business plan for the social bistro
TRANSCRIPT
BUSINESS PLAN FOR
THE SOCIAL BISTRO
“Café and Resto”
By
Miftah ElviRahmi
ID no. 015201000017
A Business Plan presented to the
Faculty of Business President University
In partial fulfillment of the requirements for
Bachelor Degree in Business Administration
February 2014
i
RATIFICATION OF BUSINESS PLAN
For
THE SOCIAL BISTRO
By:
Miftah Elvi Rahmi
Business Administration
ID no. 015201000017
Cikarang, 26 February 2014
Acknowledged by, Recommended by,
ABM Witono, M.S.B.A, Ph.D ABM Witono, M.S.B.A, Ph.D
Head of Faculty of Business Advisor
ii
PANEL OF EXAMINERS
APPROVAL SHEET
This business plan entitled “Business Plan for The Social Bistro” prepared and
submitted by MiftahElviRahmi in partial fulfillment of the requirements for the
degree of (Bachelor of Business Administration) in the faculty of (Faculty of
Business) has been reviewed and found to have satisfied the requirements for a
business plan fit to be examined. I therefore recommend this business plan for
Oral Defense, on February 26, 2014.
Farida K Ganiarto, Ir, M.Si
Chair-Panel of Examiners
AgusBurhanAdidi, MA
Examiner I
ABM Witono, M.S.B.A, Ph.D Examiner II
iii
DECLARATION OF ORIGINALITY
I declare that this business plan, entitled “Business Plan for The Social Bistro” is,
to the best of my knowledge and belief, an original piece of work that has not
been submitted, either in whole or in part, to another university to obtain a degree.
Cikarang, Indonesia, 28 January 2014
Miftah Elvi Rahmi
iv
PREFACE
With all of respect and grateful, the writer would like to praise the Lord for all of
the blessing, so the writer could finish the writing process of this business plan for
The Social Bistro “Resto and Café” by using healthier lifestyle as the business
main idea. This business plan aims as a final project to get a bachelor degree in
Business Administration from President University. The other purpose of this
business plan is to implement knowledge and experience that the writer got during
her study program at President University and her mentorship period.
The writer also would like to thank all parties for their cooperation and help
during the writing process of this business plan. Special thanks are imparted to:
1. My lovely parents and family, for the support materially and
morally, that has given to the Writer during this project.
2. Mr. ABM Witono as the advisor during this final project, I thank
you for all the patience, help, suggestion and critics.
3. My sweety co-workers who always accompanied and support me
Florence Indah, Imelly Pastika, Novita Nurfitriyana.
4. All the people that the writer cannot mentioned one by one, who
have helped the writer during this period plan project.
At the end, the writer would like to apologize if there are any mistakes during the
writing process until submittion of this business plan and the writer hopes that this
business plan can be useful for all of readers and for the writer in the future.
v
EXECUTIVE SUMMARY
Nowdays, Padang is experiencing an increasing interest of culinary, tourism and
recreation. The societies are quite aware with the culinary diversity and tend to try
something new.
The business idea basically arises from the potential location which located at
Gajah Mada Street. This area especially focuses in education field. In this area,
there are several private campuses, schools, and some government institution. It is
a great opportunity to open a culinary business here.
The Social Bistro has been running since 11th of November 2013. The Social
Bistro provides 4 types of food such as Korean food, Oriental Food, Western and
Indonesian cuisine. The Social Bistro serve the popular food from each culture.
Korean food is the special menu of Social Bistro and become the first restaurant
that offers Korean food in Padang. The Social Bistro also provide some variety of
coffees. One of the mainstays of our beverages menu is Whiskey coffee which
designed to be the competitive advantage of our business. Social Bistro not just a
place to eat, but also provides the atmosphere and concept of comfortable place to
gather with friends and co-workers.
The Social Bistro appear with the concept of "Campus Life”, where this theme is
expected to be suited with the city of Padang as education city where there are a
lot of college students and mostly came from the outside of Padang. So many of
them live in boarding house with high intensity to eat outside. The target market
range from 15-29 years old from medium in to high classes.
vi
The industry analysis based on the consumer price index growth / inflation in
September 2013, the city of Padang has experienced an inflation of 1.93% in food
and transport, as well as an increase of 0.1% in education, recreation and sports.
(Sumbarprov.go.id 2013)
From the selection of location in Gajah Mada Street, the target market are the
students and employees who did their activity around this location. The market
will focus to the students and employees who indulge in North of Padang or in a
1-6 km radius from the location of Social Bistro.Within this radius there are 12
educational institutions which became the main market.
Some of the competitors who have open their business this area are quite a lot.
There are also several famous brands such as KFC, Solaria, Mc’d, Enhaii,
haustea and some restaurant like Nunos, DhamarSheeker, Oishietc, already open
near from social bistro location with the same market .
The promotion and advertising will be conducted through brocure and some social
media in the internet. Brochures and pamphlets are the most effective media for
promotion. Social Bistro distribute flyers directly to several campus and
community centers in Padang. Some social media such as facebook, twitter, and
blogs will also intensively conduct as media promotion.
The status of Social bistro is an individual company. Share is owned by a single
owner. The management teams consist of 8 members and led by the founder
Miftah ElviRahmi, age 21. Miftah had a hobby in culinary tourism, and based on
his family background that was to pursue in culinary business. Besides it, Miftah
was a President University students who majoring in Business Administration.
vii
TABLE OF CONTENT
RATIFICATION OF BUSINESS PLAN……………………………………. i
PANEL OF EXAMINERS APPROVAL SHEET........................................... ii
DECLARATION OF ORIGINALITY……………………………………… iii
PREFACE........................................................................................................... iv
EXECUTIVE SUMMARY................................................................................ v
TABLE OF CONTENTS …………………………………………..……....... vii
LIST OF TABLES............................................................................................. x
LIST OF FIGURES........................................................................................... xi
CHAPTER I: INTRODUCTORY PAGE…………………………………... 1
1.1 Name and Address of Business………………………………............ 1
1.2 Name and Address of Principal…………………………………….... 2
1.3 Social Bistro Objectives, Vission and Mission, Keys to Success….... 2
1.4 Nature of Business................................................................................ 3
1.5 Statement of Financing Needed…………………………………….... 3
1.6 Statement of Confidential Report…………………………………….. 5
CHAPTER II :INDUSTRY ANALYSIS…………………...……................... 6
2.1 Future Outlook and Trends.................................................................. 6
2.2 SWOT Analysis................................................................................... 6
2.3 Analisis of Competitor......................................................................... 7
2.4 Market Segmentation/ Targeting and Positioning................................ 9
2.5 Industry and Market Forecast............................................................... 12
viii
CHAPTER III :DESCRIPTION OF VENTURE……..…………………… 14
3. 1 Product(s) ........................................................................................ 14
3.2 Service............................................................................................... 16
3.3 Size of Business................................................................................. 16
3.4 Office Equipment and Personel......................................................... 17
3.5 Background of Enterpreneurs............................................................ 27
CHAPTER IV: PRODUCTION AND OPERATIONAL PLAN…..…….... 20
4.1 Production.......................................................................................... 20
4.2 Operational Plan................................................................................. 20
4.3 Flow of Orders for Products and Services.......................................... 21
4.4 Physical Plant...................................................................................... 22
4.5 Machinery and Equipment.................................................................. 25
4.6 Names of Supliers for Raw Materials……………………………..... 25
4.7 Raw Materials Order Forms………………………………………… 27
CHAPTER V :MARKETING PLAN AND BUSINESS STRATEGY…..... 30
5.1 Marketing Objective.......................................................................... 30
5.2 Pricing............................................................................................... 31
5.3 Distribution........................................................................................ 32
5.4 Promotion.......................................................................................... 32
5.5 Product forecast.................................................................................. 34
5.6 Controls. ............................................................................................ 34
ix
CHAPTER VI: ORGANIZATIONAL PLAN………………………...…...... 36
6.1 Management structure………………………........……………... 36
6.2 Job description and skill needed……………........…………….... 37
6.3 Salary of Employee........................................................................ 40
CHAPTER VII: ASSESTMENT OF RISK……………………………...…. 44
7.1 Risk of Business………………………………………………… 44
7.2 Contigency Plan……………………………………………….... 44
7.3 New Technology .......................................................................... 45
CHAPTER VIII : FINANCIAL PLAN………………………….………....... 46
8.1 Start Up Funds………..………………………………………… 46
8.2 Sales Forecast…………………...……………………………… 51
8.3 Table of Cost…………………………………………………… 51
8.4 Pro Forma Income Statement………………………………….. 53
8.5 Cash Flow…………………………………………………….... 54
8.6 Balance Sheet………………………………………………..… 55
8.7 Break Event Analysis………………………………………..… 56
8.8 COGS……………………………………………………….…. 57
REFERENCE………………………………………………………………… 61
Appendix I : The Social Bistro Menu……………………………………........ 62
Appendix II : The Picture of the Store………………………………………… 63
Appendix III : Sales Estimate…………………………………………………. 64
Appendix IV : Questioner……………………………………………………... 67
x
LIST OF TABEL
Table 1: Start Up Funds……………………………………………………… 4
Table 2: Market Segmentation………………………………………………. 17
Table 3: The Numbers of Population ………………………………………... 8
Table 4: Economic Indicator Of West Sumatra……………………….…….. 21
Tabel 5: Social Bistro’s Menu…………………………………… .……….. 23
Table 6: Equipment List………………………… ………………….…….. 25
Tabel 7: Personnel Plan……………….………… ………………….…..….. 27
Table 8: Raw Materials Repeat Order……………………………………..…. 36
Table 10: Pricing Strategy………..……………………………….………..… 40
Table 11: Social Bistro’s Employee Schedule……………………………… 52
Table 12: Social Bistro’s Employee Salary…………………………………. 53
Table 13: Start Up Funds Details………,,………………………………....... 56
Table 14: Social Bistro’s Sales Forecast……………………………….....…. 62
Table 15: Social Bistro’s Cost……………………………………………….. 63
Table 16: Social Bistro’s Pro Forma Income Statement………………...…… 65
Table 17: Social Bistro’s Pro Forma Cash Flow…………………………….. 66
Table 18: Social Bistro’s Pro Forma Balance Sheet………………………… 67
Table 19: Social Bistro’s Break Event Analysis…………………………… 68
Table 20: Social Bistro’s COGS……………………………………………. 69
xi
LIST OF FIGURE
Figure 1: Logo of Social Bistro……………………………………………… 1
Figure 2: The Growing of PDRB in Trade, Hotels, And Restaurant………… 12
Figure 3: Flow of Order…………………..…………………………..……… 21
Figure 4: Map of Location………………..………………………….….…… 22
Figure 5: Layout……………………………….…………………….…….. 24
Figure 6: Map of Vendors……………………………………………...…… 26
Figure 7: Raw Materials Ordering Mechanism…………………..………….. 27
Figure 8: Vendor Scheme…………………………………………….…….. 32
Figure 9: Social Bistro Event Flyer………………………………………... 33
Figure 10: Structure organization…………………………………………..... 35
1
CHAPTER I
INTRODUCTORY PAGE
1.1 Name and Address of Business
Figure 1: Logo of Social Bistro
“The Social Bistro”
Gajah Mada street No. 3c Padang
West Sumatra
Email: [email protected]
Establisedin 11th
November 2013
2
1.2 Name and Address of Principal
Name of principal: MiftahElviRahmi
Jl. Gajah Mada No. 3c Padang
Cell: 085283026226
Email :[email protected]
1.3 The Social Bistro Objectives, Vission and Mission, Goals
1.3.1 Objective
The main objective of The Social Bistro is to raise the brand awareness
and develop profit by 40% each year as well as develop its customer’s
base.
1.3.2 Vission
To become the largest Campus Life Café and Resto in the city of
Padang with Highest quality and great taste combine with customers
experience in comfort environment.
1.3.3 Mission
Provide the place for the customer with “campus life” atmosfer,
with Innovative, good taste, high\ quality and great customers’
sactisfaction.
3
1.3.4 Goals
1. Create a Unique and innovative menu and different with the
others restaurant by present the Korean food as the special food
and Whiskey CoffeNon alcohol as Special beverage.
2. Control cost at all times, in all areas and implemented modern
approach to growth policy.
3. Sell the product of the high quality, as well as keeping the
customers satisfy with all of Social Bistro products.
4. Actively doing marketing campaign in North of Padang
especially in campuses and schools around of North Padang.
Reach the brand awareness less then 1 year, develop the
company, and have many of branches.
1.4 Nature of Business
Nowdays, cafe and restaurant instansly popping in Padang. Bistro is the mergers
between cafes and restaurants where the concept of dining (eating) and
entertaining (entertainment) in casual theme. It is not just a place to eat, but also a
place to socialize, and for meeting point for business affairs. While eating, after
dinner or just a drink, visitors also want to enjoy the atmosphere while chatting. In
other words, a bistro not only sells food and drinks, but also the atmosphere.The
bistro atmosphere must also be able to interesting.
1.5 Statement of Financing Needed
The total of all funding to build this business is about 180 million. The capital was
included the rent of buildings, equipment, properties, and marketing costs. It is
obtained from private funds to be invested in the form of a restaurant. The target
for break evenpoint is in 1 year, if the profit is calculated with 40% and minimum
sales per day Rp. 2,000,000. Following the scheme of funding that will explain
the funds to start this business:
4
Table 1: Start up Funds.
Description Amount
Owner Investment
Cash
180,000,000
Use of funds
Utensil
20,000,000
Equipment
60,000,000
Inventory
10,000,000
Advertising/Marketing
10,000,000
Building( Rent)
55,000,000
Others
25,000,000
total of use of funds
180,000,000
(Source: Self-constructied by the researchers)
5
1.6 Statement of Confidential Report
The undersigned reader that the information provided by the Social Bistro in this
business plan is confidential: therefore, reader agrees not to disclose it without the
express written permission of The Social Bistro.
It is acknowledged by reader that information to be furnished in this business plan
is in all respects confidential in nature, other than information which is in the
public domain through other means and that and disclosure or use of some by
reader, may cause serious harm or damage to Social Bistro . Upon request, this
document is to be immediately returned to The Social Bistro.
6
CHAPTER II
INDUSTRY ANALYSIS
2.1 Future Outlook and Trends
As we know that every human always need food.Food is a basic need of human
and would continue to be needed by humans. It can be concluded that the culinary
industry would always needed by the customers. Restaurant industry is already
widely present in Padang, particularly famous brands such as Solaria,KFC, Mac
Donals, Pizza Hut etc. Some of the companies have entered the market in Padang
in Padang for 2 until 5 years, with each of the branches but in the last two years
many of multinational restaurant has expanded and opened branches in some
point of the crowded and the center area of Padang.
From this analysis it can be concluded that Padang has experiencing an increase in
purcasing power of culinary industry, because Padang currently is developing
city. The customers are very sensitive with something new, especially for the
restaurant that offers the diversity of foods with different flavors from daily food
of Padang people. Therefore, we offer different products and had different specific
menu than other restaurants, by introduce the Korean food. Social Bistro are the
first restaurants who provide the Korean food menus in Padang. The Social
Bistrowants to be well known as the best and first Korean Food provider in
Padang. The Social Bistro also has the strategy show that it can provide the low
price for the students.
2.2SWOT Analysis
2.2.1 Strength
a. Offer “Social Campus Life” theme, because around 70% of social
bistro are the Student
b. Affordable and Reasonable price
c. Friendly and comfort environment
7
d. Speed wifi access
e. Mass watching foot ball spot
f. The first Korean Food restaurant in Padang
2.2.2 Weakness
a. High start up cost and capital
b. Many varianof menu cause many of raw materials needed and high
intensity to control them.
2.2.3 Oppourtunity
a. The Growing of culinary and social life in Padang
b. The Growing up of Medium class income in Padang
c. There is no Restaurant who offer Korean Food in Padang
d. The custumers very enthusiastic with the Whiskey Coffee
2.2.4 Threats
a. A lot of competitor in this sector
b. Fluctuative price of raw materials
2.3 Analisisof Competitor
The Competition between culinary businesses is quite tight, especially for the
famous brand or a local company that has become one of the competitors of this
business.They had open restaurant and café with the same focus.
2.3.1 Direct Competitors
At the same location in north Padang, there are several restaurants and
Cafes with the same target market, namely students and employees
around of GajahMada Street. Most of them are already famous and
popular.
Here are some restaurants or cafes considered as competitors:
8
1. AyamAbiss
AyamAbis restaurant located around 100 meters from Social Bistro.
AyamAbiss Specially provide AyamPenyet with many varion.
Ayamabiss was a franchise Restaurant from PekanBaru which was
expanded in Padang.
2. Oishi Japanese Food
Oishi is one of Japanese food Restaurant in Padang. Located around
1 km from Social Bistro .Oishi has been popular in Padang. If we
look at the physical building the place was not attractive, but Oishi
has got the fanatic Contumers. Because oishi are the first and the
one of a Japanese’s food restaurant In Padang.
3. Red chilli
Red chili isthe one of the famous steak house in Padang.Located
around 3km from Social Bistro.Red chili are the place for family
gathering, and had become a popular restaurant because of its steak
house in North of Padang.
4. Nunos
Nunos is a cafe that only serves a variety of snacks and coffee. The
casual theme makes nunos as a favorite place to hang out for teens
and college students. Nunos increasingly popular because they held
stand up comedy every Saturday.Nunos café located around 2 km
From theSocial Bistro.
5. Dapur kopi
Dapur Kopi is like nunos themed cafe, but DapurKopi also offers
some heavy food like fried rice, Dapur Kopi is not as popular as
NunosCafé.Dapur Kopi located neighboring with NunosCafee.
6. Mentawai surf
Mentawai surf is a cafe which is identic with surfing. The cafe is
usually enlivened by the foreign tourists who will play surving on
9
Age 14-30
Occupation 75% Students and Youth Executive
Economical Midle- High
Area Urban With Strong Vehicle
Modern and the people who has high socialization,and value the time
for relax and hight intensity getting togetter with friends and
coullegues
Demographic Aspect
Geographic aspect
Physchology Aspect
the beaches in Padang. Located around 3 km from The Social
Bistro.
7. Warkopmangun
WarkopMangun known as a gaming cafe. WarkopMangun is the
most famous and the most crowded than others. WarkopMangun
has the same theme as nunos and DapurKopi,warkopMangun
provide facilities for games.Locatedaround 2 km from Social Bistro.
2.4 Market Segmentation/ Targeting and Positioning
2.4.1 Market Segmentation
Social bistro targeting customers based demographyc. Either by age,
sex, income, and occupation. Our main customer target is 75% students
and teenagers.
Table 2 : Market Segmentation
Table 2: Market Segementation
(Source: Self- Constructif by Researcher)
10
Table 3: The Number of Population by Province and sex of West Sumatra 2010
(Source: BadanPusatStatistik Indonesia)
Kelompokumur
Laki-laki Perempuan Total
Male Female Total
0-4 40,406 35,039 75,445
9-5 38,507 42,604 81,111
14-10 35,731 41,393 77,124
15-19 46,619 45,060 91,679
20-24 46,821 53,778 100,599
25-29 31,724 35,961 67,685
30-34 25,790 34,525 60,315
35-39 35,540 28,511 64,051
40-44 22,368 28,323 50,691
45-49 25,744 20,942 46,686
50-54 20,304 14,105 34,409
55-59 9,960 8,590 18,550
60-64 6,783 5,071 11,854
65-69 3,151 3,610 6,761
70-74 1,247 5,541 6,788
75+ 3,313 2,680 5,993
Total 394,008 405,733 799,741
11
The table above show the potential market for the business is the age group of:
1.14-10 years old with total numbers 77,124
2. 15-19 years old with the total numbers 91,679
3. 20-24 years old with the total numbers 100,599
4. 25-29 years old with the total numbers 67,685
2.4.2 Targeting
In North Padang area within a radius of 1-5 km there are more than 20
educational institutinthat has thousands of students, and 10 beetwenthe
campus are located in Gajah Mada street .From this condition we make
consideration as the golden oppourtunity to open a Bistro with Social
Campus life theme in Gajah Mada Street. Providing restaurant equipped
by facility like wi-fi, life music and as the foot ball mass watching spot.
2.4.3 Positioning
Social Bistro positioned it as bistro (restaurant and café) as a place not
only to eat but also sells a nice atmosphere for the customers. Besides, we
present the favorite cuisines and provide special menus Korean food, and
the first restaurant that serves Korean cuisine in Padang.Beside it The
Social Bistro providing the special Beverage namely Whiskey Coffenon
Alcohol, it’s our best seller product. With some of the things we wanted
to make a social bistro restaurant eccentric one among others. It can
compete with the culinary industry in Padang.
2.5 Industry and Market Forecast
Basically the food industry sector in continuous insistence is needed. The city of
Padang is experiencing an increase in tradesector , Hotels and Restaurants (
12
PHR). Sourced from the rise of inter-regional trading activities in Sumatra. In
general, the PHR sector grew in 2011 despite increased development shows
quarterly growth rate of deceleration. PHR sector in 2011 grew 6.89% ( yoy ) ,
higher than previous year Amounted to 3.48 % ( yoy ) . The increase was driven
by the high growth activity trade, particularly with other areas in Sumatra that
many. Distribution characterized by distribution of both food and industrial
products .Domestic trade flow of goods through of telukBayur port. Show and
increasing trend. In addition, tourism-related activities as wellGettingbetter.
Five-star hotel room occupancy rate reached56.28 % , which exceeds the
average by 47.35 % . Tourists Foreign to the West Sumatra increased relative to
see an increase Tourist arrivals amounted to 12.54 % ( yoy ) compared to the
previous yearhas decreased by 42.41 % .
Figure 2: The Growing of PDRB in Trade, Hotels, and
Restaurant
(Source: www.sumbar.prov.id)
13
Table 4:
(Source: www.sumbar.prov.id)
Based on data from the development of the consumer price index and inflation
center statistics show that the presence of trend inflation or purchasing power of
recreation and food.Based on the consumer price index growth / inflation in
September, Padang has experienced an inflation of 1.93% in food and transport,
as well as an increase of 0.1% in education, recreation and sports
(sumbarprov.go.id 2013).
14
CHAPTER III
DESCRIPTION OF VENTURE
3. 1 Product(s)
Social Bistro offering 4 dishes that has been popular in Indonesian society,
our products are made up of Korean food, Oriental food, Western food and
Indonesian food as well as offering a variety of coffee shops and other
beverages.
With a very accentuate with the theme of Social & Campus Life,then the
incorporation of the concept in casual and glamor, creating a comfort as well
as supplementing with supporting facilities such as Wi-Fi, Mass watching
football spot, Life Music, etc. This concept was created by uniting the
advantages in some restaurants and become the main attraction for customers
to come to an restaurant or caffe. Social bistro also has pathnership with
Orange TV for “Nonton Bola Bareng” spot and becomes the third official
spot in Padang.
The menus of Social Bistro:
15
Tabel5 : Social Bistro’s Menu
(Source: Self- Constructif by Researcher)
Korean Food
-Bulgogi
-Jajangmeyon
-Ramyun
Western food
-Beef teriyaki
-Chiken teriyaki
-Ayam goring saos
nanas asammanis
-Ikannilasaosasam
manis
-Cahkangkungayam
baso
-Capcaykuah
Western Food
-Beef
blackpepper
-
Chikenblackpep
per
-Bolognese
spaghetti
-Bakso macaroni
keju
saosblackpepper
-
Chikenchrispysa
os
kejublackpepper
Indonesian Food
-TahuBasoRica Rica
-AyamGoreng Special
-Ayam Pop Special
-Nasigoreng Special
-NasiGorengHatiampela
-NasiGorengbakso
-NasiGoreng Nugget
- Mie Goreng Special
-Mie GorengBaso
-KwetiauGoreng
-BihunGoreng
Snack & Salad
-Fish Burger
-Beef Burger
-KentangGoreng
-PisangKeju
-SosisBakarMayonise
-Chocolate Brownies
-Pizza
Salad
-Vegetable Salad
-Fruit Salad
-Mix Salad
Minuman (hot/Cold)
-Big Boss Ice/Hot tea
-Lemon tea
-Orange Sunrise Squash
-Fresh Blue Ocean
-Lemon Squash
-Strawberry Milky Squash
-/Fresh green Squash
-Grape Milky Squash
-Frambozen Jelly
-Milo
-Mineral water
JUICE
-Orange Juice
- Juice Mangga
-Juice alpukat
-Juice Sirsak
-Juice Tomat
-Juice Wortel
- Juice Jambu
Milk Shake
-Chocolate Milkshake
-Vanila Oreo Milkshake
-Lemon Milkshake
-Melon Milkshake
-Strawberry Milkshake
Coffee
-Russian Whiskey
Coffe
-Green Latte
-Irish Coffe
-Caramel Machiato
-Vanila Oreo Coffe
-Java Latte
-Affairs Coffe
-TorajaCoffe
-Sumatra Black Coffe-
White Coffee
16
3.2 Service
Social Bistro is a company that sells product and service, production process
before deliver to thecustomers. We do realize that service is the core of this
business. The customer’s saticfactionlead to returning customers this strategy
need to be strengthen in order to stay in competition.
Each employee will be trained in how to provide the best service to the
customer. How to servethe customers friendly, and how procedures and
propriety toserving the customer. It has been applied very strictly. To
achievethe maximum customer satisfaction.
3.3 Size of Business
Seen from Indonesia Law’s Undang-Undang republic Indonesia: Number 20,
year 2008, about Micro, small and medium business. Social Bistro can be
classified as small size business” with these criteria:
Kriteria Usaha Kecil adalahsebagaiberikut:
a. memilikikekayaanbersihlebihdari Rp50.000.000,00 (lima puluhjuta rupiah)
sampaidengan paling banyak Rp500.000.000,00 (lima ratusjuta rupiah)
tidaktermasuktanahdanbangunantempatusaha; atau
b. memilikihasilpenjualantahunanlebihdari Rp300.000.000,00
(tigaratusjutarupiah) sampaidengan paling banyak Rp2.500.000.000,00
(duamilyar lima ratusjuta rupiah).
Judging from the size, social bisto is a culinary industry and medium scale
enterprises and still in the early stages of pioneering the future to be known by
the public. Our market reach is Padang and surrounding areas.
17
3.4 Office Equipment and Personel
3.4.1 Equipment
Equipment used starting from furniture to appliances for kitchen support.
The Building is 3 level shop occupies with the size 7 x 15m2, below are
some of office equipments needed to support the company’s working
activity.
Table 6: Equipment List
Property Unit (Q) Price/Unit Total Prize
Chair set 10 1,200,000 12,000,000
Sofa Set 5 2,000,000 10,000,000
Mini Bar set 1 3,000,000 3,000,000
Decoration 8,000,000 8,000,000
Total 33,000,000
Komputer 1 4,000,000 4,000,000
printer 1 200,000 200,000
Telpon 1 100,000 100,000
office desk set 1 700,000 700,000
Total 5,000,000
Infokus 1 4,000,000 4,000,000
Air Contioner 3 2,000,000 6,000,000
Fan 5 400,000 2,000,000
Total 12,000,000
Total of Property 50,000,000
Service Fasility
Furniture
Office
18
(Source: Self- Constructif by Researcher)
Equipment Unit (Q) Price/Unit Total Prize
Gas Stove 3 1,100,000 3,300,000
Refreginator 1 2,500,000 2,500,000
Microwave 1 800,000 800,000
Blender 3 250,000 750,000
Magic Jar 2 600,000 1,200,000
Freezer 1 1,800,000 1,800,000
cooking pot 8 100,000 800,000
Dispenser 3 200,000 600,000
Total 11,750,000
Utensil Bins 2 600,000 1,200,000
Untensil rack 1 1,000,000 1,000,000
Food case 10 25,000 250,000
soup Jar 1 400,000 400,000
Food case alumunium 5 300,000 1,500,000
Salad case 1 300,000 300,000
Total 4,650,000
Plates
Korean Plates 20 30,000 600,000
Big Plates 24 23,000 552,000
Medium Plates 24 21,000 504,000
Small Plates 20 18,000 360,000
Bowl 20 18,000 360,000
Glass -
standart Glass 20 15,000 300,000
Juice 20 9,000 180,000
coffee 12 12,000 144,000
Tea 16 9,000 144,000
Milkshake 16 9,000 144,000
Spoon -
standart 30 6,000 180,000
Small 20 6,000 120,000
Total 3,588,000
Total Equipment 19,988,000
Kitchen Equipment
Customer Service Area
storage Hardware
19
3.4.2 Personnel Plan
As a start up company, Social bistro currently only takes 7 people to work.
This amount will cnange with the development of social bistro.
Tabel 7: Personnel Plan
(Source: Self- Constructif by Researcher)
3.5 Background of Enterpreneurs
Currently Miftah is a student majoring in business administration and
concentrate on the retail business.Basicly she has a special focus on the fields
of business, she has orientation in business, and she wanted to jump on retail
business, especially open their own business with the science that learned in
college and apply it to the real business. Actually, she also wants to open a
culinary business because of the history of the family who did pursue the
culinary world. She saw that the culinary industry is a promising business
opportunity.
Personnel Plan
Position Number of employee
Director(ownner)
Manager/Quality Control
Kitchen Staff
Waitress
1
1
2
4
Total 8
20
CHAPTER IV
PRODUCTION AND OPERATIONAL PLAN
4.1 Production
Culinary business is requires processing from raw materials into products that
can be presented in the form of food. To produce a product requires a sytem
that is arranged to process orders from customers and presented to consumers
well ordered.
Like the other restaurant, the production will conduct in accordance with the
order by the customer, then forwarded to cashier who will submit the order
and then forward to the production staff. Before the food was served the
quality control should check each food that would be present to customer.
This part we do in order to maintain the quality of social bistros and give
satisfaction to, the consumer the mechanism of our production divided into
two parts, the first are the kitchen to produce the food and another to produce
the beverage. Each of the kitchens manage by one employee as the chef.
4.2 Operational Plan
For our operational activities, we will provide and train our employee with
several structural and systematical standart operating procedurs (SOP) thus
employees have to work based on that SOP.
The operational process of The SocialBistro:
1. Preparation to Open up the store
2. Service to customers
3. Employee received orders from customers
4. Employees received payment from customers
5. Employees make customers orders
21
6. Employees serve the products
7. Store equipment and materials controlling
8. Financial Recording
4.3 Flow of Orders for Products and Services
After 2 months running system proved to be effective, therefore for the next
development and the customers more crowded, the computerization will
applied to manage all of these mechanism.
For the present time we have the problem to produce the same food in
different customers at once.We conduct 3 copies of notes, the first page the
bill for customers, second page is the copies for production staff, and the
third page the report for accoutancy.
For the next development we will conduct the computerized system, and
then the production staff will have a monitor and have direction which one
the order can produce at once.
Customers Pay to Cashier
Deliver tocustomers by waitress
Recap the order, and distribute tne note for
production staff and cashier staff
Beverage Food
Order from customers
Quality Control
Cashier
Customers
(Source: Self- Constructif by Researcher)
Figure 3 : Flow of Order
22
4.4Physical Plant
The Social Bistro operates in north of Padang area, precisely in Gajah Mada street
No. 3c Padang, West Sumatra. Jalan Gajah Mada is a area that focused for
education. This location is one of the most densely populated locations in Padang,
visible from traffic on traffic.
In addition, this location was inhabited by the office, in this location there are so
many housing residents too.
4.4.1 Map
Figure 4: Map of location
Figure 6: Map of Location
(Source: google map)
(Source: googlemap.com)
In This location there are 12 educational institutions within a radius of 4 km from
the location of social bistro, the colleges and schools with more than 2000
students and become our main target, The following colleges and schools are
located in the northern of Padang are:
23
1. Campus 3 Bung Hatta University, located in Gajah Mada Street is
about 300 Meters from the Social Bistro.
2. Faculty of Medicine, University of Andalas, located in Gajah
Madastreer, is about 800 Meters from social bistro.
3. Institute of Technology in Padang within, located in Gajah Mada
Street 250 m from social bistro.
4. STKIP, located in Gajah MadaStreet, 150 meters from the social
bistro.
5. STIKES Mercu Bhakti Kencana, located in Siteba Street, 1.5 km
from the Social bistro
6. STIKES Indonesia, located in within 3 km of social bistro
7. MAN Model Padang, located in Gajah MadaStreet, 800 meters
from the social bistro.
8. SMA-SMP Adabiah Padang, located in Gajah MadaStreet, 2 km
Social bistro
9. SMA 3 Padang, located in Gajah MadaStreet, 1.5 Meters from
social bistro
10. Baiturrahmah University, located in By Pass, 4 kilo Meters from
Social bistro
11. STMIK Padang, located in 3 km from social bistro
12. University Negri Padang, 3.5 km from the social bistro
24
4.4.2 Layout
Figure 5 : Layout
(Source: Self- Constructif by Researcher)
25
4.4.3 Music
The Social Bistro play slow beat and easy listening songs to create relaxing
environtment and ambiance. In a slow –Music Environtment, the customers
will be induced to spend more time in social bistro and spend more money
to buy our products.
In Saturday night social bistro will perform the local band, this the event
that will be held one a week. The genders of music are pop and jazz.
4.4.4Colours
The colour of the store are dominated with Black, White and silver,all the
furniture collaborate in thosecolours. So the atmosferof the store looks like
casual but have aim to glamour.
4.5 Machinery and Equipment
For machine tools commonly used for cooking equipment As usual standards.
We do not use high-tech kitchen appliances yet.
1. Refrigerator
2. Dispenser
3. Gas-Stove
4. Blender
5. Oven
6. Water-Hitter
7. Hot Plates
4.6 Names of Suppliers for Raw Materials
To complete our raw materials, we purchased directly to several places such
as supermarkets and traditional markets. Most of our raw materials are rarely
sold in the traditional market and is only available in some supermarkets. For
perishable raw materials derived from traditional markets. However, we have
26
subscribed to some sellers in the market and they will delivered directly to
our palce.Specially for coffee, most of our orders directly from Jakarta.
Because some of our coffee, there is no the distributors in Padang yet.
1. Foodmart,
JL. Prof. DR. Moh. Yamin No.3, Padang - West Sumatera 27511,
Indonesia
2. Plaza SJS
JalanJhoni Anwar, Padang, Kota Padang, Sumatera Barat 25135,
Indonesia
3. Alai Traditional Market
Jl Gajah Mada. Padang Utara, West Sumatra.
4. EsprecielloCoffe
West Jakarta
5. SPA Ice Christal
Jl. Sudirman, Padang
Figure 6: Map of Vendors
(Source: Google Map)
27
4.5 Flow of Orders for Goods/Raw Materials.
Flow for orders of raw materials is regulated in a simple arrangement, which
implements request order and with raw materials check list.
Figure 7: Flow of Order
CheckThe stock PR check by Manager
(Source: Self- Constructif by Researcher)
Input to PR Calculation the
budged
Order/buyer The Stock arrived
input to raw
materials checklist
28
Table 8: Raw Materials Repeat order
(Source: Self- Constructif by Researcher)
From this inventory check list can be knowthat the good should be order
accordance the repeat orders list and the rest of the raw materials physically. We
assign an employee to organize and check what items are lacking. All of the raw
materials should be order to input into Purchase Request form.
29
Table 9: Purchase Request Form
(Source: Self- Constructif by Researcher)
After the raw materials noted in Purchase Request (PR), the manager or the
quality control will check the needs of stock, and then will summarized the
quantity should to order, and then finance will give cash to buy it all.
Date:
NO Description Vendor Quantity price @ Total
PURCHASE REQUEST
TOTAL
30
CHAPTER V
MARKETING PLAN AND BUSINESS STRATEGY
5.1 Marketing Objective
1. Max Profit Margin
The main purpose of social bistro is to provide quality food and introduce
different foods than others, but still follow the tastes of the Padang people,
at an affordable price but provide a premium service to customers. Social
bistro strategies to get maximal profit bymaximizing the quantity of sales
and reach the customer as much as possible.
2. Quality of Leadership
Social bistro will meet the expectations of its customers by giving and
serving customers well and satisfied, responbility with the social Bistro
mission to the customer, and accommodate any input from the consumer
for progress of social bistro.
3. Long Relationship with Customers
Social bistro will always maintains good relationships with its customers.
Because social bistro also believe that the consumer will promote social
bistro from mouth to mouth, if they gain satisfaction from the products and
services we provide. With the close relationship between the customers
will indirectly build the brand it self.
4. Communication to Costumers
Social bistro costumer that wants to convey to us is a friendly place with
good custumer in terms of price and in terms of products offered. Social
bistro wants to provide the best service to the customers. The message will
be delivered through step by step.
5. Strategy Marketing Objectives
a. To introduces a menu mainstay of our specific Korean food
31
b. To achieve maximum profit by increasing customer but price
competitive with other restaurants.
c. To maximize the value of social marketing but it can promote the
bistro as possible to be known by many people
d. To create a brand image that is more well-known social bistros and
more widely known
e. To demonstrate to consumers that we are always innovating
restaurant.
5.2 Pricing
Pricing for products in the social bistro positioned at a slightly lower price
with similar food at the other restaurants. It relates to our target market is
students around the bistro. We conduct this strategyto be able to compete
with the competitors.
Table 10: Pricing Strategy
(Source: Self- Constructif by Researcher)
MENU Cost of raw materials Production Cost Marketing Cost profit price/unit
Korean Food
Bulgogi 11,000 2,000 500 10,500 24,000 Jajangmeyon 12,000 2,000 500 10,500 25,000 Ramyun 10,000 2,000 500 7,500 20,000
Oriental Food 2,000 500 500 -Beef teriyaki 8,000 2,000 500 8,500 19,000 -Chiken teriyaki 7,000 2,000 500 8,500 18,000 -Ayam goreng saos nanas asam manis 7,000 2,000 500 6,500 16,000 -Ikan nila saos asam manis 7,000 2,000 500 7,500 17,000 -Cah kangkung ayam baso 6,000 2,000 500 6,500 15,000 -Capcay kuah 6,000 2,000 500 6,500 15,000
Western Food 2,000 500 500 -Beef blackpepper 10,000 2,000 500 6,500 19,000 -Chiken blackpepper 9,000 2,000 500 5,500 17,000 -Bolognese spaghetti 7,500 2,000 500 7,000 17,000 -Bakso macaroni keju saos blackpepper 8,000 2,000 500 8,500 19,000 -Chiken chrispy saos keju blackpepper 9,000 2,000 500 8,500 20,000 Coffee 500 (500) -Russian Whiskey Coffee 5,500 1,000 500 6,000 13,000 -Green Latte 5,500 1,000 500 6,000 13,000 -Irish Coffe 5,500 1,000 500 6,000 13,000 -Caramel Machiato 5,500 1,000 500 6,000 13,000 -Vanila Oreo Coffe 5,500 1,000 500 6,000 13,000 -Java Latte 3,000 1,000 500 3,500 8,000 -Affairs Coffe 5,500 1,000 500 6,000 13,000 - Toraja Coffe 3,000 1,000 500 4,500 9,000 -Sumatra Black Coffe 2,000 1,000 500 3,500 7,000 -White Coffee 3,000 1,000 500 3,500 8,000 -cappucino 4,000 1,000 500 2,500 8,000
32
5.3 Distribution
Because we are restaurant business, then we also do the production process in
the place to sell. However, the distribution of raw materials purchased from
outside or keep vendors. Social bistro established relationships with multiple
vendors. Especially we made a deal with some merchants in traditional
market to deliver the stock materials.
Figure 8: Vendor Scheme
(Source: Self- Constructif by Researcher)
5.4 Promotion
5.4.1 Advertising through by Brocure
Promotion is conduct directly on the target market, the promotion was
conduct by spreading leaflets to each existing campus in Padang, but
learn from some of examples of marketing that made by the other
party, so many the peoples just through the flyers, brochures
sometimes not readable even sometimes just used as rubbish, but we
want to make it a valuable brochure with 20% discount for the
customers if brings the brosur. Sometime we promote our brochure
deliberately create such a music event or attraction on a particular day.
Vendor D
Social bistro
Vendor B Vendor A
Customer
Vendor C
PRODUCTION PROCESS
33
Figure 9: Social Bistro event Flyer and Brocure
(Source: Self- Constructif by Researcher)
5.4.2 Internet Marketing
Media campaigns are also conducted through several social media such as
twitter, facebook, and Blackberry. Social media can be a powerful campaign
because of the widespread use of social media. Therefore the promotion of
the social media to be very intensively conducted..
5.4.3Atrractive Packing
Learn from some of the brand names such as Jco, kfc, Solaria. The
packaging also a media campaign that is quite interesting. Costumers
sometimes are so proud to bring paper bag of a product. But it is a bit
difficult and takes time in order the images arising on customers, but social
bistro will do it slowly.
34
5.4.4 Events
Social bistro will hold an event few every 3 months, the event will be
conducted related to the activities of the youth or the students in the form
of art talent, and skill. This event will affect the perception among
customers so that social bistro increasingly recognized by the public.
5.5Product forecast
Future estimation is social bistro willo able to open several branches and the
end of the day can compete with other restaurant such as KFC, Mcd, pizza hut
etc.
5.6 Controls.
The Control conducted to maintain the image that was built slowly and was
seen by customers and continue to build a better image to create a brand image
who known by the public and raise the customer loyalty. To keep the image
and perception of the customers by maintain the quality of products and
provide always-enhanced services to customers.
35
CHAPTER VI
ORGANIZATIONAL PLAN
6.1 Management structure
Management structure is one part of a company that affect the development
of the business. The quality of the employee is a very important component.
Social bistro bistro ensure that the employees are professional, disciplined
and have good communication skills.
The company have to ensure that employee giving out the best service to
customers and becoming competitive advantage compared to competitors.
Figure 10: OrganizationStructure
(Source: Self- Constructif by Researcher)
Director
Performance and
Management
Finance Operation
-Acoounting
-Cashier Operational
Staff(Waitress)
Production
Staff
36
As new businesses are started, the division is still relatively modest. The
report will be done every day to director.
6.1.1 Divisi Performance Management
This division are the most important divisions and responsible for the
quality of the products, toanalyze the steps that will be performed for
establishing a better company. To Achieves restaurant operational
objectives by contributing information and recommendations to
strategic plans and reviews, preparing and completing action plans,
keep the quality, and customer-service standards, resolving
problems, completing audits, identifying trends,determining system
improvements and then implementing change.
This division should stand alone because it will analyze in detail
what is required by the market and adjust the quality of a given
company to the customer. For this division in the early stages will be
handled as a whole by a single person, but to the subsequent
development Performance management will be assisted by some
staffs.
6.1.2 Operational
Division responsible for all operations in the company's operational
settings, producing food, serve customers, manage stock of raw
materials and do repeat orders of raw materials, as well as providing a
satisfactory service to customers. Member’s operational division
consists of 1 supervisor, 3 and 2 waitress production staff.
37
6.1.3 Divisi Finance
Finance division is responsible for all financial affairs of the company.
Responsible for entry and exit of finance, banking, budgeting, and
purchasing.For the first phase, all activities will finance managed by
one person.
6.2 Job description and skill needed
6.2.1 Performance and Management (Manager)
Job Description
a. Meets restaurant financial objectives by forecasting requirements.
b. Plans menus by consulting with production staff, estimates food
costs and profits by adjusts the menus.
c. Controls costs by reviewing portion control and quantities of
preparation, minimizing waste, ensuring high quality of
preparation.
d. Publicizes the restaurant by designing and Organising marketing
activities, such as promotional events
and discount schemes.Placing advertisements; inviting food editors
to review the restaurant; contacting the magazines or
newspaperwith feature ideas, encouraging local businesses to hold
social events at the restaurant.
e. Maintains ambiance by controlling lighting, background music,
linen service, glassware, dinnerware, and utensil quality and
placement; monitoring food presentation and service.
f. Maintaining personal networks participating in some of
community.
g. Preparing reports at the end of the shift/day, including staff control,
food control and sales.
h. Coordinating the entire operation of the restaurant during
scheduled shifts.
38
i. Managing, motivation and control the staff.
j. Responding to customer complaints.
k. Check the quality of raw and cooked food products to ensure that
standards are met.
l. Check the quantity and quality of received products.
m. Determine how food should be presented, and create decorative
food displays.
n. Ensuring that all employees adhere to the company's uniform
standards.
o. Meeting and greeting customers and organising table reservations.
p. Organising and supervising the shifts Production staff and waitress
q. Maintaining high standards of quality control, hygiene, and health
and safety.
r. Checking stock levels and ordering supplies.
s. Preparing cash drawers and providing petty cash as required.
t. Helping in any area of the restaurant when circumstancesdictate.
Skills
a. Education: High School or equivalent. Course work in restaurant
management preferred.
b. Valid driver’s license.
c. Knowledge of Labor Laws, Health Codes, Safe Food Handling
and Sanitation, Safety and Security systems and procedures,
computer operations.
d. Good people management skills, communication and listening
skills. Must be flexible and adaptable to change.
e. Demonstrated time management and organizational skills.
f. Must be internally motivated and detail oriented and have a
passion for teaching others.
39
g. Must be able to work a flexible schedule including days, nights,
weekends and holidays.
h. Self-Motivated and hightEnergy Level,
6.2.2 Operational Division
Production Staff (Cheff)
Job Description
a. Cook meals and beverage in quantity
b. Investigate customer complaints
c. Maintain production or work records
d. Estimate materials for food or beverage
e. Modify work procedures or processes to meet deadline
f. Analyze recipes to assign prices to menu items, based on food,
labor, and overhead costs.
g. Meet with sales representatives in order to negotiate prices and
order supplies.
h. Record production and operational data on specified forms.
i. Arrange for equipment purchases and repairs.
j. Meet with customers to discuss menus for special occasions such
as weddings, parties.
Skill:
a. Education: High School or equivalent. Course work in restaurant
management preferred.
b. 3 years minimum experience work in restaurant/café.
c. Good people management skills and listening skills.
d. Must be flexible and adaptable to change.
e. Must be able to work a flexible schedule including days, nights,
weekends and holidays.
f. Hard working, team work as a team and can work under pressure.
40
Waitress
Job Description
a. Welcome guests and make them feel comfortable.
b. Learn menu items and be able to describe them appropriately to
guests.
c. Take beverage and food orders.
d. Deliver beverages and food in a timely manner.
e. Check-in with guests to ensure that everything is going well.
f. Clear dirty dishes from table.
g. Refill beverages throughout the meal.
h. Deliver guest’s bill and thank them for dining at the restaurant.
i. Work with other servers and be a team player.
Skills
a. Ability to be on feet for long periods of time
b. Professional and friendly (Even in tough situations)
c. Team player
d. Effective communication skills
e. Quick thinking
f. Ability to lift heavy trays filled with glassware/food
g. Basic math skills
h. Great attention to detail
7.2.3 Finance division
Cashier and acoountan
Job description:
41
a. Receive payment by cash, vouchers, or automatic debits.
b. Issue receipts, refunds, credits, orchange due to customers.
c. Count money in cash drawers at the beginning of shifts to ensure
that amounts are correct and that there is adequate change.
d. Greet customers entering establishments.
e. Maintain clean and orderly checkout areas.
f. Establish or identify prices of goods, services or admission, and
tabulate bills usingcalculators, or cash registers.
g. Calculate total payments received during a time period, and
reconcile this with total sales.
h. Compute and record totals of transactions.
i. Keep periodic balance sheets of amounts and numbers of
transactions.
j. Issue trading stamps, and redeem food stamps and coupons.
k. Resolve customer complaints.
l. Answer customers' questions, and provide information on
procedures or policies.
m. Sort, count, and wrap currency and coins.
n. Process merchandise returns and exchanges.
o. Pay company bills by cash, vouchers, or checks.
p. Monitor checkout stations to ensure that they have adequate cash
available and that they are staffed appropriately.
q. Post charges against guests' or patients' accounts.
6.3 Salary of Employee
In our experience, a team of multi-skilled employees works best for our kind
ofBusiness. Working as a team is critical to our success. We recognize that
human resources are the Social Bistro most valuable asset. Our personnel
strategy focuses on selecting, training, rewarding, and stimulating all
employees in order to build employee loyalty, and increase performance.
42
It will be easy to find and select the best new members of our team. The
traditional local food-service industry, well represented in the area, along with
local colleges and schools, have contributed to the formation and growth of
many skilled employees. In theselection process, the background check is a
must in this line of business.
The Social Bistro will be open from Monday through Saturday,from 9:00 AM
to 10:00 PM.The team can operate effectively only by using alternative work
schedules that take into account the busiest periods of the day, the time needed
to prepare the food before opening, and a forty six hours week. Here is an
example of alternative work
Schedule for our employee schedule in week 1:
Table 11 : Social Bistro’s Employee Schedule
Day Begin Time End Time Hours Worked
Sunday 09.00 16.00 8 hours
Monday 14.00 23.00 8 hours
Tuesday 09.00 16.00 8 hours
Wednesday 14.00 23.00 8 hours
Thursday 09.00 16.00 8 hours
Friday 14.00 23.00 None
Saturday
Total 48 Hours
(Source: Self- Constructif by Researcher)
43
In addition to salaries, important bonuses and incentives are included in the
personnelTable that will be used to reward employee performance, on a pay-
for-performance basis. The cornerstone of our personnel plan is to maximize
productivity and minimize the labor burden of the company's operating
expenses, while maintaining strong employee commitment to the success of
operations.Trying to appropriate compensation incentives to our company's
performance targets.
Our performance-based pay strategy takes into consideration the linking of
employee compensation to the achievement of measurable business targets.
Employees that perform well are eligiblefor various types of performance-
based pay, such as cash bonuses, awards, profitsharingplan, and stock option
program.
The ultimate goal of all our employees is to meet or exceed our customers'
expectations. They are all empowered to take any reasonable action to avoid
acustomer leaving our premises dissatisfied.
Our continuous improvement policy encourages all employees to continually
look forways to keep updated with the latest technology, to improve
processes, reduce costsand save time. This approach serves the goal of
reducing costs and delivery times, andincreasing the service quality and
customer satisfaction.
Table 12: Social Bistro’s Employee Salary
(Source: Self- Constructif by Researcher)
Manager 1,500,000 18,000,000 1 5,475,000 23,475,000
Chef 1,000,000 12,000,000 2 5,475,000 34,950,000
Waitress 750,000 9,000,000 3 3,650,000 37,950,000
Total Payroll 96,375,000
Annual SalaryPositionTotal Numbers of
EmployeeTotal
Transportation
Acamodation(annual) Monthly
44
CHAPTER VII
ASSESTMENT OF RISK
7.1 Risk of Business
Althought we are assure that culinary business is promising business, we
cannot deny that there are several factors which be the weak spot of business,
which are:
a. Operational system which are to be duplicated. This business will operate
based on regular system. Simple entrepreneurship has been taught to
student at university. Basic strategies fungtion will not be a new thing so
that everyone can do the same system.
b. Provision many of menu will indirectly affect the number and types of raw
materials. If not well controlled as the decay losses and delays in the
supply of raw materials from suppliers will also cause harm to the
company.
7.2 Contigency Plan
Companies can overcome any risks by doing the following things:
a. Evaluate the setup cost in right manner
b. To compete with the competitors in an innovative technical way
c. Carefulliyanalyze the economic condition of the country
d. To improve the technological and technical of the country,
e. The company should justify the legal concern in appropriate way
f. The company should have clear concept about market.(national&
nationality)industry demand.
45
7.3 New Technology
For present time we don’t implement any kind of new technologies in
primary stage of our business.But for the next development, social bistro will
use some sophisticated and modern technology to for the kitchen. To better
production performance, save time to deliver to customer’s and give better
quality and customer satisfaction.
46
CHAPTER VIII
FINANCIAL PLAN
For business, the financial plan is an overall analysis tools on a variety of
operational and investment strategythat describes the approximate outcomes to be
achieved by the company, as well as the basis to assist management in making
decisions on the plan transaction in the future.
8.1 Start up Funds
Table 13: Social Bistro’s Start up Funds
Description Amount
Owner Investment
Cash
180,000,000
Use of funds
Utensil
20,000,000
Equipment
60,000,000
Inventory
10,000,000
Advertising/Marketing
10,000,000
Building( Rent)
55,000,000
Others
25,000,000
47
total of use of funds
180,000,000
We assume utensil have value in 3 years
Utensil Unit (Q) Price/Unit Total Price
Gas Stove set 2 1,100,000 2,200,000
Refrigerator 1 2,500,000 2,500,000
Microwave 1 800,000 800,000
Blender 2 250,000 500,000
Magic Jar 1 600,000 600,000
Freezer 1 2,000,000 2,000,000
frying pan set 6 300,000 1,800,000
Dispenser 2 200,000 400,000
Total 10,800,000
Utensil Bins 2 800,000 1,600,000
Untensil rack 1 1,000,000 1,000,000
Food case 30 25,000 750,000
soup Jar 1 500,000 500,000
Food case alumunium 5 200,000 1,000,000
Salad case 1 301,000 301,000
Total 5,151,000
Plates
Korean Plates 30 27,300 819,000
Big Plates 36 23,000 828,000
Medium Plates 24 19,000 456,000
Small Plates 24 16,000 384,000
Bowl 24 14,000 336,000
Glass -
standart Glass 30 12,000 360,000
Juice 24 9,000 216,000
coffee 12 12,000 144,000
Tea 17 9,000 153,000
Milkshake 17 9,000 153,000
Spoon -
standart 30 4,000 120,000
Small 20 4,000 80,000
Total 4,049,000
Total Equipment 20,000,000
Food Service
storage Hardware
Serving Area
48
We assume equipment have value in 5 years
Equipment
Unit
(Q) Price/Unit Total Price
Furniture
Chair set
12
1,200,000
13,000,000
Sofa Set
5
2,000,000
10,000,000
Mini Bar set
1
3,000,000
3,000,000
Decoration
13,500,000
13,500,000
Infokus
1
4,000,000
4,000,000
Fan 5 500000
2,500,000
Air Conditioner 2 2000000
4,000,000
Cashier machine 1 2000000
2,000,000
TV 1 3000000
3,000,000
Total
55,000,000
49
Office
Komputer
1
4,000,000
4,000,000
Printer
1
300,000
300,000
office desk set
1
700,000
700,000
Total
5,000,000
Total of Equipment
60,000,000
Start up Inventory/supply
Unit
(Q) Price/Unit Total Price
Raw Materials
10,000,000
BUILDING
Rent Building 1 year
55,000,000.00
50
MARKETING FUNDS
Unit
(Q) Price/Unit Total Price
Newspaper advertising 1650000
1,650,000
Brosur 2000 550
1,100,000
X banner 4 120000
480,000
Neon Box 2
6,270,000
Poster 100 5000
500,000
Total
10,000,000
Others Unit (Q) Price/Unit Total Price
(monts)
Electricity 2 500,000 1,000,000
Legal 800,000 800,000
advertising Tax 300000 300000
Salary 2 7,466,667 14,900,000
Water 2 100,000 200,000
Maintance 2 400,000 800,000
Internet 2 300,000 600,000
Unexpected funds 3,250,000 3,250,000
Lunch box 1500 1100 1,650,000
Paper bag 1500 1000 1,500,000
Total 25,000,000
51
Description (month) Year (1) Year (2) Year (3) year(4) Year (5)
20% 20% 20% 20%
Operational Cost
*Employee Salary 132,360,000 178,272,000 237,254,400 303,367,680 386,436,096
Supply Expense 85,000,000 25,000,000
Electricity 500000/months 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600
Legal 800,000 960,000 1,152,000 1,382,400 1,658,880
advertising Tax 300,000 360,000 432,000 518,400 622,080
Water 100000/months 1,200,000 1,440,000 1,728,000 2,073,600 2,488,320
Maintance 400000/months 4,800,000 5,760,000 6,912,000 8,294,400 9,953,280
Internet 300000/months 3,600,000 4,320,000 5,184,000 6,220,800 7,464,960
Rent Building 55,000,000 66,000,000 79,200,000 95,040,000 114,048,000
Unexpected Cost 3,250,000 3,900,000 4,680,000 5,616,000 6,739,200
Lunch box 1650000/4 months 6,600,000 7,920,000 9,504,000 11,404,800 13,685,760
Paper bag 1500000/4 months 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600
Marketing Cost
Newspaper 1,650,000 1,980,000 2,376,000 2,851,200 3,421,440
Brosur 1,000,000 1,200,000 1,440,000 1,728,000 2,073,600
X banner 480,000 576,000 691,200 829,440 995,328
Neon Box 4,500,000 - 5,400,000 6,480,000
Poster 500,000 600,000 720,000 864,000 1,036,800
Depreciation
Depreciation for Equipment 20% 12,000,000 12,000,000 12,000,000 12,000,000 12,000,000
Depreciation for Utensil 35% 8,750,000 8,750,000 8,750,000 25,000,000 8,750,000
Total Marketing Cost 41,480,000 49,776,000 59,731,200 71,677,440 86,012,928
( TOTAL) 333,790,000 308,438,000 410,953,600 506,676,720 581,986,944
8.2 Sales Forecast
Social Bistro Targeting the increasing of sales minimum 20% per year,by 180
portion per day and total sales Rp. 2.200.000 per day.
Table 14: Social Bistro’s Sales Forecast
8.3 Table of Cost
Table 15: Social Bistro’s Table Cost
YEAR 1 180 5,405 64,860 68,205,000 818,460,000
YEAR 2 (20%) 216 6,486 77,832 81,846,000 982,152,000
YEAR 3 (20%) 259 7,783 93,398 98,215,200 1,178,582,400
YEAR 4 (20%) 311 9,340 112,078 117,858,240 1,414,298,880
YEAR 5 (20%) 374 11,208 134,494 141,429,888 1,697,158,656
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
ASSUMTION PORTION SOLD (food and beverage) 64,860 77,832.00 93,398.40 112,078.08 134,493.70
Assumtion the customer visit 32430 37295 48483 67876 74664
Average Spending per customer per visit 25000 27500 30250 33275 36602.5
Total Sales/year 818,460,000 982,152,000.00 1,178,582,400.00 1,414,298,880.00 1,697,158,656.00
Gross Profit 491,076,000 589,291,200.00 707,149,440.00 848,579,328.00 1,018,295,193.60
QUANTITY/
DAILY
(Portion)
QUANTITY/
MONTH
(PORTION)
QUANTITY/ YEAR
(PORTION)
ASSUMPTION SALES (MONTLY) SALES (Yearly)
52
Employee
POSITIONNUMBERS OF
EMPLOYEE MONTHLY SALARY
TRANSPORTATION
ACOMODATION MONTLY SALLARY TOTAL SALARY
CEO 1 4,000,000 600,000 4,600,000 55,200,000
SUPERVISOR 1 1,500,000 480,000 1,980,000 23,760,000
CHEF 2 1,000,000 450,000 1,900,000 22,800,000
WAITRESS 4 750,000 450,000 2,550,000 30,600,000
TOTAL 11,030,000 132,360,000
POSITIONNUMBERS OF
EMPLOYEE MONTHLY SALARY
TRANSPORTATION
ACOMODATION MONTLY SALLARY TOTAL SALARY
CEO 1 4,800,000 720,000 5,520,000 66,240,000
SUPERVISOR 1 1,800,000 576,000 2,376,000 28,512,000
CHEF 3 1,200,000 540,000 2,820,000 33,840,000
WAITRESS 6 900,000 540,000 4,140,000 49,680,000
TOTAL 14,856,000 178,272,000
POSITIONNUMBERS OF
EMPLOYEE MONTHLY SALARY
TRANSPORTATION
ACOMODATION MONTLY SALLARY TOTAL SALARY
CEO 1 5,760,000 864,000 6,624,000 79,488,000
SUPERVISOR 1 2,160,000 691,200 2,851,200 34,214,400
CHEF 4 1,440,000 648,000 4,032,000 48,384,000
WAITRESS 8 1,080,000 648,000 6,264,000 75,168,000
TOTAL 19,771,200 237,254,400
POSITIONNUMBERS OF
EMPLOYEE MONTHLY SALARY
TRANSPORTATION
ACOMODATION MONTLY SALLARY TOTAL SALARY
CEO 1 6,912,000 1,036,800 7,948,800 95,385,600
SUPERVISOR 1 2,592,000 829,440 3,421,440 41,057,280
CHEF 4 1,728,000 777,600 4,838,400 58,060,800
WAITRESS 10 1,296,000 777,600 9,072,000 108,864,000
TOTAL 25,280,640 303,367,680
POSITIONNUMBERS OF
EMPLOYEE MONTHLY SALARY
TRANSPORTATION
ACOMODATION MONTLY SALLARY TOTAL SALARY
CEO 1 8,294,400 1,244,160 9,538,560 114,462,720
SUPERVISOR 1 3,110,400 995,328 4,105,728 49,268,736
CHEF 4 2,073,600 933,120 5,806,080 69,672,960
WAITRESS 12 1,555,200 933,120 12,752,640 153,031,680
TOTAL 32,203,008 386,436,096
YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
53
Sales 818,460,000 982,152,000 1,178,582,400 1,414,298,880 1,697,158,656
COGS 40% 327,384,000 392,860,800 471,432,960 565,719,552 678,863,462
Gross Profit 491,076,000 589,291,200 707,149,440 848,579,328 1,018,295,194
Expenses
Operational Cost
*Employee Salary 132,360,000 178,272,000 237,254,400 303,367,680 386,436,096
Suply Expense 85,000,000 25,000,000
Electricity 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600
Legal 800,000 960,000 1,152,000 1,382,400 1,658,880
advertising Tax 300,000 360,000 432,000 518,400 622,080
Water 1,200,000 1,440,000 1,728,000 2,073,600 2,488,320
Maintance 4,800,000 5,760,000 6,912,000 8,294,400 9,953,280
Internet 3,600,000 4,320,000 5,184,000 6,220,800 7,464,960
Rent Building 55,000,000 66,000,000 79,200,000 95,040,000 114,048,000
Unexpected Cost 3,250,000 3,900,000 4,680,000 5,616,000 6,739,200
Lunch box 6,600,000 7,920,000 9,504,000 11,404,800 13,685,760
Paper bag 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600
Marketing Cost
Newspaper 1,650,000 1,980,000 2,376,000 2,851,200 3,421,440
Brosur 1,000,000 1,200,000 1,440,000 1,728,000 2,073,600
X banner 480,000 576,000 691,200 829,440 995,328
Neon Box 4,500,000 - 5,400,000 6,480,000
Poster 500,000 600,000 720,000 864,000 1,036,800
Depreciation for Equipment 20% 12,000,000 12,000,000 12,000,000 12,000,000 12,000,000
Depreciation for Utensil 35% 8,750,000 8,750,000 8,750,000 25,000,000 8,750,000
Total Expense 333,790,000 308,438,000 394,703,600 522,926,720 602,736,944
NET PROFIT 157,286,000 280,853,200 312,445,840 325,652,608 415,558,250
8.4 Pro-Forma Income Statement
Table 16: Social Bistro’s Pro Forma Income Statement
54
8.5 Pro forma Cash Flow
Table 17: Social Bistro’s Pro Forma Cash Flow
CASH FLOW FROM OPERATIONAL
ACTIVITIESYEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
Sales 818,460,000 982,152,000 1,178,582,400 1,414,298,880 1,697,158,656
COGS 40% 327,384,000 392,860,800 471,432,960 565,719,552 678,863,462
Gross Profit 491,076,000 589,291,200 707,149,440 848,579,328 1,018,295,194
Operational Cost
*Employee Salary 132,360,000 178,272,000 237,254,400 303,367,680 386,436,096
Electricity 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600
Legal 800,000 960,000 1,152,000 1,382,400 1,658,880
advertising Tax 300,000 360,000 432,000 518,400 622,080
Water 1,200,000 1,440,000 1,728,000 2,073,600 2,488,320
Maintance 4,800,000 5,760,000 6,912,000 8,294,400 9,953,280
Internet 3,600,000 4,320,000 5,184,000 6,220,800 7,464,960
Rent Building 55,000,000 66,000,000 79,200,000 95,040,000 114,048,000
Unexpected Cost 3,250,000 3,900,000 4,680,000 5,616,000 6,739,200
Lunch box 6,600,000 7,920,000 9,504,000 11,404,800 13,685,760
Paper bag 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600
Marketing Cost
Newspaper 1,650,000 1,980,000 2,376,000 2,851,200 3,421,440
Brosur 1,000,000 1,200,000 1,440,000 1,728,000 2,073,600
X banner 480,000 576,000 691,200 829,440 995,328
Neon Box 4,500,000 - 5,400,000 6,480,000
Poster 500,000 600,000 720,000 864,000 1,036,800
Total Expense 228,040,000 280,908,000 365,817,600 451,163,520 570,271,104
Total Cash flow from operational
activities 263,036,000 308,383,200 341,331,840 397,415,808 448,024,090
Cash Flow from Investment activities
Utensil 25,000,000 25000000
Equipment 60,000,000
Total cash flow rom investment (85,000,000) 0 0 -25000000 0
Cash Flow from Financing 180,000,000
NET CAS INCREASE OR DECREASE 358,036,000 308,383,200 341,331,840 372,415,808 448,024,090
Cash at the beginning of the year 358,036,000 666,419,200 1,007,751,040 1,380,166,848
ENDING CASH CURRENT YEAR 358,036,000 666,419,200 1,007,751,040 1,380,166,848 1,828,190,938
55
ASSET
CASH 358,036,000 666,419,200 1,007,751,040 1,380,166,848 1,828,190,938
Inventory 327,384,000 392,860,800 471,432,960 565,719,552 678,863,462
Total Current Asset 685,420,000 1,059,280,000 1,479,184,000 1,945,886,400 2,507,054,400
Fixed Assets
Equipment 60,000,000 - 25,000,000
utensil 25,000,000
Depreciation (20,750,000) (20,750,000) (20,750,000) 25,000,000 (20,750,000)
Intagible asset 800,000 960,000 1,152,000 1,382,400 1,658,880
Building 55,000,000 66,000,000 79,200,000 95,040,000 114,048,000
advertising tax 300,000 360,000 432,000 518,400 622,080
Lunch box 6,600,000 7,920,000 9,504,000 11,404,800 13,685,760
Paper bag 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600
total fixed asset 132,950,000 61,690,000 78,178,000 168,713,600 121,706,320
Total Assets 818,370,000 1,120,970,000 1,557,362,000 2,114,600,000 2,628,760,720
Owners Equity
capital Stock 327,384,000 392,860,800 471,432,960 565,719,552 678,863,462
add retained earning current year 358,036,000 666,419,200 1,120,970,000 1,557,362,000 2,114,600,000
Ending retaibed earning 685,420,000 1,120,970,000 1,557,362,000 2,114,600,000 2,628,760,720
Owners Funds 180,000,000
Owners Widraw
Total owners's Equity 865,420,000 1,120,970,000 1,557,362,000 2,114,600,000 2,628,760,720
YEAR 5ASSET YEAR 1 YEAR 2 YEAR 3 YEAR 4
8.6 Pro Forma Balance Sheet
Table 18: Social Bistro’s Pro forma Balance Sheet
56
8.7 Break Event Analysis
Table 19 : Social Bistro’s Break Event Analysis
BREAK EVENT POINT
Break Even Analysis Formula YEAR 1 YEAR YEAR 3 YEAR 4 YEAR 5
Total Sales 818,460,000 982,152,000 1,178,582,400 1,414,298,880 1,697,158,656
Operational Cost
*Employee Salary 132,360,000 178,272,000 237,254,400 303,367,680 386,436,096
Electricity 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600
Legal 800,000 960,000 1,152,000 1,382,400 1,658,880
advertising Tax 300,000 360,000 432,000 518,400 622,080
Water 1,200,000 1,440,000 1,728,000 2,073,600 2,488,320
Maintance 4,800,000 5,760,000 6,912,000 8,294,400 9,953,280
Internet 3,600,000 4,320,000 5,184,000 6,220,800 7,464,960
Rent Building 55,000,000 66,000,000 79,200,000 95,040,000 114,048,000
Unexpected Cost 3,250,000 3,900,000 4,680,000 5,616,000 6,739,200
Lunch box 6,600,000 7,920,000 9,504,000 11,404,800 13,685,760
Paper bag 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600
Marketing Cost
Newspaper 1,650,000 1,980,000 2,376,000 2,851,200 3,421,440
Brosur 1,000,000 1,200,000 1,440,000 1,728,000 2,073,600
X banner 480,000 576,000 691,200 829,440 995,328
Neon Box 4,500,000 - 5,400,000 6,480,000
Poster 500,000 600,000 720,000 864,000 1,036,800
Total Expense 228,040,000 280,908,000 365,817,600 451,163,520 570,271,104
Fix Cost 228,040,000 280,908,000 365,817,600 451,163,520 570,271,104
variable Cost 327,384,000 392,860,800 471,432,960 565,719,552 678,863,462
Contribution Margin Ratio
(total sales-total variable
cost)/total sales 0.60000 0.60000 0.60000 0.60000 0.60000
BEP (RP)
Total Fix
Cost/Contribution Margin
Ratio 380,066,667 468,180,000 609,696,000 751,939,200 950,451,840
57
MENU Cost of raw materials Production Cost Marketing Cost profit price/unit
Korean Food
Bulgogi 11,000 2,000 500 10,500 24,000 Jajangmeyon 12,000 2,000 500 10,500 25,000 Ramyun 10,000 2,000 500 7,500 20,000
Oriental Food 2,000 500 500 -Beef teriyaki 8,000 2,000 500 8,500 19,000 -Chiken teriyaki 7,000 2,000 500 8,500 18,000 -Ayam goreng saos nanas asam manis 7,000 2,000 500 6,500 16,000 -Ikan nila saos asam manis 7,000 2,000 500 7,500 17,000 -Cah kangkung ayam baso 6,000 2,000 500 6,500 15,000 -Capcay kuah 6,000 2,000 500 6,500 15,000
Western Food 2,000 500 500 -Beef blackpepper 10,000 2,000 500 6,500 19,000 -Chiken blackpepper 9,000 2,000 500 5,500 17,000 -Bolognese spaghetti 7,500 2,000 500 7,000 17,000 -Bakso macaroni keju saos blackpepper 8,000 2,000 500 8,500 19,000 -Chiken chrispy saos keju blackpepper 9,000 2,000 500 8,500 20,000
Indonesian Food
-Tahu Baso Rica-Rica 6,800 2,000 500 7,700 17,000 -Ayam Goreng Special 5,600 2,000 500 5,900 14,000 -Ayam Pop Special 5,600 2,000 500 5,900 14,000 -Nasi goreng Special 5,600 2,000 500 5,900 14,000 -Nasi Goreng Hati ampela 5,200 2,000 500 5,300 13,000 -Nasi Goreng bakso 5,200 2,000 500 5,300 13,000 -Nasi Goreng Nugget 5,200 2,000 500 5,300 13,000 -Nasi Goreng Udang 5,200 2,000 500 5,300 13,000 - Nasi goreng Ayam 5,200 2,000 500 5,300 13,000 - Mie Goreng Special 5,200 2,000 500 5,300 13,000 -Mie Goreng Baso 5,200 2,000 500 5,300 13,000 -Kwetiau Goreng 5,600 2,000 500 5,900 14,000 -Bihun Goreng 5,600 2,000 500 5,900 14,000
Snack & Salad
-Fish Burger 5,600 1,200 500 6,700 14,000 -Beef Burger 5,600 1,200 500 6,700 14,000 -Kentang Goreng 4,000 1,200 500 4,300 10,000 -Pisang Keju 4,000 1,200 500 4,300 10,000 -Sosis Bakar Mayonise 6,000 1,200 500 7,300 15,000 -Chocolate Brownies 6,000 1,200 500 7,300 15,000 -Pizza 6,000 1,200 500 7,300 15,000 Salad 6,000 1,200 500 7,300 15,000 -Vegetable Salad 6,000 1,200 500 7,300 15,000 -Fruit Salad 6,000 1,200 500 7,300 15,000 -Mix Salad 6,400 1,200 500 7,900 16,000
Minuman (hot/Cold)
-Big Boss Ice/Hot tea 2,000 1,200 500 1,300 5,000
-Lemon tea 2,800 1,200 500 2,500 7,000
-Orange Sunrise Squash 4,400 1,200 500 4,900 11,000
-Fresh Blue Ocean 4,400 1,200 500 4,900 11,000
-Lemon Squash 4,400 1,200 500 4,900 11,000
-Strawberry Milky Squash 4,400 1,200 500 4,900 11,000
-Fresh green Squash 4,400 1,200 500 4,900 11,000 -Grape Milky Squash 4,400 1,200 500 4,900 11,000 -Frambozen Jelly 4,800 1,200 500 5,500 12,000 -Milo 2,400 1,200 500 1,900 6,000 -Mineral water 1,600 1,200 500 700 4,000
8.8 Cost of Good Sold
Cost of Good Sold Table
Table 20: COGS
58
JUICE
-Orange Juice 3,200 1,200 500 3,100 8,000 - Juice Mangga 3,200 1,200 500 3,100 8,000 -Juice alpukat 3,200 1,200 500 3,100 8,000 -Juice Sirsak 3,200 1,200 500 3,100 8,000 -Juice Tomat 3,200 1,200 500 3,100 8,000 -Juice Wortel 3,200 1,200 500 3,100 8,000 - Juice Jambu 3,200 1,200 500 3,100 8,000
Milk Shake
-Chocolate Milkshake 4,400 1,200 500 4,900 11,000 -Vanila Oreo Milkshake 4,400 1,200 500 4,900 11,000 -Lemon Milkshake 4,400 1,200 500 4,900 11,000 -Melon Milkshake 4,400 1,200 500 4,900 11,000 -Strawberry Milkshake 4,400 1,200 500 4,900 11,000
Coffee
-Russian Whiskey Coffee 5,500 1,200 500 5,800 13,000 -Green Latte 5,500 1,200 500 5,800 13,000 -Irish Coffe 5,500 1,200 500 5,800 13,000 -Caramel Machiato 5,500 1,200 500 5,800 13,000 -Vanila Oreo Coffe 5,500 1,200 500 5,800 13,000 -Java Latte 3,000 1,200 500 8,300 13,000 -Affairs Coffe 5,500 1,200 500 5,800 13,000 - Toraja Coffe 3,000 1,200 500 3,300 8,000 -Sumatra Black Coffe 2,000 1,200 500 3,300 7,000 -White Coffee 3,000 1,200 500 2,300 7,000 -cappucino 3,000 1,200 500 2,300 7,000
59
Minuman (hot/Cold)
-Big Boss Ice/Hot tea 5,000 2,000 210 2,520 12,600,000 7,560,000 -Lemon tea 7,000 2,800 120 1,440 10,080,000 6,048,000 -Orange Sunrise Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Fresh Blue Ocean 11,000 4,400 90 1,080 11,880,000 7,128,000 -Lemon Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Strawberry Milky Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Fresh green Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Grape Milky Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Frambozen Jelly 12,000 4,800 60 720 8,640,000 5,184,000 -Milo 6,000 2,400 120 1,440 8,640,000 5,184,000 -Mineral water 4,000 1,200 210 2,520 10,080,000 6,048,000
JUICE
-Orange Juice 8,000 3,200 40 480 3,840,000 2,304,000 - Juice Mangga 8,000 3,200 40 480 3,840,000 2,304,000 -Juice alpukat 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Sirsak 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Tomat 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Wortel 8,000 3,200 40 480 3,840,000 2,304,000 - Juice Jambu 8,000 3,200 40 480 3,840,000 2,304,000
Milk Shake - - - - -Chocolate Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Vanila Oreo Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Lemon Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Melon Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Strawberry Milkshake 11,000 4,400 60 720 7,920,000 4,752,000
Coffee
-Russian Whiskey Coffee 13,000 5,200 250 3,000 39,000,000 23,400,000 -Green Latte 13,000 5,200 90 1,080 14,040,000 8,424,000 -Irish Coffe 13,000 5,200 90 1,080 14,040,000 8,424,000 -Caramel Machiato 13,000 5,200 90 1,080 14,040,000 8,424,000 -Vanila Oreo Coffe 13,000 5,200 125 1,500 19,500,000 11,700,000 -Java Latte 8,000 3,200 120 1,440 11,520,000 6,912,000 -Affairs Coffe 13,000 5,200 90 1,080 14,040,000 8,424,000 - Toraja Coffe 8,000 3,200 60 720 5,760,000 3,456,000 -Sumatra Black Coffe 7,000 2,800 120 1,440 10,080,000 6,048,000 -White Coffee 6,000 2,400 60 720 4,320,000 2,592,000 -cappucino 6,000 2,400 90 1,080 6,480,000 3,888,000
- - - -
Grand Total 347,600 5,405 64,860 818,460,000 491,076,000
60
REFERENCE
Books
Amstrong P.K (2008), Prinples of Marketing, Twelft Edition.
UppperSadleRiver,New Jersey : Perason Educational International.
Chishtoper Lovelock, J .W (2005). Service Marketing in Asia; Managing People,
Techlonology and Strategy – Second Edition.Singapore :Prentise Hall Pearson
Educational South Asia Pte Ltd.
Internet
Thomas,I G (2012) ,GENERIC COMPETITIVE STRATEGIES ,reviewed March,
2th 2012, from Reference for business :
http://faculty.bcitbusiness.ca/kevinw/4800/Bobs_porter_notes.pdf
Northern UniveristyBangladesh.Smoothy Juice Business Plan, Retrieved
December 2013, from
http://www.slideshare.net/rubayatppt/business-plan-smoothy-juice
BeritaBaik Indonesia, Booming Customers Food ServiseIn Indonesia. Retrieved
December, 12th
2012, from:
http://beritabaik.web.id/2013/09/04/3-makanan-indonesia-yang-berpotensi-
mendunia/
61
SmallBusinessNote.com. (n.d). Small Business Administration (SBA) Business
Plan
Outline. Retrieved November 25th
2011, From:
http://www.sba.gov/community/discuss-popular-topics/starting-registering-
business
Blue Fish Girl,Business Plan, Retrieved January ,23rd
2011,from:
https://mymission.lamission.edu/userdata/eguaralj/docs/Blue%20Fish%20Grille
%20Business%20Plan%20Sample_4.16.2013.pdf
Go PanganLokal, PeranStrategisIndustriKulinerBagiPertumbuhanEkonomi ,
retrieved December , 21st 2010.
From:http://gopanganlokal.miti.or.id/index.php/peran-strategis-industri-
kuliner-bagi-pertumbuhan-ekonomi
Investor Daily. 2012. KulinerBeriPendapatanTerbesarBagiIndustriKreatif. From
http://www.investor.co.id/tradeandservices/kuliner-beri-pendapatan-terbesar-
bagi-industri-kreatif/49205
Perkembangan Usaha Restoran/ RumahMakanBerskalaMenengahdanBesarTahun
2007 – 2010,From:
http://www.budpar.go.id/userfiles/file/rekaprestoran2007-2010.pdf
Perkembangan Usaha Restoran / RumahMakanBerskalaMenengah Dan
BesarMenurutProvinsiTahun 2007 – \2010
http://www.budpar.go.id/userfiles/file/perkembanganrestoranperprov2007
2010.
62
APPENDIX I
The Social Bistro Menu
63
APPENDIX II
The Picture Of The Store
64
APPENDIX III
ASSUMTION /DAY
180 portion foods and beverages sold /day
Korean Food
Bulgogi 24,000 9,600 115 1,380 33,120,000 19,872,000
Jajangmeyon 25,000 10,000 115 1,380 34,500,000 20,700,000
Ramyun 20,000 8,000 65 780 15,600,000 9,360,000
-
Oriental food -
-Beef teriyaki 19,000 7,600 140 1,680 31,920,000 19,152,000
-Chiken teriyaki 18,000 7,200 140 1,680 30,240,000 18,144,000
-Ayam goreng saos nanas asam manis 17,000 6,800 110 1,320 22,440,000 13,464,000
-Ikan nila saos asam manis 16,000 6,400 110 1,320 21,120,000 12,672,000
-Cah kangkung ayam baso 15,000 6,000 100 1,200 18,000,000 10,800,000
-
Western Food - - - - -Beef blackpepper 19,000 7,600 150 1,800 34,200,000 20,520,000 -Chiken blackpepper 18,000 7,200 150 1,800 32,400,000 19,440,000 -Bolognese spaghetti 16,000 6,400 150 1,800 28,800,000 17,280,000 -Bakso macaroni keju saos blackpepper 17,000 6,800 55 660 11,220,000 6,732,000 -Chiken chrispy saos keju blackpepper 20,000 8,000 50 600 12,000,000 7,200,000
- - - -
Indonesian Food - - - - -Tahu Baso Rica-Rica 17,000 6,800 40 480 8,160,000 4,896,000 -Ayam Goreng Special 14,000 5,600 50 600 8,400,000 5,040,000 -Ayam Pop Special 14,000 5,600 30 360 5,040,000 3,024,000 -Nasi goreng Special 14,000 5,600 40 480 6,720,000 4,032,000 -Nasi Goreng Hati ampela 13,000 5,200 50 600 7,800,000 4,680,000 -Nasi Goreng bakso 13,000 5,200 50 600 7,800,000 4,680,000 -Nasi Goreng Nugget 13,000 5,200 50 600 7,800,000 4,680,000 -Nasi Goreng Udang 13,000 5,200 50 600 7,800,000 4,680,000 - Nasi goreng Ayam 13,000 5,200 50 600 7,800,000 4,680,000 - Mie Goreng Special 13,000 5,200 50 600 7,800,000 4,680,000 -Mie Goreng Baso 13,000 5,200 50 600 7,800,000 4,680,000 -Kwetiau Goreng 14,000 5,600 90 1,080 15,120,000 9,072,000 -Bihun Goreng 14,000 5,600 60 720 10,080,000 6,048,000
Snack & Salad
-Fish Burger 14,000 5,600 25 300 4,200,000 2,520,000 -Beef Burger 14,000 5,600 25 300 4,200,000 2,520,000 -Kentang Goreng 10,000 4,000 40 480 4,800,000 2,880,000 -Pisang Keju 10,000 4,000 30 360 3,600,000 2,160,000 -Sosis Bakar Mayonise 15,000 6,000 30 360 5,400,000 3,240,000 -Chocolate Brownies 15,000 6,000 30 360 5,400,000 3,240,000 -Vegetable Salad 15,000 6,000 30 360 5,400,000 3,240,000 -Fruit Salad 15,000 6,000 30 360 5,400,000 3,240,000 -Mix Salad 16,000 6,400 30 360 5,760,000 3,456,000
TotalGross
Profit (Rp) Product Price Unit
Gross Profit
(Rp) (60%)
Sales estimate
Month(Q)
Sales
estimate/year Total Sales (Rp)
Sales Estimate
65
Minuman (hot/Cold)
-Big Boss Ice/Hot tea 5,000 2,000 210 2,520 12,600,000 7,560,000 -Lemon tea 7,000 2,800 120 1,440 10,080,000 6,048,000 -Orange Sunrise Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Fresh Blue Ocean 11,000 4,400 90 1,080 11,880,000 7,128,000 -Lemon Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Strawberry Milky Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Fresh green Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Grape Milky Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Frambozen Jelly 12,000 4,800 60 720 8,640,000 5,184,000 -Milo 6,000 2,400 120 1,440 8,640,000 5,184,000 -Mineral water 4,000 1,200 210 2,520 10,080,000 6,048,000
JUICE
-Orange Juice 8,000 3,200 40 480 3,840,000 2,304,000 - Juice Mangga 8,000 3,200 40 480 3,840,000 2,304,000 -Juice alpukat 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Sirsak 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Tomat 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Wortel 8,000 3,200 40 480 3,840,000 2,304,000 - Juice Jambu 8,000 3,200 40 480 3,840,000 2,304,000
Milk Shake - - - - -Chocolate Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Vanila Oreo Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Lemon Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Melon Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Strawberry Milkshake 11,000 4,400 60 720 7,920,000 4,752,000
Coffee
-Russian Whiskey Coffee 13,000 5,200 250 3,000 39,000,000 23,400,000 -Green Latte 13,000 5,200 90 1,080 14,040,000 8,424,000 -Irish Coffe 13,000 5,200 90 1,080 14,040,000 8,424,000 -Caramel Machiato 13,000 5,200 90 1,080 14,040,000 8,424,000 -Vanila Oreo Coffe 13,000 5,200 125 1,500 19,500,000 11,700,000 -Java Latte 8,000 3,200 120 1,440 11,520,000 6,912,000 -Affairs Coffe 13,000 5,200 90 1,080 14,040,000 8,424,000 - Toraja Coffe 8,000 3,200 60 720 5,760,000 3,456,000 -Sumatra Black Coffe 7,000 2,800 120 1,440 10,080,000 6,048,000 -White Coffee 6,000 2,400 60 720 4,320,000 2,592,000 -cappucino 6,000 2,400 90 1,080 6,480,000 3,888,000
- - - -
Grand Total 347,600 5,405 64,860 818,460,000 491,076,000
66
Minuman (hot/Cold)
-Big Boss Ice/Hot tea 5,000 2,000 210 2,520 12,600,000 7,560,000 -Lemon tea 7,000 2,800 120 1,440 10,080,000 6,048,000 -Orange Sunrise Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Fresh Blue Ocean 11,000 4,400 90 1,080 11,880,000 7,128,000 -Lemon Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Strawberry Milky Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Fresh green Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Grape Milky Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Frambozen Jelly 12,000 4,800 60 720 8,640,000 5,184,000 -Milo 6,000 2,400 120 1,440 8,640,000 5,184,000 -Mineral water 4,000 1,200 210 2,520 10,080,000 6,048,000
JUICE
-Orange Juice 8,000 3,200 40 480 3,840,000 2,304,000 - Juice Mangga 8,000 3,200 40 480 3,840,000 2,304,000 -Juice alpukat 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Sirsak 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Tomat 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Wortel 8,000 3,200 40 480 3,840,000 2,304,000 - Juice Jambu 8,000 3,200 40 480 3,840,000 2,304,000
Milk Shake - - - - -Chocolate Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Vanila Oreo Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Lemon Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Melon Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Strawberry Milkshake 11,000 4,400 60 720 7,920,000 4,752,000
Coffee
-Russian Whiskey Coffee 13,000 5,200 250 3,000 39,000,000 23,400,000 -Green Latte 13,000 5,200 90 1,080 14,040,000 8,424,000 -Irish Coffe 13,000 5,200 90 1,080 14,040,000 8,424,000 -Caramel Machiato 13,000 5,200 90 1,080 14,040,000 8,424,000 -Vanila Oreo Coffe 13,000 5,200 125 1,500 19,500,000 11,700,000 -Java Latte 8,000 3,200 120 1,440 11,520,000 6,912,000 -Affairs Coffe 13,000 5,200 90 1,080 14,040,000 8,424,000 - Toraja Coffe 8,000 3,200 60 720 5,760,000 3,456,000 -Sumatra Black Coffe 7,000 2,800 120 1,440 10,080,000 6,048,000 -White Coffee 6,000 2,400 60 720 4,320,000 2,592,000 -cappucino 6,000 2,400 90 1,080 6,480,000 3,888,000
- - - -
Grand Total 347,600 5,405 64,860 818,460,000 491,076,000
67
APPENDIX IV
Questioner
To know the condition of competitive grid from all of competitor, Social
Bistro distributed 100 questionnaires to students in several campuses are
located in the surrounding Gajah Mada streets, to analyze the competitive
analysis grid of competitors and customers buying decision:
Figure 2: Questioner
1. Apakahandaseseorang yang seringmakan di restaurant atau café?
a. Tidakpernahsamasekali
b. Jarang
c. Cukupsering
d. Sangatsering
2. Apakahandatinggaldirumahsendiriataukost?
a. Tinggaldirumahsendiri
b. Kost
3. Diantarabeberapa restaurant dankafedibawahini,mana yang
sudahpernahandakunjungi? (checklist yang
sdahpernah,bolehlebihdarisatu)
a. Ayamabiss
b. Oishi Japanese food
c. Red chili
d. Nunos cafe
e. Dapur kopi
f. Mentawai surf
g. Warkopmangun
68
4. Diantarabeberapa restaurant dankafedibawahini, restaurant atau café
mana yang paling seringandakunjungi?(pilihsalahsatu)
a. Ayamabiss
b. Oishi Japanese food
c. Red chili
d. Nunos cafe
e. Dapur kopi
f. Mentawai surf
g. Warkopmangun
5. Dari beberapa factor berikut, faktorapa yang
sangatmempengaruhiandadalammemilihsebuahtempatmakan?
a. Rasa
b. Harga
c. Suasanatempat
d. Fasilitas
e. Service
(Source: Self-constructied by the researchers)
69
From the research, the result can summarize as follows:
From this question concluded almost a half of the sample has high intensity to
eat in Restorant or Café, from this research we can get the picture of
customers oriented.
2. Are you living in your own home or in the boarding house?
a. My own home
b. Boarding house
1. Are you someone who frequently eat at the restaurant or cafe?
a. never at all
b. rarely
c. quite often
d. very often
Figure : 3.1
70
There are 72% of the sample not originally Padang society, they are boarding
students and has the big oppourtunity to eat in outside.
Warkopmangun has 30% of loyal customers, from this reaserach the company
get reference and analys what the strengths of warkopmangun, and develop it
better and apply to the company.
3. Among some of the restaurant / café below, which place you've visited:
a. Ayam Abiss
b. Oishi Japanese Food
c. Red Chili
d. Nunos café
e. Dapur Kopi
f. Mentawai Surf
g. Warkop Mangun
4. Among several restaurants and cafes where the following have you visited most often?
a. Ayam Abiss
b. Oishi Japanese Food
c. Red Chili
d. Nunos café
e. Dapur Kopi
f. Mentawai Surf
g. Warkop Mangun
Figure : 3.4
Figure : 3.3
71
5. from the several factors, which one the most interesting things or influence for you to
come to a restaurant / café?
1. Taste
2. Price
3. Atmosphere
4. Fasilities
5. Service