BUSI 4900 Westmont College Casual Dining Designed for Sustainability Business Management Capstone Here it is what I have so far for this assignment (attach

BUSI 4900 Westmont College Casual Dining Designed for Sustainability Business Management Capstone Here it is what I have so far for this assignment (attached). Let me know what you think so far…and WHAT I REALLY WANT YOU TO DO IS PLEASE HELP ME TO COMPLETE the last part. I highlighted THIS PART on the paper. Also if you feel that (OTHER PARTS OF PAPER) it is lacking in areas, please polish the paper so that It can get the first perfect score by this very very strict professor.

BUT THE MAIN GOAL IS TO FOCUS ON THE LAST PART OF THE PAPER. I would like for you to write at least three paragraphs for that part. And you also need to find or create some sort of graph or diagram and put it under appendix C. WHEN COMPLETING THIS PART MAKE SURE TO USE EVIDENCE AND LIST THE SOURCES THAT YOU ARE USING (especially the source of where you got the diagram/graph from)

Basically in this FINAL (your designated task) portion of the paper: You will be completing this portion and you will basically need to write a 3 year plan for the business. Onto the document that I have already attached. It needs to be At least a couple of pages long. And remember for this 3 year path plan, you have to include some sort of graph or diagram. Your essay and research needs to include a 12, 24 and 36 month road map!!!!!! Please make it very high quality.

So TUTOR ARE YOU READY FOR THIS BIG TASK? Do you think you can do this last part for me to help finish this difficult course?

I MUST ADD that IF you DECIDE TO add or delete something in the content that is there could you please let me know? THANKS EATERNITY – CAUSAL DINING DESIGNED FOR SUSTAINABILITY
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Action Plans
An action plan is essential part of our strategic planning process and it will help us stay
on trac towards reaching our objectives. Our main goals are to brand our restaurant, provide
superior customer experience, establish relationships with local suppliers, and partner with local
charitable organizations. To achieve these objectives, we will first need to allocate
responsibilities among top executives. As we have three partners, it would be feasible that each
partner has the responsibility for developing and tracking the progress of an objective. One
partner will be assigned to work of hiring and training staff members. Another will be the
supplier representative and will work closely with local farmers. The third partner will work on
our philanthropic image and will search for ways to continuously improve our CSR initiatives.
When it comes to promoting our brand, we will hire an outside marketing consulting firm
that can design a solid promotional campaign. We believe that by outsourcing the marketing
function, management will be able to better focus on our core business functions and we will be
able to better leverage our key resources and competences (Gamble, J., Peteraf, M. A., &
Thompson, A. A., 2019). We will also engage an outside consultant to design a stylish and
integrative website for our business. It will be important to continuously communicate our values
through our website and social media channels. Having open lines of communication and
constantly promoting our safety practices will help ease customers concerns during this difficult
time (Topper, 2020). Our marketing campaigns need to be promoted on local channels and social
media in advance of the grand opening of Eaternity, in order to create an excitement and. Our
brand image should include our unique selling proposition that is focused on high quality food
and service, safe environment, and community welfare. We want to promote how our quality
food and service positively impact lives. We know that customers today gravitate towards
supporting local communities and we will highly stress our involved with charitable
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
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organizations. We will also connect with our customers in advance of opening the restaurant
through our website, which will include loyalty sign up programs and we will hold contests and
giveaways through social media websites. To be successful in the competitive restaurant
industry, it is important to build anticipation and excitement in the months leading to the launch
(Eugenio, 2016).
Our customer experience development will start with staffing our establishment. We will
focus on building managerial talent that has extensive experience in customer services. We will
look for front-of-house managers who are professional and know enough about the details of the
business and can follow through on challenging situation in a tactful manner. In addition, we will
hire managers who can identify with our purpose and goal and who are capable of executing our
strategies and mission (Gamble, J., Peteraf, M. A., & Thompson, A. A., 2019). Our management
staff will include a well-established chef, who will lead the back-of-house responsibility. We will
be looking for someone who can work well in team setting, takes initiatives, and is innovative.
We will hire the management team one month before operations and will train them to follow
and promote sustainable and safety practices that will ensure the wellbeing of our consumers.
However, having the right management staff is not enough. We will engage the
management staff in finding knowledgeable and engaged employees who will be the face of our
brand image. Having the right workforce is essential for the operational excellence of our
business and the management team will have to give considerable efforts in screening and
evaluating applicants. We will look for employees who are energetic, have positive aptitudes,
have capabilities to proactively mitigate issues, take initiatives, and are compatible with the
company’s culture (Gamble, J., Peteraf, M. A., & Thompson, A. A., 2019). We will spend
considerable time training all of our staff members before we open the restaurant. We will have a
solid training program that everyone working for us will have to complete and it will include
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
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mentoring, simulating different situations, and job rotations so everyone understands how their
individual positions fit in the overall restaurant operations. We will utilize product and soft skills
training. Employees will be trained on how to promote the menu and how to clearly
communicate through positive language. We will educate them what our mission and values aim
to achieve and how they can incorporate the company’s purpose in their conversations, so our
philosophies are projected to customers. Because 73% of customer loyalty is due to friendly and
accommodating employees, it will be imperative to ensure that each employee has the skills
necessary to communicate effectively (Hout, 2020).
Once we the restaurant is open, we will have quarterly training sessions ensure that our
internally developed capabilities are continuously refreshed and are aligned with changing
customer trends and new initiatives. Developing unique customer service capabilities internally
will add to our competitive advantage. Our staff is the essence of our core operations and
focusing on their training will be an essential part of attaining our objective of providing superior
customer service experience.
Partnering and creating transparent relationships with suppliers and local community
organizations are also part of our objectives that will ensure high quality ingredients. One of the
owners will be solely responsible to go to regional farmers and communicate with them to
understand their practices. The partner will visit the farms n regular basis in order to engage with
the farm communities and give them a chance to understand our mission and purpose. We will
share with them our ideas and we will collaborate with them to establish contracts that have
mutually beneficial terms. As an organic restaurant, we will need to develop seasonal menus that
are aligned with the type of natural products available during the different times of the year.
Therefor, we will need to work closely with the local farmers to establish what and when
products are available, what is their quantity and quality capacity, and develop schedule for
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
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deliveries. During every delivery they can pick up our recycled products they can use for
fertilization and/or animal feed.
To establish trust, we will also pay our producers in a timely manner and will promote
them in the community. Today, people are more engaged ant they are interested to know where
their food comes form. Even more now than before, people have empathy for businesses who
support local communities and consumer desire to support local producers is becoming an
important motivator for patronizing local food supply chain (Hobbs, 2020). By partnering with
local farmers and promoting it will not only strengthen our brand but will also increase the
demand for local food. We can further promote sustainability and fresh food consumption by
purchasing farmers’ excess products at a lower cost and donating them to local schools and to the
Maryland Food Bank or other similar organizations. That will ensure that local communities
have access to fresh food and will strengthen our mission of improving our social environment.
Strategies
Our first strategy will be to develop a realistic budget for our restaurant vison. We will be
prepared for high than average start-up costs. The construction of the state of the arts building
consume a substantial part of our budget. Other costs will include initial inventory, furniture,
marketing, training, labor, and legal costs. We will partner with our accounting team to estimate
all of these costs and evaluate alternative funding options. All partners will contribute initial
investment of $200,000 and we will also apply for government grants such as the Rural Business
Enterprise Grants (RBEG) and the Rural Business Opportunity Grants (RBOG) that are designed
to support business ventures focused on using and promoting locally-grown agricultural products
(USDA.gov).
Our strategies will include defining what dishes we can offer by contacting local
suppliers of organic food. We will need to know what ingredients are available in the state of
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
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Maryland and what is their average costs. There are many ways which can help us identify local
farmers. Foodsupplier.com and Maryland’s Best website are two sources that aim to connect
local suppliers with businesses and consumers. We will also attend organic farmers markets and
collect data on different pricings. In addition, we will interview a few farmers to see if we can
negotiate more favorable pricing terms through establishing a steady demand.
Our strategies will include partnering with government and other organizations in order
to establish a network of social support through collaboration with local farms and organic
businesses. One organization we will explore is the Regional Food System Partnership (RFSP)
which aims to connect public and private resources to develop local food system. Through this
organization we can connect with private and public philanthropic organizations, community
supported agriculture networks and associations, and farmer cooperatives (USDA.gov).
Reaching to other local organizations with similar goals will give us a chance to promote our
brand and to gain experience. This will also enable us to see what our competitions practices and
procedures are, and we will be able to explore way of doing things better. Additionally, being
part of regional public initiatives will spread our values and will help us gain the support of local
communities, which is essential for gaining customer loyalty (Topper, 2020).
While the restaurant is being constructed, management will attend webinars and different
industry exhibits to stay current on consumer trends and to explore what new innovative
technologies. Knowledge gained form educational webinars and restaurant trades could be used
for educational purposes. Because managers lead the behavior of their staff, it is important they
master the technologies used and the communication skills necessary to lead by example and
foster the trust of personnel. Like the staff, management will need to constantly develop their
skills and consult with other professionals in the industry about how best to handles and staff or
customer issues (Business.com).
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
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When it comes to menu and food, our strategy will be to come with a creative and quality
food items and at the same time controlling product costs. According to an article in
Business.com, approximately 30% of restaurants’ operating costs are for food and that is one of
the main aspects that draws customers to the establishment. Therefor, it is important to create
innovative menu items that are profitable. We will research our market to see what some popular
trends are. We can also explore our competitors in order to evaluate what kind of dishes they
serve. We will work with our chef to come up with fresh and stylish items that are also aligned
with consumer tasted and expectations. We will have a professional marketing team design our
menu as this involves not only creativity but also science. For example, item placing, and pricing
could have impact on sales. A research shows, that people remember first and last items on a
menu and it is recommended to place slow movers there (Helmer).
As a restaurant that prioritizes the customer experience, we will invest heavily in the
decor of our restaurant and the ambiance. Nowadays restaurants need to recreate an environment
that is positively perceived as a place for socializing and entertainment, while also gives
customers a sense of safety (Topper, 2020). Our restaurant will have technological advancement
such as temperature scanning doors and touchless technology that will visually promote our care
for patrons. We will also incorporate a training program that is focused on safe practices and
customer service. This program will start one month before the restaurant open and will include
two weeks of webinar courses that will be focused on polices and procedures for safety food
handling, customer interactions, and technological training. There will be also paid on site
training two weeks before opening where employees will practice with the systems, we have in
place and will participate in simulated problem situations. Creating life-like scenarios that
employees are likely to experience is one of the most effective way to include in customer
service training because employees learn the correct way to handle different questions and
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
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problems. Also, through simulation practices, employees can learn how to sell and upsell
products (Hout, 2020).
Financial Projections
The main goal of any business is to make a profit. Our restaurant concept seem as it will
be appealing considering the current situation but from a financial perspective, it will involve
substantial start up costs. Most of our investment will be absorbed by the design and construction
of the building. Engineering cost alone are substantial and implementing innovative technologies
will also add to the financial burden and they could range from $5,000 to $25,000 (Guta, 2018).
There will be additional cost associated with furnishing the restaurant and creating the
landscaped desired. In addition, there will be costs for equipment, utilities, permits, licenses,
marketing and legal expenses, and initial inventory supply. The type of restaurant also affects the
cost and the fact that we will be promoting organic ingredients, will rase our expenses. In
addition, to attract and retain talented staff, we will have to pay higher than average salaries to
our employee. We will also provide health benefits and other perks to our employees. Thus, our
payroll and benefit expenses will be also a substantial reoccurring cost.
We estimate that out initial investment cost will be approximately $650,000 considering
that some of the funding will be through government grants and partners contributed capital. We
estimated that our monthly operational costs will be in the range of $71,000. According to IBIS
database the average annual restaurant revenue is approximately $1,000,000 for full-service
restaurants and it is projected that it will steadily grow in the next five years at a rate of 2.3%
(Le, 2020). Based on this information we believe that it will take our business approximately
four years to recover the initial investment and start making profits. Refer to Appendix B for our
financial projections of revenue and costs.
12, 24, and 36 Month – Road Map
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
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EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
Appendix A
9
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
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Organizational Chart:
Business Consultants
Owners/Partners
Front of House Manager
Back of House Manager
Accounting Consultant
Customer Service
Manager
Bar Manager
Executive Chef
ABC Accounting
Shift Leaders
Bartenders
Assistant Chefs
Bookkeeping
Hosts, Waitstaff,
Bussers
Bar Staff Assistants
Line Cooks
Payroll Administration
Food Runners
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
Appendix B
11
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
Financial Projections and Five-Year Operations Overview*
Estimated Costs
Building Costs
Architectual and Engineering Costs
Construction Costs
Landscape
Local Goverenment Impact Fees
$
$
$
$
$
10,000
250,000
10,000
10,000
280,000
$
$
$
$
$
$
$
5,000
10,000
20,000
10,000
15,000
15,000
75,000
$
$
$
$
100,000
200,000
1,000
301,000
Operational Costs – Montly Costs
Training
$
Accounting/Bookkeeping
$
Salaries/Wages
$
Employee Benefits
$
Utilities
$
Inventory
$
Maintenance/Miscellaneous Expences $
Advertising
$
$
500
800
51,600
7,000
3,000
4,000
3,000
1,000
70,900
Total Initial Investment $
Reoccuring Monthly Expenses $
656,000
70,900
Total $
726,900
Business Costs
Business Insurance
Legal Costs
Lisences/Permits
Initial Inventory
Marketing
Initial Training
Equipment
Kitchen Equipment
Furiniture/Technology
Janitorial Supplies
12
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
Monthly Employee Payroll
Position
# of Employees Monthly Salary
Mangers
3
$
4,800 $
Chef
1
5,400
Assistant Chef
1
5,000
Cooks
2
4,200
Bartenders
2
2,000
Waitstaff
6
1,500
Host Staff
2
1,500
Bussers
2
1,200
Total Monthly Payroll
$
Revenue
Expenses
Initial Investment
Net Income
$
$
$
$
1st Year
1,000,000
(850,800)
(656,000)
(506,800)
$
$
$
$
2nd Yar
1,023,000
(850,800)
(506,800)
(334,600)
13
Total
14,400
5,400
5,000
8,400
4,000
9,000
3,000
2,400
51,600
3rd Year
$ 1,046,529
$ (850,800)
$ (334,600)
$ (138,871)
4th Year
$ 1,070,599
$ (850,800)
$ (138,871)
$ 80,928
5th Year
$ 1,095,223
$ (850,800)
$ 80,928
$ 325,351
*Information is based on data collected form the IBIS World database report written by Thi Le
which includes statistics and projections for industry growth and outlooks. The costs of costs
and expenses are estimated based on the by Michael Guta article and on Jesse Adam Godsey’s
scholarly project, both of which are referenced below.
EATERNITY – CASUAL DINING DESIGNED FOR SUSTAINABILITY
14
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