka Kabab (Charcoal
grilled), Tikka Kabab (Charcoal Grilled), Seekh Kabab (Charcoal grilled),
Chopan Kabab (Charcoal grilled), Bamiyan Grilled, Kadoo Bolanee, Firri
Quail
$15 - $20
Vegetarian
(5 nos.)
Vegetarian Ashaak, Banjan Boranee (Eggplant), Kachaloo Boranee,
Kachaloo Loobia Korma, Nakhut Korma,
$13 - $15
Special Takeaway/
Pides and
Shawarma
(10 nos.)
Garlic Prawns Pide, Smoked Beef Pide, Spicy Lamb Pide, Roast Chicken
Pide, Mushroom Pide, Super Vegetarian Pide, Salami Pide, Shawarma
lamb, Shawarma Chicken, Mixed Shawarma,
$12- $ 15
Rice
(5 nos.)
Kabuli Pallow with Lamb, Challow Rice, Pallow Rice, Orange Pallow Rice,
Mixed vegetable Rice
$10 - $12
Sides
(15 nos.)
Shankleesh, Kebbi Nayyi, Baba Ghannouj, Hummus , Tabbouleh,
Labneh, Makdous, Tabouli, Afghani Chutney, Afghani Vegetable Pickle,
Raita Pickle, Garden Salad, Cucumber Raita (Yogurt dip), Mix Papur
$5 - $7
Breads
(5 nos.)
Afghani Naan, Afghani Garlic Naan, Afghani Cheese Naan, Garlic Cheese
Naan, Arabian nan
$4 - $6

Main Products Description Price $
Desserts
(10 nos.)
Mamoul-baked semoulina, Afghan rice pudding, Baklava, Traditional
Saffron Ice Cream, Traditional Mixed Ice Cream, Ras Malai (Pistachio
flavour), Mixed plate of Lebanese Sweets, Shir Berenj, Carrot Hallwa,
Pistachio Ice Cream
$8 - $10
Hot drinks
(5 nos.)
Green Tea, Black Tea, Sheer Chai, Arabian Kehwa, Coffee $4 - $5
Drinks
(5 nos.)
Cherry Drinks, Mineral Water, Pomegranate Drink, Cherry Lassi + Soft
Drinks
$4 - $5
Wines
(5 nos.)
Sparkling & Champagne, Cabernet Sauvignon, Dessert Wine/Tawny
Port, Blends & Varietals
$6 - $10 per glass
Note: these cost will be increased over time (each year by around 10% up to three years) and
then after successful penetration into market, we will limit it to 5% augmented with promotions.
Upon arrival, Afghan Cameleers Restaurant’s customers will be warmly welcomed by our hostess
and operational manager who will immediately ask for their seating preferences (if not booked
in advance). We will have different themes of seating arrangement displaying various cultures
to avoid boredom of our valuable customer to ensure their repeated visits. Drink orders will be
taken and customers can munch on our complimentary traditional rolls. Once the customer’s
order is taken by our servers, the order will automatically be printed to a requisition printer
located in the kitchen area. Our professional and passionate cooks will use the printed ticket to
keep track of orders and place the meal under the heating lamps until the order is complete.
The kitchen preparation line has been designed to be operated by a minimum staff of 1 line cook
and maximum of 2 prep cooks. This design allows line staffing to be adjusted to the business
volume. Shift changes for all staff will involve clean up, restocking and preparation. All duties
will be settled at the end of each shift. The closing shift will involve designated closing duties
that will leave the restaurant clean and fully prepared for the next day.
Market position: Many consumers believe that meals at home are healthier and higher quality
than eating in restaurant. At Afghan Cameleers Restaurant, we will position ourselves as the
premier home-style traditional Afghani and Arabian Cuisine restaurant by preparing high quality
with simple wholesome ingredients. Our Chief Chef will also provide home cooked fare that
appeals to the current trend of healthier food and offer menu selection which will appeal to more
consumers.
We believe that Afghan Cameleers Restaurant will make a difference in existing restaurant and
hospitality industry making grills and serving Arabian foods due to its high quality service, better
offers, traditional style and ethnic dishes prepared by experienced cooks and product attributes.
Afghan Cameleers Restaurant will position itself as one of the best and authentic traditional
Afghani/ Arabian food mostly using organic, gluten free and low cholesterol food items. Original
and authentic taste and hospitality augmented by appealing thematic sitting arrangements will
leverage its competitive advantage to achieve its position in food market. This restaurant will
also position itself in the current competitive market by introducing easy payments plans and
promotions for students, pensioner, veterans and people with special needs.
Unique selling position: Choosing an appropriate and workable differentiation and positioning
strategy is considered vital for successful operation of Afghan Cameleers Restaurant. Before
developing this business plan, we have investigated the local hospitality and restaurant industry
for better understand competitors’ selling points, their offerings and market strategies. Based
on our collected primary marketing information and customers’ insight, marketing research, we
decided to launch our project on the same location where previous Afghani restaurant was
operating. We have a diversified and versatile menu by combining two tastes and two traditions
(Afghan & Arab) at the same place and created a new style which will be distinctive. We have
planned to deliver a new style of customers service, better food with unique offers which will
differentiate us from the previous closed Afghani restaurant as well as existing neighbouring
restaurant. Firstly, high quality of authentic and traditional Afghani and Arabian cuisine in
cultural themed dining environment served by waiter and waitress wearing Afghani and Arabian

traditional cloths. Secondly, easy payments plans and promotions for students, pensioner,
veterans and people with special needs will attract customers.
Anticipated demand: Afghan Cameleers Restaurant operation will be based on customer-
driven marketing strategy therefore, customer’s loyalty and retention will comparatively be
achieved in short duration (anticipated first 6 month and maximum 12 months). Afghan
Cameleers Restaurant will be sharing around eighty five (85) different tastes grouped in 12 food
categories. We expect At least 50% of products from each line will at least be prepared and
served in early six months after its opening. Remaining half products will be get famous in next
six months. Overall, all products will be served in the first year so that most demanded products
and less demanded products will be identified and new products will be launched based on the
customers demand. Prior market the idea, we have thoroughly gone through branding,
packaging, labelling, Brand name, design, features of our product and services which will
differentiate Afghan Cameleers Restaurant and make a position in local food market. We also
expect at least 25 customers each day in first month following by 7.5% increase by next 12
months leading to around 118 customers per day in year 2018. We target increase an increase
by 5% in year 2 and 2% in year 3 to ultimate numbers of customers to around 250 per day.
Pricing strategy: Our previous experiences show that quality is considered the most important
attribute whether one dines in the restaurant or orders a take-out meal. Quality is regarded
significantly more important than all other attributes. Research reveals that people are more
conscious about the quality of dining in restaurant than take-away food. Our proposed pricing
strategy for Afghan Cameleers Restaurant’s products is cost based competition by market
penetration. Initial lower pricing which we will achieve by utilizing our expertise of ingredients
selections and lower profits at the first years. Cost of each product will be maintained in the
following 2 years by increasing sales. Pricing of special menu such as chef’s choices and secrets
will be based on products’ value to control the cost of specialities.
After analysing the price-demand relationship of Afghan Cameleers Restaurant’s product and
services and growth rate of sales, we will develop price elasticity of demand of each food items
in our product line. We consider that our launching pricing is already reasonable and competitive
with the existing market matching with consumer behaviour therefore, we are not anticipating
price skimming in any of our product line pricing. Definitely, we have also considered product
mix pricing strategies such as optional product pricing (e.g. choice of adding toppings, fries and
extra packet of traditional spices along with pides/ shawarma); c aptive product pricing (e.g.
wines, soft drinks with meals at dine-in); by product pricing (e.g. extra fries and salads near
closing after peak purchases) and product bundle pricing for large families and group serving.
We also have taken into consideration about the Price-adjustment strategies such as discounts
and allowances to our customers.
Based on previous information and marketing research, students are identified and pensioners
as a particularly important segment. It is anticipated that students and pensioners would be
more price sensitive than the rest of the population, because of their restricted budget. Peak-
and off peak periods together with bundling offer will also be relevant. We will offer following
discounts and allowances to our customers:
 free serving for kids below age 5 years on specific varieties,
 online booking and dish on-demand (advanced booking),
 free home delivery above $20 meal (30-60min) within ACT,
 concession for seniors, Health card holders, veterans and pensioners,
 50% discount for newly married couples on their first dinner,
 daily lucky draw for served customers (Afghan Restaurant’s food vouchers)
 10% special discount on events (Christmas, Easter, Eids),
 10% discount on booking with more than 5 adults (small group),
 20% discount for staff’s families and aboriginal families
Value to customer: These newer consumers view dining out as a necessity rather than a
luxury. Although they tend to spend less than older generations, they dine out with greater
frequency. Therefore, we will pay a close attention to this demographic, addressing demands for

healthier and more creative menu options prepared with locally sourced and organically grown
or raised products.
Growth potential: We anticipate 7.5% growth rate in first year following by 5% in second and
2.0% in third year which will allow to serve up to 250 customers per day in third year. Success
of this projected growth will be based on core customers’ perceived value, taste satisfaction and
quality service. As management of Afghan Cameleers Restaurant we have decided to hire top
notch chefs and offer training to keep the chef on top of his game, and pay attractive wages to
ensure they love to stay with us and passionate about their new place owning its vision and
mission. Other important aspect towards its potential growth would be its convenient location,
closer to market, existing businesses and public offices in addition to famous Manuka Oval. We
are expecting our every customer who comes in once should want to return, and recommend
us.
Customers monthly Growth @ 7.5% Customers monthly
Growth @ 5%
Customers monthly
Growth @ 2%
Year 2018 expected
customers/
day
Year
2019
expected
customers/
day
Year
2020
expected
customers/
day
Jan-18 25 Jan-18 123 Jan-18 205
Feb-18 29 Feb-18 129 Feb-18 209
Mar-18 34 Mar-18 135 Mar-18 213
Apr-18 39 Apr-18 141 Apr-18 217
May-18 45 May-18 147 May-18 221
Jun-18 51 Jun-18 154 Jun-18 225
Jul-18 59 Jul-18 161 Jul-18 230
Aug-18 68 Aug-18 168 Aug-18 235
Sep-18 78 Sep-18 176 Sep-18 240
Oct-18 89 Oct-18 184 Oct-18 245
Nov-18 103 Nov-18 192 Nov-18 250
Dec-18 118 Dec-18 201 Dec-18 255
Total customers per year = 22,140 57,330 82,350
Average per month 1,845 4,778 6,862
Yearly Growth 7.5% 5% 2%
0
50
100
150
200
250
300
Growth Potential

Innovation
Research & development (R&D)/innovation activities
We will encourage Research & development (R&D)/innovation activities in menu development
particular with the mix of two cultures (Afghani and Arabian cuisines) and might we also require
re-evaluating our branding after couple of years to keep differentiation in the hospitality market .
Moreover, we have put annual budget for market research and customer surveys. We also expect
additional consumption of organization’s resources in developing new dishes. Moreover, it leads
to tax incentive subject to (i) Core R&D activities and Supporting R&D activities (ii) eligibility to
claim the R&D tax offset for:
 expenditure incurred on R&D activities
 decline in value of depreciating assets used in R&D activities
 balancing adjustments for depreciating assets used only in R&D activities.
Intellectual property strategy
We have already applied for our trademark registration with IP Australia to seek our exclusive
ownership or proprietary rights on our business name, logo, menu design, slogan/moto, domain
name and mission and vision statements. Our signed partnership agreement also has a
confidentiality and non-disclosure clause placed on the coverage and it applied to our business
plan and contracts for our each staff to secure privileged information and our business highly
sensitive secretes.
Insurance
Workers compensation: Policy No. 105767601 for 31 workers against expected wages $ 1.2
Million for the current year (January 2018 up to 31st December 2018)
Public liability insurance: Policy No. GA125011109BUSP, Issue date: 30 October 2017,
Expires on 30 June 2018 at 4pm. Limit of Public Liability = $ 20,000,000/-
Professional indemnity: included in overall package
Product liability: covered under Policy No. GA125011109BUSP, Issue date: 30 October 2017,
Expires on 30 June 2018 at 4pm. Limit of Product Liability = $ 20,000,000/-
Business assets: Yes, purchased through a comprehensive package policy (BizCover)
Business revenue/ Interruption: Yes, purchased through a comprehensive package policy
Risk management
Identified Risk Likelihood Impact Strategy to mitigate risks/
Safeguarding measures
Partnership Break Highly
unlikely
High Mutual trust building, collaborative efforts and
alternative source of capital
Food Procurement: Incorrect
decisions with regards to rate
and quantity purchased
Highly Likely High Periodic market research, establish an
intelligent order quantity program avoiding a
risk of stock out and food expiry.
Food Issuance: Uncontrolled
issuance of food inventory can
increase possibility of
pilferage and other leakages.
Likely High The following should be reconciled:
Edible items issued from store, food prepared,
food sold and food discard
Food Inventory: Loss due to
pilferage, expiry, or damage
Unlikely Medium Periodic inventory inspections and counts.
Reports on inventory status (purchase dates,
expiries).

Identified Risk Likelihood Impact Strategy to mitigate risks/
Safeguarding measures
Revenue & Billing: Food sold
may not be recorded or billed
at incorrect rates.
Unlikely Low POS system, CCTV cameras, system generated
invoices, surprise inspections of restaurants to
reconcile order. Booked with the table
occupied. Ensuring the accuracy of system
prices.
Cash Misappropriation:
Customer Payments are
always susceptibility to
embezzlement.
Highly Likely High Place CCTV cameras at the cash counter.
Reconcile bills with the payments received at
the day end.
Serious accident Unlikely Medium to High Thoroughly train employees about safety
procedures, alcohol service, equipment
handling
Leaks of sensitive information
or cyber thefts
Unlikely High Anti-virus software, password protection for
your Wi-Fi network & Security cameras
Extensive property damage Highly
unlikely
High Keep a clean kitchen, Clear the clutter, Shore
up indoor and outdoor railings, Take extra
precautions in winter
Gear breaks down Highly
unlikely
Medium Refrigeration units, Freezers
Health and Safety risks Unlikely High Employee hygiene, health inspections, food
handling, storage, and preparation, safety
equipment, code book indicating information
about handicap regulations, Ansel system
requirements, exits, emergency lighting, smoke
detectors/smoke eaters and security during
operation etc.
Product quality inconsistency Likely Medium to High Strict follow the cooking procedures and
developed system.
Food safety and cleanliness Likely Medium to High Complying with food safety regulations and
internal quality management policies
Costs associated with late and
defective delivery
Unlikely High Enforcement of internal quality management
procedures and audits
IT and Management tool
configuration integrated with
one another
Unlikely High Staff training, quality management and clear
and detailed contract with external sources
Staff intention to turnover Likely Medium to High Attractive wages, appreciation, sense of family
business and ownership, incentives for family
members
Peak hours customer services Likely Medium to High Backup cooks and storage, reward for
additional and effective customer service
Shortage in traditional
ingredients in local market
Likely Medium to High Reasonable stock, strong relation with vendors
and effective supply chain management
Business failure Likely High Keep strong bonds with customers, avoid
unexpected expenses, unrationed and higher
expectation with customers. Focused on
marketing, advertisement and networking
Legal considerations
1. Australian Consumer Law (January 2011) administered and enforced jointly by the
Australian Competition and Consumer Commission (ACCC) states:
 If your customers ask for a bill, you must provide it free of charge.
 If you give receipts, they must identify you (the supplier), your ABN and/or ACN (if any),
what was supplied, the date of supply and the price.

 Under Section 18, it is illegal for a business to engage in conduct that misleads or deceives
or is likely to mislead or deceive consumers or other businesses.
 If there is a problem with your good or service, your customer has the right to ask you
for compensation. This compensation can include a full refund, even if you have signs
saying “no refunds”
2. The Competition & Consumer Act 2010 (CCA) applies to just about every aspect of a business
including advertising, price setting, and transactions with consumers and other businesses.
3. Environment Protection Act 1997
 Retail food businesses can comply with their environment duty under the Environment
Protection Act 1997 (the Act) by acting in accordance with Australian/New Zealand
Standard (AS/NZS) 1668.1, Australian Standard (AS) 1668.2, AS 4674 and the Building
Code of Australia
 Work Health and Safety Act 2011 (ACT)
 Fair Work Act 2009
 Liquor Act 2010
Operations
Prior opening of our restaurant, we have identified all the governmental and personal
requirements and developed a comprehensive pre-opening checklist which includes:
 Organizational structure, policies, mission and vision statements
 Business and Company number, Trademark registration
 Insurance evaluation: pre-const, during const and operation
 Obtain necessary permits, bonds, liabilities and licences
 Website and mobile development and other social media accounts
 Cancellation polices, social media& completion policies, information & privacy policies,
online purchasing policies, delivery and refund polices etc.
 Cables & Wiring: burglar/ fire alarm, music/ public address, telephone line-internal,
 Code Book: handicap regulation, exists, emergency lighting, security during operation,
sprinkler system etc.
 Waste management
 Gas Service – procedures, drawings, plans, inspection, permits and installation
 Telephone Service- procedures, drawings, plans, inspection, permits and installation
 Water Service – procedures, drawings, plans, inspection, permits and installation
 Sewer Service – procedures, drawings, plans, inspection, permits and installation
 Electric Service- procedures, drawings, plans, inspection, permits and installation
 HVAC Service- procedures, drawings, plans, inspection, permits and installation
 Kitchen Design and Equipment List incl. Kitchen Utensils
 Banking selection, opening of operational, payroll counts etc.
 Graphics Design for logo, menus, stationary, letterhead, business cards, gift vouchers
 Signage and Banners: coming soon, opening date, now hiring, menu boar, hours of
business, parking lot, smoking, restroom open/closed information
 Advertising Timetable: find yellow pages cut-off dates, Evaluation local associations,
flyers, list of advertisement resources,
 Vendor List for: food, liquor, supplies, contact salespersons, credit applications of file,
list of reference, inventory, par stock & ordering forms etc.
 Outside Services: maintenance, janitorial, valet parking, pest control, plant service,
linen service, hood/flue cleaning, carpet cleaning, window washing
 Payroll: pre-opening, management, hourly
 POS System: wiring, installation, testing and commissioning and training
 Primary Vendor Selection/Approved vendor list: local contact, establishing credit,
delivery schedule, P-O-S material, initial marketing support
 Parking Lot: number of spaces, resurfacing, entrance/exits, lighting for parking lot,
valet stand/key control
 Security: robbery prevention, control access, double door safe, night drop
 First aid box

 Staffing/ Human Resources
 Establish Work Schedules
 Employee Manuals and Training
 Employee Applications & Employee New Hire Kits
 Kitchen Operations/Service Operations
 Employee Bulletin Board
 Preliminary Menu and Table Arrangement
 Guest Music
 Office Equipment, Computer System & software
 Fire Department walk through
 Environmental Health Walk through
Production process
Afghan Cameleers Restaurant will
produce its product lines for (i) dining
in and (ii) takeaway food items.
Details of these dishes are mentioned
in above Product/services section of
business plan. Our production process
is bit similar to normal restaurant
processes, detailed as below in Figure-
2 and Figure-3.
Under our management model of
restaurant food production, we will use
restaurant service as an example of
co-creative design, team work,
innovation and creativity which can
adapt to environmental changes quickly such as customers’ special demands, increase
demands etc. We will also attempt holistically to extend the outcomes of our adaptive service
model compared to other service
and manufacturing industries
involving fixed assets production
by using technology, automation
and clever staff. Through these
behavioural improvement and
team activities, we will also put
our efforts in eliminating
inefficiencies in our services,
improving customer satisfaction
and employee satisfaction, and
increasing corporate profits. Our
proposed approach is based on:
 Implement an effective service and production design loop focused on observations,
analyses, customer’s feedbacks and application in current market structure.
 Based on the concept of differentiation and position, conceive and formulate a unique
methodology for configuring kitchen and dining layout and staff arrangement, following
up with optimization and computer added services.
 Quantitatively assess the impact of environmental changes relating to restaurant service.
 Assess the views of each employee regarding customer satisfaction and assess employee
satisfaction
Figure-2:
Production Process
Figure-3: Development of Adaptive Service Model

Suppliers
Abdul and Khan’s already have well established relationship with qualified local suppliers which
can provide reasonably priced products, delivered according to the schedule at Afghan Cameleers
Restaurant. Griffith Butchery will supply us fresh meat (lambs & beef) while we will purchase
seafood items from FishCo. These two suppliers are within 10 km from our restaurant. Wines
will be supplied by Vintage Cellars and Jim Murphy’s located within 2 km from our restaurant.
We will buy spices, nuts and dry fruits from Jabel Hilal Market and daily vegetables and fruits
will be supplied by Fyshwick Fresh Food Market suppliers. Mountain Creek Wholefoods will deliver
us rice and flour.
Plant & equipment
Equipment Qty
Purchase
date
Purchase
price $
Running cost/
month $
Stove cooking range 2 07/11/2017 6,000 150
Commercial conventional Oven 1 07/11/2017 4,500 120
Grill 1 07/11/2017 3,500 90
Deep-fryer 1 07/11/2017 500 20
Reach-in cooler 2 07/11/2017 12,000 300
Custom made Walk-in cooler 1 07/11/2017 8,000 200
Freezer 1 07/11/2017 2,500 70
Food processor/ blenders 2 07/11/2017 3,000 80
Shawarma electric Machine/ skewer/slicer 1 07/11/2017 2,500 70
Ice maker 1 07/11/2017 500 20
Ice cream maker (traditional) 1 07/11/2017 300 10
Employee Hand sink Station 2 07/11/2017 1,200 -
Salad Preparation utensils Lump sum 07/11/2017 200 -
Meat, Poultry, Fish Preparation utensils Lump sum 07/11/2017 300 -
Bake Preparation utensils Lump sum 07/11/2017 200 -
Metal or plastic shelves for walk-in cooler
Lump sum 07/11/2017 500 -
Cleaning Rags
Lump sum 07/11/2017 50 -
Cleaning buckets (specifically labelled for
cleaning products)
Lump sum
07/11/2017 500
-
Rubber floor mats Lump sum 02/11/2017 3,000 -
Stainless steel hood with exhaust Lump sum 03/11/2017 4,500 -
Kitchen item such as sauté pans,
stock/soup pots, sauce pans, baking
sheets, baking pans, strainers, fryer
station, griddle station, thermometers,
tongs, spatulas ladles, chef’s knives,
whisks, mixing bowls, plastic inserts for
coolers, steam table entrée plates, pasta
bowls, appetizer plates, salad plates,
dessert plates, cutlery, spoon, forks etc.,
Lump sum 07/11/2017 40,000
-
Fire extinguishers 4 03/11/2017 1,200 -
Cables & Wiring: Burglar/Fire Alarm,
Music/Public Address Telephone Lines-
Internal, POS & Computer Lines
Lump sum 01/11/2017 4,000
-
General Cleaning Supply Lump sum 03/11/2017 1,000 -
Bathrooms supplies Lump sum 03/11/2017 200 -

We have estimated that buying of equipment will benefit us instead of renting considering three
years period. Renting these equipment’s will decrease our revenue after third years due to
increased operational cost and repairs.
Inventory
Mr. Abdul, Khan and Butt will practice sound management procedures in order to control costs,
ensure food and service quality. Afghan Cameleers Restaurant will use an item specific order
guide to track order history and maintain designed levels of products in inventory. Our
operational manager and cashier will conduct a weekly inventory to determine valuation for use
in the preparation of weekly statistical profits and loss reports. Moreover. Daily inventory will be
taken on specific items. Movement will be compared to sales data to ensure designated products
have been properly accounted for.
Equipment Qty
Purchase
date
Purchase
price $
Running cost/
month $
Table Top accessories, placemats Lump sum 03/11/2017 3,000 -
Glassware and Flatware Bar Glasses for
100 customers Lump sum 03/11/2017 1,000 -
Furniture and fittings, tables & chairs (new) 10 tables
90 chairs
02/11/2017 50,000
-
Furniture and fittings, tables & chairs- used 10 tables
10 chairs
02/11/2017 10,000
-
Front Desk arrangement Lump sum 03/11/2017 5,000 -
Window shades and Drapes 10 02/11/2017 5,000 -
Hanging light and light bulbs Lump sum 02/11/2017 5,000 -
Cabinets 5 02/11/2017 7,500 -
Cookbooks and menu Lump sum 07/11/2017 1,500
00
-
Knick-knacks in the cabinet and on top of
the cabinet
Lump sum 02/11/2017 2,500 -
Arts and fixtures, lights and Chandeliers Lump sum 15/11/2017 20,000 -
Plants, decoration, vase Lump sum 15/11/2017 10,000 -
Carpet and rugs 2,000 sq.m 02/11/2017 20,000 -
Computer, software and colour printer 1 06/11/2017 2,000 -
POS and Technical Support Equipment 1 06/11/2017 2,000 -
Fax Machine (1) & Phone(2) + Telecom (3) Lump Sum 06/11/2017 1,200 -
Security System with cameras Lump Sum 06/11/2017 15,000 -
Staff vehicle for purchase with rego (used) 2 15/11/2017 20,000 350
Delivery motorbikes (used) 2 30/11/2017 5,000 220
Staff uniform/ cultural dress 20 25/12/2017 10,000
,000
-
Sign boards and displays 5 01/11/2017 5,000 -
Printing flyers, letter heads, business cards 1,000 01/11/2017 10,000 -
HVAC (Heaters + Air conditioners) Lump sum 02/11/2017 20,000 -
Switches, piping and wiring (utilities) Lump sum 02/11/2017 10,000 -
Total Cost = 366,150 1,700
Expected Average Monthly Utilities Bills = $ 6,700 (241,200 for 3 years)

Technology (Software):
 New online ordering platforms such as Afghan Cameleers Restaurant’s website, Facebook
and its own mobile application will assist to increase delivery options. Through website,
Facebook and mobile application, customers will be able to order online and provide their
feedbacks.
 Further, we will also utilize existing platforms such as Zomato, Adzuna and Menulog for
marketing, networking and positioning amongst other restaurants and takeaways.
 Data analysis and management software i.e. POS system which is designed to provide
quick overviews of sales will assist us to capture data of customer orders and preferences.
Through it, we will understand our target audience.
 For internal employees shift management, we will use online attendance system and
order delivery scheduling system.
 We will develop our own WhatsApp for urgent communication with pictures sharing.
 All data will be stored in computer secure drive and printing of online orders will be saved
for tracking records and contact information.
We expect that these systems will automate and update food safety and quality assurance
programs to reduce risks, increase results, and gain compliance within certain guidelines in
Afghan Cameleers Restaurant.
Trading hours:
Afghan Cameleers Restaurant will open 7 days a week for lunch and dinner requiring multiple
shifts. Our General Manager Mr. Abdul and Operational Manager Mr. Sheikh will write the detailed
schedule which will be revised and adjusted in a manner allowing to increase or decrease hourly
labor according to sales volume in order to maintain a consistent labor cost control.
Our expected opening hours are as follows:
Summer Winter
October-March April to September
Monday 12:00PM to 10:PM 12:00PM to 08:PM
Tuesday 12:00PM to 10:PM 12:00PM to 08:PM
Wednesday 12:00PM to 10:PM 12:00PM to 08:PM
Thursday 12:00PM to 10:PM 12:00PM to 08:PM
Friday 12:00PM to 10:PM 12:00PM to 08:PM
Saturday 12:00PM to 12:AM 12:00PM to 10:PM
Sunday 12:00PM to 12:AM 12:00PM to 10:PM
We expect one peak event during lunch time every day work which will shift to dinner time
during weekends in summer whereas, in winter peak event will remain at lunch time all seven
days a week. Peak hour duration will remain between 12:00pm to 2:00pm in summer and winter.
While during weekends in summer, we will have two peak event in addition to dinner 07:00pm
to 09:00pm.
Proper labelling and rotation techniques, accompanied by ample storage facilities will ensure that
high quality prepared traditional food products will be sufficiently available to meet the demands
during peak business hours. Replenishment and ongoing preparation will continue during off
peak business hours. Our operational manager and Cashier will be responsible for ordering,
receiving and maintaining sufficient inventory to meet production demands. Ordering schedules
will be staggered with perishable products being ordered multiple times per week to preserve
freshness. Standard grocery and supply orders will be ordered less often, according to a
predetermined schedule and storage capacity. Mr. Sheikh will rely on operational checklists to
verify that each work shift has been properly prepared for and to insure the operational standards
are followed before, during and after work shifts.

Communication channels: Afghan Cameleers Restaurant’s customer will be able to
communicate through telephone, fax and text. Further, website, Facebook, tweeter, Instagram
and mobile application will also provide an easy, frequent and effective way to contact and place
orders and share feedbacks. Owning ‘www.afghancameleersrestaurant.com.au’ registered
domain will also provide alternative communication channel for valuable customers and
employees. Our website will be our virtual business card and portfolio for the company, simple,
classy and well designed. Our website will offer our menus, prices, reviews and happenings at
our restaurant. Our Social media manager will look after all communication channels and ensure
effective marketing of new restaurant’s mission and vision.
Payment types accepted: We will accept cash, credit, gift cards, PayPal at Afghan Cameleers
Restaurant. Afghan Cameleers Restaurant will prioritize PayPal option at first rank for its online
card transaction because it provides a safe and secure means of collecting payments via the
Internet. We will also include a note on our online payment policies “All online credit card
transactions performed on this site using the PayPal are secured payments”.
Payment will not be processed until we have received all relevant information required for
processing to be completed. The processing of payment for orders placed on a weekend or a
Public holiday will not begin until the next working day. We will not encourage payments via
paper cheques. We will contact our bank which is good resource for credit card merchant status
and for setting policies regarding the acceptance of personal checks. We will strongly encourage
our customers, vendors and suppliers to accept electronic payments.
Credit policy: We will accept payments through credit cards above $10 and below $500. Above
this credit upper limit, we will request customer to pay a portion of the amount due in advance.
We will not accept international credit cards, we accept Australian credit cards only. We will not
accept credit cards from visitors and tourists. We will process Credit cards payments when our
customers will checkout from the product order screen. Further, will not be responsible for any
damages, consequential losses (whether direct or indirect) suffered by a customer whose credit
card is fraudulently used or is used in an unauthorised manner. For the large bills more than
$100, we will apply our internal policies to get the customers information before making a credit
decision. And we will place it on our menu and at the cahier point. Under privacy policies we will
not disclose any information about our customer without his/her consent. To be more secure
about the credits, our invoice will have all the necessary details like invoice number, date,
customer table number, complete description of product and service provided and total amount
due with payment terms and due date indicating early-payment incentives or late payment
penalties.
Our credit policy includes a clear 30 days collection strategy. For table reservation, we will
require a minimum of 24 hours’ notice for any cancellations. Failure to do so will incur a
cancellation fee of $50. Similarly, we will impose a 25% cancellation fee of total online orders as
we will already have started preparing ordered dishes. All cancellations must be submitted in
writing to info@ afghancameleersrestaurant.com.au
Warranties & refunds: Afghan Cameleers Restaurant warranties and refunds policies will be
according to Australian Competition & Consumer Commission (ACCC). We will positively convey
to our all customers that we want them to be completely happy with our unique taste and service
however, if something’s up and not 100% satisfied with the quality of their order, then either
we will refund or gladly swap their meal for a new one of the same or lesser value, or provide
them with a gift voucher to the value of their ordered meal to use towards any future orders
with us (valid for one year).
Quality control: Management of Afghan Cameleers Restaurant highly believe that the success
or failure of this project is tied to the quality of the product, service and environment. We well
understand that all customers expect from us a completely fresh and tastefully food prepared
under great chef’s command and ethnic recipes. We will provide our customers an impeccable
service from knowledgeable staff, and traditional themed environment that is attractive, clean
and comfortable. Addressing the quality and safety of food will require our collaborative efforts,
following scientifically valid laws and local regulations to meet the challenges and risks. Our
selected and trained staff will understand and meet the regulatory requirements for addressing

food risks, and take the steps to promote cost efficient and effective quality control systems in
the production, processing, storage, distribution and sale of foods. Other than local regulations
and food compliance polices, Afghan Cameleers Restaurant staff will also strictly follow company
specific quality assurance programs in place to maintain proper food handling in their food
service operations. We will focus on the following aspects of quality control elements:
 Great Value and Food Safety
 Food Production and Services
 Production/ environmental sanitation
 Training of Employees
 Staff Management
 Supplier risk assessment
We will review of the collected data from POS system and other feedback communications
channels for further define and develop strategies to mitigate risks. We will adopt effective SOPs
and quality assurance/ quality compliance strategies that are associated with food safety and
risk mitigation as per ACCC.
Memberships & affiliations: We have plan to seek membership after our inauguration with
the following organizations:
1. Restaurant & Catering Industry Association Australia (R&CA), membership fee for $635
2. Australian Food and Grocery Council (AFGC), we anticipate $600 membership fee
Sustainability plan
Environmental/resource impacts
We are conscious both about in-restaurant environment as well as out-restaurant environment
impacts on social and environment. We already know that our restaurant environment is a
complex mix of tangible and intangible restaurant resources and ambient conditions such as
(temperature, air quality, noise, music, odor, etc.), spatial layout and functionality (layout,
equipment, furnishings, etc.), and signs, symbols, and artefacts (signage, personal artefacts,
style of decor, etc.). These factors will be controlled by high quality of food and experienced
service provided by our selected staff. However, based on the local food industry and
environment, health standards and regulations, we have analysed the environment in details to
ensure Afghan Cameleers Restaurant is environmental friendly as well as suitable. We have
considered direct environmental impacts which includes effects of our provided service itself
e.g., energy use, air emission and water emissions, solid waste generation (food waste and
packaging materials) during the food processes and servings.
We anticipate daily:
 Solid waste generation in shape of pre-and-post consumer food wastage, packaging
material and cardboard, paper, plastics, steel, aluminium, glass, and wood (drinks
bottles). We will implement a proper and effective waste management system to control
and ensure waste transfer and disposal to ultimate location involving our own employees
(within the boundary) and then through ACT employed staff for final collection and
disposal.
 Air emission which would not be significant sources of air pollution due to proper and
regulated vent hood systems meeting the Ambient Air Quality Standards under
Environment Protection Act 1997.
 Indoor air pollution in shape of cooking whiffs and tobacco smoke (second-hand smoke).
By providing proper isolation between kitchen and dining area and no-smoking restaurant
environment will avoid this internal environmental nuisance.
 Water emission at point source will be treated as water pollution but it will not be
significant to trigger the permitting and operating requirements. We will provide oil/
grease trap and necessary structures to collect all the kitchen waste prior discharging
into municipal sanitary sewer systems

 Food safety and food hygiene to avoid any foodborne illnesses. We will ensure food safety
at all stages from food processing to food serving and disposal which will help us to avoid
E. Coli contamination and transmission of foodborne pathogens
 Refrigerants, we will not buy any local and international cooling machine with
Chlorofluorocarbons (CFCs) as synthetic cooling agent.
Our previous observations and existing market data confirm that 6-7% of consumers
consider a product's environmental impact as a primary factor in their buying decision. For
most consumers, though, the environmental attributes of food products constitute only one
of many criteria (e.g., price, quality, brand recognition, convenience, taste, appearance,
availability, cleanliness) considered in their purchasing decisions. And further, the best
evidence of the impact of consumer preferences for environmentally friendly food products
is the increased popularity of the natural foods market generally, and the organic foods
market, specifically. Therefore, our menus will be designed in such a way that in addition to
food information, our customers will also receive valuable information about the
environmental attributes of our produced food products. We know that communicating
environmental information about food products is diffic ult however, in addition to advertising
and labelling of food products, our system will inform our customers through the description
of the meals they serve, either through information provision on menus or within restaurants
(e.g. displays at a counter of fresh, organic and gluten free food) to better promote and
display environmentally friendly products.
Community impact & engagement
We believe that complying the Environment Protection Act 1997, we will be in position to avoid
any harm to internal and external environment to our customers and local community. We have
plan to utilize Afghan Cameleers Restaurant also for cultures sharing as well as communicating
our environmental friendly image. Through our menus, signings and social media we will
segment our business from other restaurant by sharing information of food and educating our
customers. Afghan Cameleers Restaurant’s design factor will create a positive atmosphere to
attract customers to visit it and then aroma of our traditional and authentic food will arise their
desires of diversified tastes. Our talented staff particular managers will maintain and influence
perceived restaurant quality as distinct positioning and marketing tools such as friendly and
excellent customer service, aesthetics, presentation and communications.
Risks/constraints
By implanting our internal health & safety policies and following the relevant governmental
regulations we are sure to control in-environmental risks however, we have identified other
constraints caused by frequent extreme weather, decreased demand, global impacts and
increased costs, uneven quality of our products and inconsistent service, sophistication of our
special menus, reasonableness of delivery deadline, inexperienced staff, insufficient trainings,
over load and work pressure etc.
Strategies
In addition to complying with the Environment Protection Guidelines for business and
industry including relevant environmental legislation and codes of practice affecting ACT
businesses, we will also have our internal environmental management processes focusing on
‘green business’, developed by our general manager and operational manager based on their
previous experiences. We will attempt to lowering carbon footprint, reducing level of wastage
and becoming more sustainable which may result in energy savings, spending less on inputs,
and creating a positive impression in our customers’ minds. We will at least conduct one time
food safety program audit during first year (2018) for advisory or regulatory purposes,
undertaken by external certified auditor.

Action plan
Sustainability milestone Target Target date
Go green by using solar energy 10% increase December 2018
Water consumption 10% reduction October 2018
Increase organic food consumption (healthier menu) 10% increase October 2018
Reduce carbon footprint by using electronic media 10% reduction December 2018
Increase staff productively and creativity 20% increase November 2018
Waste management (waste diversion, recycling) 20% increase December 2018
Sustainable supply chain 20% increase November 2018
The Market
Market research
‘Restaurant, café and catering industry is in great shape’, the recent Australian Bureau of
Statistics (ABS) has reported astounding turnover of $1,587 million, which was 19.3 per cent
up. In comparison, the all of retail was increased by 0.5 per showing t hat the consumers are
eating out more than ever. Association has also estimated that the Australian consumers are
now dining out between 2.3 and 2.5 times a week which is an extra dining occasion per week
against 2002 figures. If only levels of profitability were rising at the same rate, R&C has
estimated the net profit for an average restaurant to around 2.8 per cent. The increase appears
to be due to the aging population.
According to Australian Bureau of Statistics 2012 R&CA (Restaurant & Catering Australia) form
around 33,000 restaurants, café, catering and take away business are present within Australia
in which about 2,930 registered food businesses are being operated in Australian Capital
Territory (Back, 2016). Further, almost 30 Pakistani/ Indian food restaurants are currently in
operation in Australian Capital Territory. Almost every restaurant has home delivery and take
away service along with dining in with different thematic schemes of their services.
enjoy this convenience with their families, friends, colleagues and business partners. Lunch
(whole year) and Dinner (in summer) are popular, as workers and business owners often choose
not to brown bag midday meals. Choosing healthy, tasty versatile, low-fat food is a concern, but
studies have shown that people are ambivalent about it and continue to choose high-fat foods
to complete their desires of experiments and taste loyalty. The menu will address this by
preparing favourites in such a way that people won’t realize that much of the unhealthy fat has
been removed in the served traditional dishes at Afghan Cameleers Restaurant.
We also made our research about the current market trend in the food and rest aurant industry
which indicate top trends as follows:
 Locally sourced meats and seafood
 Locally grown product
 Sustainability as a culinary themes
 Nutritious kids’ dishes
 Gluten-free allergy conscious items
 Back to basics cuisine
 Farm brand ingredients

Market targets
Based on our demographic research, customers’ buying behaviour and market segmentation,
we anticipate that customer’s loyalty and retention will comparatively be achieved in short
duration (anticipated first 6 month and maximum 12 months). Afghan Cameleers Restaurant
will be sharing around eighty five (85) different tastes grouped in 12 food categories. We expect
At least 50% of products from each line will at least be prepared and served in early six months
after its opening. Remaining half products will be get famous in next six months. Overall, all
products will be served in the first year so that most demanded products and less demanded
products will be identified and new products will be launched based on the customers demand.
Prior market the idea, we have thoroughly gone through branding, packaging, labelling, Brand
name, design, features of our product and services which will differentiate Afghan Cameleers
Restaurant and make a position in local food market. We also expect at least 25 customers each
day in first month following by 7.5% increase by next 12 months leading to around 118
customers per day in December 2018. We target increase an increase by 5% in year 2 and 2%
in year 3. This will give us a revenue $2.5 Million in first year, $7.5 Million and $12.5 Million in
second and third year respectively. Accordingly, our estimated average sales per month would
be around $206,457 in first year $624,354 for second year and $1.043 Million in the third year.
Environmental/industry analysis
Canberra is an internationally recognized city for an enviable lifestyle, strong, stable economy
and business friendly environment. Canberra’s restaurants have recorded the strongest growth
in turnover in the nation, as new ventures inject vibrancy into the city’s heart. The ACT’s eateries
turned over $70.5 million in August 2016, an increase of almost 20 per cent, according to the
latest figures from the Australian Bureau of Statistics. Canberra consumers are very inconsistent.
In the recent past, less business failure is observed in high-end restaurants in Canberra because
they were able to create a special experience for dinners. It mean restaurants have to stay on
top of their game in terms of food, service and, especially in a small town like Canberra, the
“unique experience” they are providing.
Selected location for Afghan Cameleers Restaurant will be in Griffith, a suburb of South Canberra,
Australian Capital Territory with an estimated population of over 4,700 according to the 2016
Australian Statistics Report. There are around 643 businesses serving local community living in
275 hectares land of Griffith. About 73% of its population has completed Year 12 or above. 39%
of its population is working in public administration and safety departments with median total
income around $75,039 per year. Average house hold size is 2.1 persons with average monthly
household rental payment $1,660.
Overall South Canberra has approximately 27,663 population, median age= 39 years with equal
population distribution of males and females. The residential population in the immediate area
is comprised of a mixture of single family and multi-family housing with population density
around 300 persons per Sq. Km. More than a quarter of Canberra's total population 404,000
were born overseas. 28.6% of the population were born elsewhere, a large majority which come
from North-West Europe, Southern and Eastern Europe and South-East Asia. Estimated
population growth rate of Overall Canberra region is around 1.8% with controlled unemployme nt
rate of 4.5%
Further, the trend estimate rose 0.1% in August 2017. This follows a rise of 0.1% in July 2017
and a rise of 0.2% in June 2017. The seasonally adjusted estimate fell 0.6% in August 2017.
This follows a fall of 0.2% in July 2017 and a rise of 0.2% in June 2017.The seasonally adjusted
estimate for company gross operating profits fell 4.5% in the June quarter 2017. The seasonally
adjusted estimate for wages and salaries rose 1.2% in the June quarter 2017.
enjoy this convenience with their families, friends, colleagues and business partners. Therefore,
we are expecting a positive and natural response towards our new restaurant. Initially, we will
market and advertise more to expand our brand and publicity in Canberra people. Afghan
Cameleers Restaurant’s Social Media Manager will be in charge of marketing, advertisement and

public relations to achieve our goals and position our brand name with its uniqueness. We
consider that our launching pricing is already reasonable and competitive with the existing
market matching with consumer behaviour therefore, we are not anticipating price skimming in
any of our product line pricing. We will adjust our pricing later but at the initial stage, our focus
will be on market penetration pricing through winning value proposition.
Your customers
Customer demographics
Afghan Cameleers Restaurant will have no demographic segmentation or discrimination and it
will target customers of all ages regardless of gender, religion and other demographic
characteristics. The philosophy and product-oriented definition of this restaurant is based on
fresh, authentic, cultural, organic nutrition appealing healthy dietary practises which is its value
proposition. Market based advanced definition is imagined to ‘a restaurant, a home of excellent
quality healthy food serving in a traditional style assuring customers’ satisfaction in its greater
value’. This would later serve as influencer by itself on deciders and buyers. Being a new
restaurant in local market, early sales, services, early adopters and innovators’ feedback and
customers’ reviews will be important during the product development and market penetration
stages. The consumers’ attitudes and preferences is already known based on the comparative
analysis of existing restaurants revealing people confidence on outdoor dining and encouraging
new tastes.
Age & Gender: Afghan Cameleers Restaurant will welcome its customers of all ages irrespective
of gender, sex orientation and ethnic values. Restaurant will have special customized menus and
deals for kids however, chefs can also make food according to customer’s preference.
Family Size and Group: Special discount will be offer if a customer will come with at least five-
member group or family. Afghan Cameleers Restaurant will serve a cost -efficient menu for such
groups which will also offer customers a variety of traditional dishes within a reasonable prices.
Nationality and Race: Afghan Cameleers Restaurant will try to attract all nationality people
especially. Based on the population and local eating habits, it is expected that Afghan Cameleers
Restaurant will be entertaining more Australian customers than Asians and Arabs.
Religion and Belief: Afghan Cameleers Restaurant invites people from all religious a non-
religious background as food will be served in this restaurant not the faith and no segmented
groups will be welcomed to avoid disturbance to other groups. However, during Ramadan
especially focus will be on Muslims for ‘ Iftar’ (fasting).
Climate: As per Australian Climate statistics, Canberra has a relatively dry continental climate.
In January, the warmest month, the average hot temperature is approximately 28° C while
temperature drops down below zero in July, the coldest month when average high is only about
11° C. Overall, environment of Canberra is favourable for outdoor and indoor dining and people
do love eating in both seasons. Afghan Cameleers Restaurant selection of food will be varying
for different seasons depending upon the moods and needs of customers.
Cultural: Cultural values are one of the best Macro environment asset for Afghan Cameleers
Restaurant which will affect the business activities positively and negatively. In case of any
abolishing program for temporary skilled visas or boycotting foreign foods then this restaurant
might lose fame and leading towards valuable customers’ loss.
Behavioural Factors: Canberra people do enjoy a decent quality and healthy meal without the
mess of making it themselves during the weekends and many working class around the city
centre also visit restaurants during lunch time. It has also been observed that online orders and
online booking is common now a days and important meetings with external clients generally
held outside office boundaries while enjoying lunch. Most of the working class do like to have a
good proportion of meal in single order so value matters in terms of quality and quantity.

Target customers
We are clear that Afghan Cameleers Restaurant will have no demographic segmentation or
discrimination however we are also aware that not every message will work on every person
based on too many factors including demographic, cultural, qualification, income, purchasing
power, residences, family status, age and gender etc. therefore, it's still useful to get the big-
picture view of our target consumers. Our foods are traditional, medium to high spices will be
geared towards seniors as compared to teens and old age people. To develop a belief in our
customers that we will treat them individual and understand their lifestyle, we will be flexible on
customization, and personalization.
Key customers
We have identified and segmented our key customers into four main categories with respect to
their living, professions and qualifications as follows:
 Business Owners & Workers
 Local Griffith Residents
 Tourists
 Others (visitors and players)
Our focal customers with their differentiated traits are as under:
 Gen X, born 1965 to 1980: higher purchasing power, settled in their lives, high qualified
 Gen Y (millennials or echo boomers), born 1981 to 1995: born and live in internet era
especially, responsive to internet campaigns is our online orders and takeaway target
We will welcome all customers including greatest generation and boomers but our anticipated
sales targeted customers are Generation X and Generation Y.
Customer management
Customer relationship management has become important for the business with the new
marketing approach to adapt their business ac tivities to reach towards their customers and build
the strong relationships, networks and interactions with customers. When customers are
understood, their needs, purchasing behaviour, and preferences everything else becomes easier
to navigate. Customer is not just about installing software or automating customer touch points.
It is about the reinvention of our enterprises around the customer and becoming customer-
centric. We will use Customer Relationship Management (CRM) applications such as Clevertim
and Insightly for contacts management; Nutshell and SalesforceIQ for Conversations
management; Zoho CRM and HubSpot CRM from Leads and Deals management . We highly
believe that these technological change will foster a strong connection with our customers
outside of Afghan Cameleers Restaurant by sending messages to our customers such as coupons
or advertisements through mail or email which in turn encourage the customer to take an action,
return for a visit, or even check out social media channels such as business Facebook or Twitter
pages. CRM creates action by encouraging the customer to become regulars. We will test these
applications on our selected staff and based on their performance during initial selection and
their working experience with these application; final decision about selected applications will be
made by management.

Afghan Cameleers Restaurant Business Plan 2017
S.W.O.T. analysis
Strengths Weaknesses
 Name and logo of resultant simply signifies the origin and nature of the
restaurant brand name representing Australian history.
 Only restaurant providing authentic Afghani and Arabian food in Canberra.
 Product differentiation highlighting robust marketing orientation,commitment to
high quality, products variety and customers’ services.
 Highly trained staffwith strong background oftraditionalfoodshaving wide range
expertise with guaranteed customer attentions.
 Aesthetically unique by its touchy themes,decorations,traditional interior design
as representative of multicultural integrated with Australian history.
 High-quality food offerings of organic, low cholesterols that exceed competitors’
offerings in all three factors i.e. quality, presentation, and price’
 Easy payments plans and promotions for students, pensioners and large families
 Prime location with easy access for its customers and vendors

 Recruiting and retaining quality employees
 Lack of brand awareness due to its new launching
 Seasonal food product line creates bottlenecks in productivity
and cash flow
 Single operation without any branches
Opportunities Threats
 Growing market with little barrier to enter allows for immediate business
opportunities
 Increasing sales opportunities in take-out business due to its location nearer to
offices.
 Diverse menu designs can be added on higher demand in its products line.
 The ability to spread overhead amongst multiple vendors to reduce debts and
revenue per store.
 Extended operational hours during Ramadan depending upon customers’
feedback.
 To retain staff, pressure to increase wages with the increase
in business.
 Competition from other traditional food restaurants and other
promotional activities will be strong
 Government mandates (restaurant operation,food safety,and
worker protection at the federal level and health, sanitation,
safety, fire at the local level)
 Rising operating costs
 Consumers that still believe that meals at home are healthier
than those prepared in restaurants.
 Social changes to more balanced meal including fruits and
vegetables in servings

Your competitors
In reality, Afghan Cameleers Restaurant will be compete with companies that serve meals or prepared foods, including grocery stores,
warehouse clubs, delis, and convenience stores which are in addition to other restaurants and traditional home cooking as well.
Competitors’ details
Competitor
Established
date
Size*
Market
share (%)
**
Value to
customers
Strengths Weaknesses
Koochi Afghan
Café
January 2013,
Gungahlin, ACT
(25 Km away)
10 2% Middle Eastern
Afghani restaurant,
taste variety, lower
price
Lower Price, loyal Arab and
Muslim community living in
its vicinity Gungahlin, ACT
Restaurant size, limited
food variety, concentrated
hilal food customers,
technological disparity
Saffron
Restaurant
2013
Kingston, ACT
(1.5 km away)
35 4% High quality and
service
Menu, Lebanese and
Mediterranean cuisine,
award winning chef owns it,
awards for excellence
Vegetarian food, small
servings for price,
overpriced drinks
Mister Zee's
Middle Eastern
Charcoal Chicken
& Grill Restaurant
January 2016
Bunda St, City
(7 km away)
25 6% Good quality and
service
Menu, Lebanese cuisine Small portion, higher
pricings,
Yummy Yalla
Restaurant
December
2016
Philip, ACT
(10 km away)
20 3% Price, Lebanese
entertainment
Lebanese cuisine, Price,
loyal Lebanese community
Quality, limited food
variety capturing mostly
Lebanese customers.
Ottoman Cuisine January 2013
Burton, ACT
(3 km away)
30 5% Turkish taste,
Value
Chef is owner and awarded
in Turkish food. Outdoor
landscaping better view
Segmented market
focused on Turkish, poor
social media
* Values are estimated based on personal perception through number of reviews and provided information on social media.
** Assumed values comparative to each other’s considering only restaurant’s industry in Canberra.

Advertising & sales
Advertising & promotional strategy: Afghan Cameleers Restaurant will create its brand awareness by personal relationship, direct
marketing, and digital media and through paper media as flyers. Afghan Cameleers Restaurant will have following marketing promotional
media to achieve its publicity goals and financial objective at its initial stage in the first 12 months.
Planned promotion
/advertising type
Expected business improvement Cost
($)
Target date
Electronic Media (website,
Facebook, Instagram, Tweeter,
Hashtag, blogs, Partner Up With
Delivery Services etc.)
Through foodie Phots on Instagram and presenting hotel features, visitors review
and appreciating comments, staff and management pictures participating in
social and welfare events, highlighting special offers and promotions will certainly
pull more customers. These days’ social media marketing is cheaper than ever
before and has emerged as the most effective area of creating brand awareness.
An electronic media is the very best way to promote your restaurant online is
with high-quality, drool-inducing photos. Visual content is in high demand online
these days, and having delicious looking photos on your website and across
various social media outlets is essential for drawing hungry eyes.
10,000 November, 2017
(Continuous
Operation,
following-up and
networking with
customers and
community)
Print Media (local newspapers,
magazines)
Canberra Times and Cornicles newspaper is very effective for spreading
information amongst the local readers. Advertisement will be posted in the
Canberra week’s magazine.
10,000 December, 2017
Direct Marketing, Word-of-mouth/
in-store marketing
Direct Marketing is chosen as most effective marketing tools to raise brand
awareness for Afghan Cameleers Restaurant in the local market. Many events will
take place in its vicinity in Canberra City Centre where, families and friends meet
each other in mass get together. Afghan Cameleers Restaurant will take this
advantage and set up a temporary outlet/ food stall for spreading its brand
awareness. As part of pushing marketing technique, free food sample can be
distributed for taste and this can be happened in many places within ACT
premises such as during Cricket, football and soccer match at Manuka Oval; City
Centre during the Enlighten Canberra and Cultural Festival. Further Colour Fest,
Australia Day and other event such as Christmas it can expand its brand under
direct marketing
20,000 January 2018
To
March 2018
Customer Services and Creating
Database
Afghan Cameleers Restaurant will be creating a data base of its customers to
identify their needs, expectations and demands. It will also help them to share
promotions, discount coupons and greeting them on holy events and on their
birthdays. Attractive offers will be offered to valuable customers on their
matrimonial and birthday events.
5,000 December 2018
Total Cost on Advertisement and Promotion Activities in the first year of ACR business = $ 45,000

Sales & marketing objectives
Afghan Cameleers Restaurant sales and marketing strategies will be simple. We intend to succeed by giving our customers a combination
of excellent, interesting, traditional, delicious, authentic food in a pleasing comfortable environment that appeals to a wide and varied group
of our target market. We all will focus on maintaining high quality and establishing a strong identity in our community by connecting through
integration of cultures & history and social linkages. Our main focus in marketing will be to increase customer awareness in the surrounding
communities. We will direct all of our tactics and programs toward the goal of explaining who we are and what we do. We will keep our
standards high and execute the concept so that word-of-mouth will be our main marketing force. An exciting and friendly restaurant, we
will be the talk of the town. Therefore, the execution of our concept is the most critical element of our plan. All menu items are moderately
priced for the area. While we are not striving to be the lowest-priced restaurant, we are aiming to be the value leader.
Our sales plan is to establish and maintain position with our local customers. The strategy is to build more customers in order to increase
revenue. Sales in our business is client service. It is repeat business. We will focus on making all our customers happy with our food, service
and entertainment options. Our strategy in the restaurant is to have an experienced staff that know the food, wine and liquor. We will train
every new employee so they will fit in with Gabri's concept, which is "Wonderful food, reasonably-priced wine and knowledgeable service in
an outstanding atmosphere."
Unique selling position
Firstly, high quality of authentic and traditional Afghani and Arabian cuisine in cultural themed dining environment served by waiter and
waitress wearing Afghani and Arabian traditional cloths. Secondly, easy payments plans and promotions for students, pensioner, veterans
and people with special needs will attract customers.
Our competitive edge is the menu, the chef, the environment, the management, the service and our friendly place! We will have an
international menu and our food will be made with the freshest ingredients and produce available. The chef has an excellent t aste for what
fine dining is and requires. Our environment is elegant and comfortable and our decor is warm and relaxing. Great service is very important
to us. The management and servers will handle every detail to make customer's special evening even more special! All this and our great
atmosphere will make customers want to come back again and again.
Sales & distribution channels
Based on our previous food and service industry experience, we are well familiar that to increase our sales we must have multiple channels
which will take advantage of more than one channel to optimize your outreach to consumers. Accordingly, we will also use our mobile application,
social media, and emerging communication technologies (third parties distribution channels) to bring additional marketing channels into play. Details of
our sales and distribution channels plan is as under:

Channel type
Products/ser
vices
Percentage
of sales (%)
Advantages Disadvantages
Shopfront, Direct
Sales
Most of our
products except
Special
Takeaway/
Pides,
Shawarma,
55% The direct sales channel will allows us to
contact our customers without any
intermediaries through visits, mail order or
online and have complete control over
presentation of our offers, customer services
and products’ pricing
We consider that if we will not use other
distribution channels then in case of
demand fluctuation, chances of our
employees will sometimes be overloaded
and at other times have little work.
Therefore, we plan for our service
capacity to exceed expected direct sales
and use other channels to fill in the gaps.
Traditional
telephone and fax
Special/ Chef
Secrets,
Starters/ Grills,
sides
Vegetarian, Rice
and Bread
20% Telephone reservations will give Afghan
Cameleers Restaurant more control over the
way the employees take bookings and allow
them to have a personal connection with their
customers. For peak hours, we plan to handle
customers’ calls directly by a dedicated
reservation call center located at our
restaurant.
During busy times, it may be difficult to
take reservations because of other
demands on restaurant staff. From a
customer perspective, telephone
reservations may be seen as problematic
because of restricted hours, difficulty in
calling the restaurant during busy periods
and sometimes inconsistent service.
Online and mobile
through own
website, social
media applications
Special/ Chef
Secrets,
Starters/ Grills,
Vegetarian, Rice
and Bread
15% We will use our website taking reservations to
give our customers the convenience of making
reservations at any time but also control the
restaurant information that is provided to the
customer. In addition, customers do not see
information on competing restaurants. Mobile
application and social media linkages such as
Facebook, Instagram will also offer additional
services such as electronic reservation books,
guest history systems and table management
systems that surely be very beneficial to
Afghan Cameleers Restaurant. These electronic
reservations books help us to keep better track
of reservations and allows our restaurant to
better control availability. We can also track
down each customers’ preferences and thus
will help personalize their service.
No contact with our customers directly to
share our values which is our physical
customer services. We consider that
customers might be distracted by the
reviews comments by our competitors
and other unsatisfied customers.

Channel type
Products/ser
vices
Percentage
of sales (%)
Advantages Disadvantages
Online and mobile
through general
third-party
reservations sites
or applications
Special/ Chef
Secrets,
Starters/ Grills,
Vegetarian, Rice
and Bread
10% Reservations are fairly easy to make through
third-party reservations sites or applications.
When a reservation is made, an email
confirmation will immediately be sent to both
the customer and our restaurant. Reservations
can be made 24 hours a day and are
transferred directly to the restaurant.
Customer will be served then on his preferred
time as per restaurants’ operation timing.
Restaurant operators have the option of
putting all or some of their table inventory
online. Since customers are not
contacting the restaurant directly,
therefore we consider that there may be a
loss of personal connection with the
restaurant and customers can also be
distracted by our competitors using the
same platform.

The Future
Vision statement
 Within the next one year Afghan Cameleers Restaurant will be famous to be the only authentic place both in quality and services with
its best staff and fresh food items (mostly organic and gluten free), purchased locally.
 To outstand in local market for its comfortable environment and friendly yet un-intrusive service to a high volume of customers through
effective teamwork and communication.
 Our staff is our asset, protector of our vision and mission holding our values and our culture.
 To provide all who work with us the tools to be their best in a warm friendly, co-operative, and rewarding environment.
Mission statement
To provide an incomparable unique relaxing dining experience that nourishes our customers’ grown-up tastes through authentic Afghani &
traditional Arabic cuisines while sharing cultures and histories by keeping our distinguished concepts fresh, exciting and competitive in local
food service industry.
Goals/objectives
The initial objectives of Afghan Cameleers Restaurant are market penetration following by the sales increase keeping original customers
intact. Following the primary objectives, goals of its business plan are as follows:
 To be a leading traditional home style Afghani and Arab restaurant in South Canberra
 To provide high quality ethnic meals at competitive prices with its unique and classic service
 Make intellectual property more valuable with secret trade mark
 Providing necessary training to staff
Action plan
Please note: This table does not include sustainability milestones as they are listed in the sustainability section above.

Milestones Date of expected
completion (2017)
Person responsible
Signing mutual partnership agreement Already signed in August All three business partners
Necessary Registrations (names, brand, logo, moto, domain
etc.) complete
September 01 to 30 All three business partners
Finalizing lease and signing contract (for minimum three
years)
October 10 All three business partners
Banking selection, opening of operational, payroll accounts November 01 All three business partners
Designing of website, mobile application, Facebook, leaflets,
logo and graphic designing
October 13 –November 01 All three business partners
Insurances, licenses and liabilities complete October 30 All three business partners
Renovation and repairs October 10 to November 01 All three business partners
Hiring management key players November 01 All three business partners
Networking, relations with local farmers and suppliers and
vendors selections
October 01 to November 30 All three business partners + Operational
Manager & Social Media Manager
Menu finalization and necessary modifications November 05 Chief Chef, Operational Manager &
General Manager
Finalizing Promotion strategies November 05 Finance Manager, Operational Manager &
General Manager
Purchase of all necessary equipment’s November 03 to 07 Cashier, Finance Manager, Operational
Manager & General Manager
Starting publicity and social advertisement November 03 to December 30 Social Media Manager, Marketing
Manager, Operational & General Manager
Hiring paraprofessional staff and necessary training November 20 to December 15 Chief Chef, Operational Manager &
General Manager
Grand Opening January 01 2018 All three business partners

The Finances
Key objectives & financial review
Financial objectives
 Keeping food cost under 50% revenue.
 Keeping employee labor cost between 20-30% of revenue.
 Sales of $2.5 Million in the first year, more than $5 million in the second year
 Achieve 12% return on investment to investors for the first two years
 Profitability in the second year and more than 30% by third year
 To achieve Prime Cost Ratios lower than 65% in the fifth year
 Achieve cover ratios of 1.00X at each lunch and dinner serving
 An increased production per month by 7.5% in the first year following by 5% & 2%
Finance required
$1.75 Million of funding is needed over the next three year for renovations, furniture, kitchen equipment, liquor license, food & restaurant
supplies, legal fees, working capital, marketing and personnel including all interests’ rates. We three partners have half million $ in bank
and $250,000 in shape of bond which will be matured in December 2017. We have very strong family bonds with our relatives and based
on our initial discussion with our family members, we are expecting a lower interest rate loan about $566,150 (11.65%) which we will have
to return back within first year. We would prefer to take loan from our family members and closer friends to even support them under social
entrepreneurship. Based on our initial financial calculation, we will be in need of funds after June 2018 and hence $ 150,000 loan will be
taken through our credit card at 15% interest rate. As two of our partners are full time employees in their jobs therefore, Yasir and Matar
will invest further $60,000 in October 2018 as per their current saving and wages in their current positions. Yasir and Matar will not be
taking any additional profit on this contribution. Our profit ratio as fixed in our contract will remain unchanged i.e. 50% of overall business
is for Abdul Majeed, 30% with Yasir and remaining 20% ownership will be with Matar. Based on the uniqueness of our restaurant, high
quality customer services and increased sales due to differentiated authentic traditional tastes, we will start looking for more funds from
business angle and crowdfunding. We anticipate to seek around $80,000 from business angle with additional business advices and reviews
in September 2018. Launching of crowd funding on local crowd funding site such as Kickstarter will be carried out in June 2018 after initial
brand development and achieving reasonable net promotor rates through social media, restaurant website sand mobile application etc. We
are expecting to achieve $ 50,000 in November 2018 to invest in our business from crowdfunding with free delivery offer up to one year.
Based on the above information, Abdul will invest $500,000 (29%), Yasir’s financial contribution will be $180,000 (10%) and Matar’s
investment is $130,000 (7%) of the total project cost. Our families’ members’ lower interest loan will add $632,150 (36%), credit card loan
(10%), Business angle (5%) and crowdfunding (3%) of the total expenses $ 1.75 Million including all interests ($98,450) in three (3) years.
These financial contribution will be happened mostly in 2018 (first year of our business operation).

-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1 2 3 4 5 6 7 8 9 10 11 12
Sales Variation (2018, 2019 &2020)
2477.5
7492.2
12525.2
2845.4
5345.9
7012.1
-367.9
1535.5
3859.2
-2000
0
2000
4000
6000
8000
10000
12000
14000
Year 2018 Year 2019 Year 2020
Sales Projection
Sales $K COGS Cost $K Net Profit $K

Assumptions
The financial tables on the subsequent pages are based on the assumptions listed below:
 We assume that there are no unforeseen changes in the expectancy in the popularity of our restaurant.
 We assume access to investments and financing are sufficient to maintain and fulfil our financial plan as shown in the tables.
 Interest rate 15% on credit card loan constant for return period of one year
 Unchanged tax rate of 30%
 Unchanged GST of 10% through our the financial analysis period of three years
 Minimum superannuation of 9.5% unchanged up to December 2020
 Inflation 5% in product purchase and 10% increase in services fees
 10% annual increment to all employees
 Three partners will share profit as per agreed proportion of 50%, 30% and 20%
 Financial analysis is based on 12 products categories instead of individual products.
 Seeling and purchase price of group products are considered covering price slab i.e. starting price of the product category in January,
average of minimum and maximum product price in June and maximum product price in December to cover impact of all product
price variation as per menu.
 Sales patterns are taken from available information and accordingly, minimum sale will occur in June and July following by January.
Sale will start increasing from August to November and then start dropping in December. A sudden decline in sales will occur in
January due to local holidays and outflows of local population.
 All employees are trust worthy and there is no leakage of secret information and recipes to competitor
 Leaving of one employee will not impact in sales and business services.

Start-up costs for 2017

Balance sheet forecast

Profit and loss forecast

Expected cash flow

Break-even analysis
Due to our higher capital and staff salaries as compared to sales, we will not be able to achieve breakeven all of our products in very first
year of Afghan Cameleers Restaurant operation. In January 2019, breakeven is achieved on all 12 product categories. We have performed
weighted break even analysis, breakeven of all 12 categories in January 2019 in addition to Product-1 detailed break even for January
2019. We haven’t included details breakeven units and price calculations of all of our 12 products however, these are similar calculation
as of product catogiy-1.

Page 59

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Page 63
Supporting Documentation

Page 64
Assessment Rubrics and Guides
We never start a business to get out of it therefore, our business
plan does not have Exit strategy.

Complete Business Plan for A Resturant

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