Detailed Business Start-up Proposal for Brew-house Restaurant

This report presents a detailed business start-up proposal for a restaurant named Brew-house, located in London. It outlines the business concept, which focuses on providing both healthy and fast food options to cater to a diverse customer base. The report includes a thorough market analysis, identifying the target market based on age, gender, and income level, with a specific focus on the South Ealing Road area. It incorporates Porter's Five Forces model and a SWOT analysis to assess the competitive landscape and internal strengths and weaknesses. The proposal details the restaurant's unique selling points, such as its location, signature dishes, skilled chefs, and ambiance, and provides a comprehensive promotion plan leveraging advertising and social media. A financial summary, including start-up costs, projected sales, and cost breakdown, is also provided. The report concludes by highlighting the key aspects of the business plan and the potential for profit maximization.

INTRODUCTION TO BUSINESS

TABLE OF CONTENT
• Introduction
• Business start-up proposal
• Location , layout and equipment budget
• Target market
• Promotion plan
• Key feature of product
• Porters five force model
• Swot analysis
• Unique selling point
• Conclusion
• References

INTRODUCTION
• Business refers to an entity, enterprises, organisation and company which is engaged in
activities.
• Main objective of business is profit-maximisation. But some business runs for non-profit.
Such as NGOs.
• In this report business start up proposal has been defined in the specific area of London.
• This report shows the target market for the business, along with the business plan
• This report describes the product along with the key feature which draw the attention of
customers.
• Strength and weakness of the particular business has been described in this report, besides
this various competitors and their strength has been identified here.

BUSINESS START-UP PROPOSAL
• The business start- up proposal is for a restaurant, called brew-house, and this will open
by a sole- proprietor.
• The owner will be liable for the management of employees, finance and operations., the
reason behind choosing sole – proprietorship is that decisions can be taken quickly, and
the owner is responsible for the loss and profit as well.
• The motive of this restaurant is to deliver health food to the customer as the people are
very conscious towards their health apart from this as the children and young age people
like to have fast food, to fulfil their need this restaurant will also offer fast and junk food
to the youngsters.

LOCATION, LAYOUT & EQUIPMENT
BUDGET
• Location plays a very important role in any business and specially in the case of
restaurant.
• Before opening the restaurant, it is must select the demographic area. With the help of
demographic owner will get to know about the age, genders, income level, living of
standard of the people living in the particular area.
• Layout is very important for restaurant, it includes sitting and dine area, reception,
kitchen, and restrooms.

TARGET MARKET
• This restaurant is focusing on the quality of the food, provided in a mesmerized environment.
• Age - Brew-house is targeting all age of people whether they are youngsters, professionals,
and families.
• Location Brew-house will get located at, south Ealing road W5 Landon , as it is a engaged
and central area of London, thousands of people visit their on regular basis.
• Gender – This restaurant is targeting both male and female.
• Income level – Brew-house is target wealthy people and those who can afford the products of
the restaurant.

PROMOTION PLAN
• Brew-house will depend on the advertisement for the promotion of its services and products.
• It will publish the advertisement on the newspaper, magazines and brochures.
• This restaurant will use social media as thousands of people are the active users of Facebook,
Instagram and twitter. So the restaurant will upload many discount offer on the page of Facebook,
Instagram and twitter so that it can attract many customers.
• There is section made for the photography so whoever customer click photo their pictures on
Facebook and Instagram by mentioning hashtag brew-house, so it will make the restaurant trend
in London, and it will helpful for the promotion as well.

KEY FEATURES OF PRODUCT
• The major attractive features of Brew-house's products are they this restaurant will offer very tasty, well
prepared and cooked food.
• It will offer wide range of beverages consisting different tastes are per the customers requirement.
• Waiter and staffs are trained and deliver the food with minimum delay. And after completing the dinner lunch
or whatever the customer had, they don't have to wait for the bill for long time.
• The interior, environment, atmosphere of the restaurant is friendly, on weekends it has live music, but the voice
of music is mesmerising and not so loud that the customer can't even speak and listen to others.
• The location of the restaurant is very convenient, it is in the centre of the London sop the customer can easily
visit, the transportation is properly available.
• Chefs are highly skilled and trained due to which Brew-house provides customised food, chef can cook as per
the taste of people.

SWOT ANALYSIS
Swot analysis
• Strength
• The biggest strength of this restaurant is the location as it is located at south Ealing area of London, which has
Northfield, blonding park, Gunners bury park, so the customer can easily ring to this restaurant.
• The interior and atmosphere of Brew-house is attractive, and bound the customer to visit more.
• To attract the customer on weekends it has live music concept. It gives double advantage to customers.
• It uses proper cleaning and hygiene to avoid the touch it is offering digital menu just for the safety of
customers
• Weakness
• It is situated in the central area of London so it has to face tough competition as many other restaurants are also
get operated here.
• The prices can be little expensive for the college going student as they want tasty food at fewer prices.
• It is difficult to give something new at all the times to the customers, to keep their interest for long in the
restaurant. opportunities
• As it is situated in the residential area where mostly the high class people resides, who can easily offered the

PORTERS FIVE FORCE MODEL
• Threat of substitute products
• restaurant has to face tough competition as all the restaurants provide same products so customers have various
option and can easily switch. Brew house can use marketing and promotional strategies to attract the customers.
It can provide new services and dishes to the customers so compete with the threat of substitute product. So the
threat of substitute product is high.
• Bargaining power of buyers
• Customers of hospitality industry wants best services, brew-house can provide good taste in their dishes to stick
the customer and bound them not to switch, the bargaining power of buyers are high.
• Rivalry among competitors
• Competition is very high in this industry, as it works on providing services only to attract the customers many
restaurants are going online to attract the customers and providing the services on cheap prices. So the rivalry
among competition is high. Brew-house are Woodffired Pizza, cheesecake factory they are also offering similar
products and targeting the families.
• Barriers to entry
• The main barrier of opening any restaurant is cost of opening a new restaurant and getting license as

UNIQUE SELLING POINT OF BREW-
HOUSE
•The unique thing which makes Brew-house different from other restaurant is the location of Brew-house,
apart from this it provides signature dishes, with unique taste, which other restaurant can't offer.
•Highly skilled chef who can play with the taste of dishes as per the customer needs.
•Live music and photography section makes it unique from others.
• Quality of the dishes are very high which can easily win the hearty of customer and they don't feel bed
paying little higher price for the dishes.
•The décor, menu, ambience is much better than other restaurant, it provides an extra ordinary view top the
customer.
•This restaurant provides a free parking zone so customer dont need to go hither and thither to find an
empty space.
•

FINANCIAL SUMMARY AND COST BREAK DOWN
Particular Amount
Cost of construction
includes design, digital menu, air
conditioners, rent of the property etc.
€500
Kitchen equipment €100
Table and chair €200
Live music set up, photography
section
€150
Salary of employees, cost of HRM €250
Fund from investors €300
Total cost to start the restaurant €1500

SELL OF YEAR ONE
Particular Amount
January €50
February €100
March €75
April €80
May €120
June €50
July €150
August €20
September €30
October €50
November €20
December €90
Total €835

CONCLUSION
• It is concluded that this report speaks about the business.
• It elaborated the business idea to open a restaurant.
• It explained how an owner can target the location, people to establish their business.\
• This report described unique selling feature, required capital, strength and weakness of the business so the owner can overcome and
use the strength and unique feature for profit maximisation.

REFERENCES
• Alberca and et.al, 2018. Operational efficiency evaluation of restaurant firms. International Journal of Contemporary
Hospitality Management.
• Basal, B., 2019. Historical Transformation of Unique Selling Proposition (USP) in Advertising Narration.
In Handbook of Research on Narrative Advertising (pp. 141-150). IGI Global.
• Chugunova and et.al, 2019. Segmentation of Consumers as a Leading Factor in Restaurant Marketing. In Sustainable
Leadership for Entrepreneurs and Academics (pp. 21-30). Springer, Cham.
• Gao and et.al, 2018. Identifying competitors through comparative relation mining of online reviews in the restaurant
industry. International Journal of Hospitality Management. 71. pp.19-32.
• Kim, H.D., 2017. A study on the development of set menu according to market segmentation of Chinese
restaurant. Culinary science and hospitality research, 23(5). pp.109-120