Green Chinese House: Comprehensive Business Plan Project

This document presents a detailed business plan for the Green Chinese House, a new Chinese restaurant venture planned for Dhaka, Bangladesh. The plan includes an executive summary outlining the restaurant's concept, which emphasizes an environmentally friendly approach and focuses on Chinese cuisine. The plan covers market analysis, including industry outlook, competition, and target market segmentation, as well as a feasibility study assessing product, technical, organizational, resource, and financial aspects. Strategic analysis incorporates PEST, SWOT, Value Chain, Ansoff Matrix, VRIO framework, and Business Canvas models. The plan also includes a comprehensive marketing strategy, operational plan, and financial projections, with cost-profit analysis and cash flow statements. The research methodology, including research philosophy, design, approach, and methods, is also described. The business plan aims to secure investment and guide the successful launch and operation of the Green Chinese House.

Running head: NEW BUSINESS PLAN
New Business Plan
(Green Chinese House)
Student’s name:
Name of the university:
Author’s note:

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Executive Summary
A business plan has been designed in this study, where the development of a new Chinese
restaurant will be taken into consideration. This restaurant will be an environment-friendly and
name of the business venture has been given 'Green Chinese House'. The restaurant will be
majorly serving Chinese delicacies. The key to success regarding the Chinese restaurant will be
repeat business, a convenient location in Dhaka, Bangladesh as well as its distinctive Chinese
cuisine. However, making an entry into this market will be having a lot of challenges, since the
restaurant industry is considered being very much competitive, having periodic overcapacity,
low margins, as well as low barriers to entry or exit. Moreover, there is a huge number of
substitutes, and the suppliers to this market are having a huge amount of powerful influence. The
restaurant will be having a widespread marketing, advertising as well as promotion campaign
that will be maximizing word-of-mouth marketing and will be comprised of printed materials,
billboards, as well as discounts.
Gulshan, Dhaka is a posh location and the restaurant is going to have rooftop facility and a touch
of green will make it more attractive. In regard to location, it can be stated that convenience is
very important for the restaurant’s business to thrive. For conducting the business plan, a
feasibility research needs to be conducted that will be including the research methodology,
research onion, research philosophy, research design, research approach, research method, data
collection method, sampling technique, sampling size, time horizon, data analysis, reliability and
validity of the research as well as ethical consideration. A strategic analysis needs to be
conducted that will be including data analysis and market attractiveness for Green Chinese
House, strategies and capability analysis for Green Chinese House, PEST analysis for Green
Chinese House, SWOT analysis for Green Chinese House, Value Chain and competitive

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advantage for the company, Ansoff matrix regarding Green Chinese House, VRIO framework
analysis in respect of Green Chinese House, Business Canvas Model as well as the Competitor’s
analysis for Green Chinese House. Moreover, a financial projection has been given in this study
with cost-profit analysis and cash flow.

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Table of Contents
Chapter – 01:Introduction..............................................................................................................10
1.1 Terms of Reference..................................................................................................................10
1.2 Rationale of the study..............................................................................................................10
1.3 Outline New Business concept............................................................................................10
1.3.1 Assess the existing position..............................................................................................11
1.4 Industry Outlook..................................................................................................................11
1.5 Selection of the Scenario Analysis......................................................................................11
1.5 Concepts and Models Applied:................................................................................................12
1.5.1. SWOT analysis................................................................................................................12
1.5.2. Five forces analysis..........................................................................................................12
1.5.3. PESTEL analysis.............................................................................................................13
1.5.4. Ansoff Matrix..................................................................................................................13
1.5.5. Value Chain Model..........................................................................................................13
1.6 Research question....................................................................................................................13
1.7 Research objectives.................................................................................................................14
1.8 Assumptions............................................................................................................................14
1.9 Timescale.................................................................................................................................14
Chapter -02: Create a Business Concept.......................................................................................16

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2.1 Outline of creating new business.............................................................................................16
2.2. Create a Business concept statement......................................................................................16
2.2.1 Green Chinese House Product & Services Description....................................................17
2.2.2. Green Chinese House open hours and staff management...............................................17
2.2.3. The Green Chinese House breakfast set menu....................................................................18
2.2.4. The Green Chinese House Lunch and Dinner menu.......................................................18
2.2.5. Green Chinese House exceptional occasion service........................................................21
2.2.6. Green Chinese Restaurant Home and office delivery service.........................................22
2.3. Green Chinese Restaurant Market Segmentation, Targeting and Positioning.......................22
2.3.1. Green Chinese Restaurant market segmentation.............................................................22
2.3.2. Green Chinese House demographic market segmentation..............................................23
2.3.3. Green Chinese House psychographic market segmentation............................................23
2.3.4. Green Chinese House behavioural market segmentation................................................23
2.3.5 Green Chinese House Geographical market segmentation..............................................24
2.3.6. Green Chinese House target customers...........................................................................24
2.3.7. Product Positioning..........................................................................................................25
2.3.8. Perceptual mapping for creating a new business.............................................................26
2.3.9 The Green Chinese Restaurant Value added service for the clients.................................26
2.4. The Green Chinese Restaurant investment and partners’ information’s............................27
2.4.1. The Green Chinese Restaurant management and staff structure.....................................27

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2.4.2. The Green Chinese House External partners...................................................................28
2.5. Marketing mix........................................................................................................................29
2.5.1. Products...........................................................................................................................29
2.5.2. Price.................................................................................................................................29
2.5.3. Place.................................................................................................................................30
2.5.4. Promotion mix.................................................................................................................30
2.5.5. People..............................................................................................................................31
2.5.7. Physical evidence.............................................................................................................31
2.6. Window of opportunity.......................................................................................................32
2.7. Industry attractiveness............................................................................................................32
2.7.1. Industry attractiveness analysis with porter five-force theory.............................................32
2.7.2. Industry competition........................................................................................................32
2.7.3. New entrance threat.........................................................................................................32
2.7.4. Customers power.............................................................................................................33
2.7.5. Supplier power.................................................................................................................33
2.7.6. Market substitute.............................................................................................................33
2.8. Legal possibility for the new business....................................................................................33
2.9. Market analysis for Green Chinese House business plan.......................................................34
2.10. Feasibility study for Green Chinese House business proposal.............................................34
2.10.1. Product and service feasibility.......................................................................................34

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2.10.2. Technical Feasibility......................................................................................................35
2.10.3. Organisational Feasibility..............................................................................................35
2.10.4. Resources feasibility......................................................................................................35
2.10.5 Financial feasibility............................................................................................................36
2.10.6 The total investment and partner contribution................................................................36
Total Investment and Partner Contributions for Green Chinese Restaurant.................................36
2.10.7: Yearly Promotional Budget for Green Chinese Restaurant:.............................................38
For the year 2019...........................................................................................................................39
2.10.8 Financial Statement for the year 2019:...........................................................................41
2.10.9 The Balance Sheet..........................................................................................................43
Balance Sheet for Green Chinese House 2019:.............................................................................43
Chapter 3-Feasibility Research......................................................................................................45
3. Research Methodology..........................................................................................................45
3.1 Research Onion........................................................................................................................45
3.2 Research Philosophy................................................................................................................46
3.3 Research Design......................................................................................................................47
3.4 Research Approach..................................................................................................................48
3.5 Research Method.....................................................................................................................49
3.6 Data Collection Method...........................................................................................................49
3.7 Sampling Technique................................................................................................................50

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3.8 Sampling Size..........................................................................................................................50
3.9 Time Horizon.......................................................................................................................50
3.10 Data Analysis.........................................................................................................................51
3.11 Reliability and validity of the research..................................................................................51
3.12 Ethical Consideration.............................................................................................................52
Chapter 4 – Strategic Analysis......................................................................................................53
4.1 Data Analysis and Market Attractiveness for Green Chinese House......................................53
4.2 Strategies and Capability analysis for Green Chinese House..................................................54
4.3 PEST Analysis for Green Chinese House...............................................................................54
4.3.1 Political factors analysis for Green Chinese House..........................................................54
4.3.2 Economic factors Analysis for Green Chinese House......................................................55
4.3.3 Social and cultural factors Analysis for Green Chinese House........................................55
4.3.4 Technological factors analysis for Green Chinese House................................................55
4.4 SWOT Analysis for Green Chinese House.............................................................................56
4.5 Value Chain and competitive advantage.................................................................................57
4.5.1 Inbound Logistics activities..............................................................................................57
4.5.2 Operations Activities........................................................................................................57
4.5.3 Outbound Logistics Activities..........................................................................................57
4.5.4 Marketing and sales activities...........................................................................................58
4.5.5 Service activities...............................................................................................................58

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4.6 Ansoff Matrix..........................................................................................................................58
4.6.1. Market Penetration...........................................................................................................58
4.6.2. Product Development......................................................................................................59
4.6.3 Market Development........................................................................................................59
4.6.4 Diversification..................................................................................................................59
4.7. VRIO framework analysis for Green Chinese House.............................................................60
4.8. Business Canvas Model..........................................................................................................61
4.9. Competitor’s analysis for Green Chinese House....................................................................64
Chapter 5 – Business Plan.............................................................................................................66
5.1 The industry, company and products.......................................................................................66
5.2 The market place and location for Green Chinese House...................................................66
5.3 Cost and Profit Analysis......................................................................................................66
5.4 Marketing plan for Green Chinese House...............................................................................67
5.4.1 Company direction............................................................................................................67
5.4.2 Business Logo for Green Chinese House.........................................................................68
5.4.3 Vision for Green Chinese House......................................................................................68
5.4.4 Mission for Green Chinese House....................................................................................68
5.4.5 Objective for Green Chinese House.................................................................................69
5.5 Internal marketing................................................................................................................69
5.6 External marketing...............................................................................................................70

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5.7 The development plan for Green Chinese House....................................................................70
5.8 The marketing plan for Green Chinese House........................................................................71
5.9 The Management and operations plan.....................................................................................71
5.10 The Human resources recruitment plan for Green Chinese House.......................................71
5.11 The Risk Assessment.............................................................................................................73
5.12 Critical Success Factors.........................................................................................................75
5.13 The implementation schedule for Green Chinese House......................................................76
5.14 Conclusion and Recommendations for new business proposal.............................................77
5.15 Financial Projections.............................................................................................................77
5.15.1 Financial Statements of Green Chinese Restaurants......................................................77
5.15.2 Sales and Net Profit Projections.....................................................................................79
5.15.3 Balance Sheet Statements...............................................................................................82
Balance Sheet for Green Chinese Restaurant:...............................................................................82
References......................................................................................................................................85
Bibliography..................................................................................................................................91
Appendices....................................................................................................................................97
Appendix A................................................................................................................................97
Appendix B................................................................................................................................98
Appendix C....................................................................................................................................99

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Chapter – 01:Introduction
1.1 Terms of Reference
In Bangladesh, fast-food restaurant industry is growing as the increasing population of
millennial, preference of people to dine out and busy working schedule are the reasons behind
this. The customers’ food choices and preferences have been going through alteration. Changing
demand in the Bangladeshi population in food choices is noticed. Fast food culture in
Bangladesh started in the late 90s and competition is increasing rapidly. This new venture mainly
focuses on Chinese food items and it has chances to be successful as Bangladesh is globalising
and it shows an increase in population (Lang and Heasman 2015).
1.2 Rationale of the study
The fast food restaurant industry is providing the significant portion of employment in
Bangladesh. Between 2008 and 2015, the fast food restaurant industry in Bangladesh observed
rapid growth at 7.8% per annum (Leonidou et al. 2013). The fast-food industry in Bangladesh
employs almost 2.5% of whole Bangladesh's total labour force. Competition in the fast food
industry is high and the competitions are based on price, location, franchisee and food quality. In
the Bangladesh, the food preferences of the people are changing and positive facts of the industry
are nutrition value, healthier alternatives and children’s meal.
1.3 Outline New Business concept
The green restaurant is a new concept in the fast food industry in Bangladesh. The new
restaurant business is going to open at Dhaka, in Bangladesh. This is going to be a fast food
restaurant and focus will be on Chinese food items. This restaurant will provide rooftop facility

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and outside seating availability that would be close to nature. In the Gulshan area, the place
belongs to the posh area and the chances of profitability is high in this place. Chinese restaurant
will have repeat value and it will be opening its website through which they can target wider
audiences. The new business venture will target the upper-middle class people as target customer
and the number of middle class is increasing in Dhaka.
1.3.1 Assess the existing position
This business is going to be a start-up business and the creator of the business conceived
the idea since long. The creator of the business is planning to open a Chinese restaurant in Dhaka
and it is mainly for the upper-middle class people. The idea of the business is ready for the
venture and the approximate investment will be 10 million taka. Existing position of the market
shows high growth in the fast food industry as with the economic growth the market size will
also be expanded in next five years (Mahmud 2017).
1.4 Industry Outlook
Fast food restaurant in Bangladesh is a growing industry that accelerates in this country
rapidly. There are various small-scale restaurants and hotels in Bangladesh. Moreover, global
companies like KFC, Nando and Pizza Hut have their outlets in Bangladesh. The customer base
in Bangladesh is more than 114 million and more than 60% population in Bangladesh is aged
between 15 and 50 (Wjsspapers.com 2017). However, the fast food restaurant industry in
Bangladesh is young and customers’ consumption pattern is altering always.
1.5 Selection of the Scenario Analysis
This business has enough opportunity in Dhaka as the political climate helps the business
to flourish as the Government provides help in food and tourism industry to flourish. The social

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environment of Bangladesh is helpful enough to prosper the business as economic growth is high
and consumers' disposable income is increasing (Mintz and Currim 2013). However, the
business venture is going to invest 10 million taka in order to establish this business. Near
Dhaka, this business has enough opportunity as Dhaka is the capital of Bangladesh and upper-
class people live in there. Bangladesh has been observing growth in the restaurant industry as the
world's major fast food companies are coming in Bangladesh for a business opening.
Employment in this sector has been increasing and it shared almost 4% of GDP in 2016
(Groundreport.com 2017).
1.5 Concepts and Models Applied:
1.5.1. SWOT analysis
SWOT analysis is helpful to understand an organisation's internal and external condition.
Strengths, weaknesses, opportunities and threats for an organisation can be identified through
SWOT analysis. In order to start a new business venture, the management team can identify the
future performance of an organisation through SWOT analysis.
1.5.2. Five forces analysis
Michael Porter's Five Forces analysis helps an organisation to understand the
competitiveness and external environment. Five forces are a rivalry in the market, bargaining
power of the customers, the power of the suppliers, the threat of new entrants and market
substitutes. These five forces are important in understanding these factors are the low or high
impact on a business venture (Huang and Sarigollu 2014). The management of new venture can
recognise the strengths of the competitors through five forces analysis.

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1.5.3. PESTEL analysis
The main purpose of the PESTLE analysis is to recognize the various external
environment impacts on an organisation, political, economic, socio-cultural, technological, legal
and environmental. As this venture is going to be a green restaurant, the external factors will
pose significant impact. Management will assess the influence and risks that are associated with
the external environment of the business.
1.5.4. Ansoff Matrix
Ansoff matrix is the strategic planning tool that an organisation can use to provide the
strategic framework to the management to expand the business. This tool has four quadrants,
market penetration, market development, product development and diversification (Mintz and
Currim 2013). As this is going to be the new venture, product development and market
penetration will be the helpful strategy for the new business.
1.5.5. Value Chain Model
Value chain model is used in order to create value for the customers. This value chain is
the activities that an organisation does associate with inbound logistics, operations, marketing
and sales, outbound logistics and services that are categorised as primary activities (Leonidou et
al. 2013). There are some support activities like firm infrastructure, human resource
management, procurement and technology.
1.6 Research questions
 How far it is feasible to open a green restaurant in Dhaka Bangladesh?
 What are the customers’ preferences factors that can impact on fast food restaurant
industry?

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 What would be the marketing plan for a new business that is going to open in Dhaka?
1.7 Research objectives
 To explore the chances of success of new Chinese restaurant in Dhaka
 To identify the Bangladeshi customers’ preferences in restaurant in Dhaka
 To point out the marketing plan for a new restaurant in Dhaka
 To bring out the financial projection of next three years for a new business in Dhaka
1.8 Assumptions
 Business management expects that the new business venture will make a 5% of market
share by the end of 2021
 The economy growth rate will be around 8% on each year that can benefit the new
business venture
 The management of new venture can understand the market demand that is sustainable.
 The new business venture will make a 6% of customer base by the end of 2021 as middle
income population is getting high in Dhaka
 Adequate capitalisation is needed and funds will be deployed in accordance with the
budgets prepared.
1.9 Timescale
The proposal of the business start-up and follow-through will be for the initial 3-year
period.
Details Year 1 (2019) Year 2 (2020) Year 3 (2021)
Turnover 3% growth 4% growth 5% growth

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Net profit + 4% growth + 5% growth + 6% growth
Market share 2% 4% 5%
Brand preferences 7% 9% 10%
Table 1: Business plan for next three years
(Source: Self-develop)

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Chapter -02: Create a Business Concept
2.1 Outline of creating new business
In launching of new business in Dhaka, the owner of the business is young and
enthusiast. However, the owner of the business takes the risk of launching a new restaurant
business in Dhaka, Bangladesh. The owner wants to open a green restaurant as the main focus of
the business will be environmentally responsible. As everyone is aware of the fact that the
concept of ‘green living' arises, this restaurant is going to have the commercial interior and
exterior design ‘back to nature'. This restaurant will be a Chinese Restaurant and it will also be a
perfect example of implementing the sustainable way of thinking into the charming design of a
new restaurant in Dhaka, Bangladesh. The waste management of the restaurant will also be
perfect technological friendly.
2.2. Create a Business concept statement
The owner of the business is going to open a Chinese restaurant in Dhaka. The name of
the business venture will be Green Chinese House. The business venture will be on pose area of
Dhaka and primary target of the business is upper-middle-class people. The business venture will
focus mainly on the Chinese food items and an excellent ambience for the customers. This
restaurant will have rooftop facility and a slight touch of green will also be there on the roof.
Moreover, the creator of the business will start online order taking benefits. As it will be green
restaurant, the waste management system will be special and the business will take care of the
environment. Very creative and sustainable materials will be used in order to decorate the
restaurant. The floors will be made of wood planks and concrete tiles. The sustainable approach

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to the business will start from this. The management of the restaurant will keep in mind the
dietary requirements of the food and nutrients value. Moreover, this restaurant will mainly focus
on upper-middle class and high-income group and quality food items will be their competitive
advantage. This business will focus to become more environmentally responsible and waste
management of the restaurant will be world class. Customers can expect a cosy ambience and
mouth-watering Chinese food items from this restaurant. This business venture will also be
available on online order for the customers who are residing near Dhaka.
2.2.1 Green Chinese House Product & Services Description
Green Chinese House will be a world-class Chinese restaurant and the restaurant will be
specialised in Chinese food items. The offerings of the restaurant will be various types of soups,
chicken roll, egg rolls, fried chicken, salad, squid, shrimp dishes, noodles, Chow Mein and other
Asian dishes. There will be a separation in menu card dividing the genre of food items, like
Appetizers, Entree, Main Meal, Soup, Meat, Extras, House Speciality, Asian Dishes, Chow Mein
and Omelettes with Rolls. The ambience of the restaurant will be cosy and it would be free wi-fi
zone. The restaurant is going to be 70 seated and then there will be some sofas also for the
guests. Special emphasis will be given to lighting decoration and creator of the business will be
arranging the license of selling alcohol in the restaurant. There will be four seated tables and six
seated tables in the restaurants. The restaurants will be fully air-conditioned and the restaurant
will be given special facility of car parking. Moreover, Green Chinese House will provide
service of home delivery and online order. The restaurant will have a small terrace where people
can enjoy the view of greenery. This rooftop facility will enhance the attraction of the restaurant.

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2.2.2. Green Chinese House open hours and staff management
The restaurant will be open for twelve hours every day. In the weekdays, it will open at 9ma and
on weekends, it will open at 11 a.m. morning.
Monday to Friday: 9 am – 9 pm
Saturday and Sunday: 11am- 11pm
2.2.3. The Green Chinese House breakfast set menu
Breakfast hours of Green Chinese Restaurant will be from 9 am to 12 pm noon on weekdays and
on weekends; it will be from 11 am to 12 pm noon.
Breakfast menu of this restaurant will be:
1 Soybean milk and deep-fried dough sticks
2 Tofu pudding
3 Rice noodles
4 Wheat noodles
5 Steams rice porridge
6 Steams buns stuffed with meat
7 Wontons and Dumplings
8 Steamed Glutinous Rice
2.2.4. The Green Chinese House Lunch and Dinner menu
Lunch Menu ofGreen Chinese House:
Fried Rice, Lo Mein and Chow Mein

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 Fried Rice (Choice of Chicken, Beef, Mutton and Vegetable)
 Shrimp Fried Rice
 Chow Mein (Choice of Chicken, Beef, Mutton and Vegetable)
 Lo Mein (Choice of Chicken, Beef, Mutton and Vegetable)
 Shrimp Lo Mein
 House Special Fried Rice (Choice of Chicken, Beef, Mutton and Vegetable)
 House Special Chow Mein (Choice of Chicken, Beef, Mutton and Vegetable)
 House Special Lo Mein
Chicken
 Crispy Scallion chicken
 Honey spicy chicken
 Sweet and sour chicken
 Chicken and cashew nuts
 Chicken plum sauce
 Hunan chicken
 Chicken broccoli
 Chicken garlic sauce
 Sesame chicken
Beef
 Beef Broccoli
 Szechuan Beef
 Green Pepper Steak

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 Hunan Beef
 Mongolian Beef
 Kung Pao Beef
 Beef Mixed vegetables
Seafood
 Sweet and Sour Shrimp
 Shrimp in Lobster sauce
 Kung Pao sauce
 Shrimp Broccoli
 Szechuan Shrimp
 Shrimp cashew nuts
Dinner Menu of Green Chinese House:
Appetizer:
 Beef egg roll
 Vegetarian egg roll
 Special Green Chinese Roll
 Shrimp salad roll
 Shrimp toast
 Fried jumbo shrimp
 Chicken Rangoon
 Fried chicken wings
 Barbecue ribs

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 Crispy fried noodles
 Fried shrimp balls
Main dishes
 Crispy shredded beef in chilli sauce
 Beef with green peppers
 Sweet and sour prawns
 King prawn fried rice
 Beef in oyster sauce
 Chicken chilli with garlic
 Beef with broccoli
 Chow Mein and Crispy Skin Duck
 Tsao Chicken
 Fried rice
 Kung Pao Chicken
2.2.5. Green Chinese House exceptional occasion service
Green Chinese House will provide exceptional service in occasion of celebration. Management
of business thinks about special joyful decoration and service on behalf of the restaurant.
Apart from the appetisers and main course, there will be other three types of a menu for the
customers with varied tastes.
On the special occasion, the restaurant will be open until midnight. There will be the special
concession for the customers on special occasions like New Year or Christmas.

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On the special occasion, the restaurant will celebrate this with memorable food services and
there will be the new addition to the menu for the customers. The Bangladesh special cuisine will
be served to the customers.
2.2.6. Green Chinese Restaurant Home and office delivery service
Green Chinese Restaurant will be providing the special benefits of home delivery
services for the customers who live near Dhaka. Green Chinese Restaurant will tie-up with a
mobile-based app and the customers can order through the app. Moreover, Green Chinese
Restaurant will develop a website and the customers can purchase food items from this, the staffs
of the restaurant will deliver the food as fast as possible. Moreover, Green Chinese Restaurant
will guarantee in thirty minutes delivery of the food items and there will be no lower limit of the
home delivery.
2.3. Green Chinese Restaurant Market Segmentation, Targeting and Positioning
2.3.1. Green Chinese Restaurant market segmentation
As stated by Hollensen (2015), market segmentation can be defined as the process of
segregating the market of potential customers into segments or in groups. The customers have
different characteristics, segments, groups and preferences. An organisation can segregate the
customers according to four basic segments in order to make the marketing strategy as the
marketing strategies help the organisation in impressing the customers who have similar needs,
interests and location. In case of a new venture, management can group complete market set-up
into short subset in order to understand different customers' demand, taste and preferences.

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2.3.2. Green Chinese House demographic market segmentation
Demographic segmentation is done according to the race, age, religion, income,
education, ethnicity and family size (Babin and Zikmund 2015). Demographics can be
segregated into different markets. Green Chinese House is going to target the demographic
market based on the income group and age of the customers in an initial stage. Green Chinese
Restaurant will focus mainly on the upper-middle class people and the pricing will be a bit high.
People with higher income group and the people who belong from the high social background
will be the target customers in this genre.
2.3.3. Green Chinese House psychographic market segmentation
Green Chinese House can segregate the market in psychographic segmentation and the
restaurant can differentiate the customers in personality, lifestyle, attitudes and classes.
Psychographic segmentation explains the ‘why’ the customers buy a product from a business
(Mullin et al. 2014). Green Chinese House would try to understand the non-conscious and
motivational drivers of the customers. The management of the new business would ask the
marketers to research about the wide range of activities like opinions, interests, values and needs
of the customers. As it is going to be the Chinese restaurant and it would take care of the
environment, the new business venture will differentiate the groups accordingly their hobbies,
groups and culture.
2.3.4. Green Chinese House behavioural market segmentation
The behavioural market segment is about customers’ wanting a value for money products
that creates an impulse to buy. As opined by Sheth and Sisodia (2015), behavioural segmentation
of the customers is related to the rate of usage of products, benefits sought, loyalty status of the
customers and readiness to purchase products. Moreover, the people of Dhaka is used to about

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the fast food as there are many international brands are there and many local restaurant is there to
meet the customers' needs. Customers are ready to purchase the food items as Chinese foods are
popular among the customers of Bangladesh. Behaviours of the Bangladeshi suggest that rate of
purchasing of fast foods are high and upper-class customers will visit the restaurant in order to
purchase the classy Chinese foods.
2.3.5 Green Chinese House Geographical market segmentation
Green Chinese House is going to open at Dhaka; therefore the primary target of the
customers will be the people who live near Dhaka or greater Dhaka. The restaurant is going to
target the customers within 7 miles of Dhaka. The geographical market segmentation is based on
location and region of the customers. The people live near Dhaka area and the people visit Dhaka
for business or travelling purposes can be the target customers for the Green Chinese House.
Mostly, urban section’s customers will be the Geographical market group for the restaurant as
the food items type and prices will attract the urban people.
2.3.6. Green Chinese House target customers
First, Green Chinese House will target the Chinese food lovers and they are the most
likely to enjoy the Chinese food. The restaurant will define before the customers what it is going
to offer and the ambience of the restaurant will be soothing. Green Chinese Restaurant will be
theme restaurant that will express the Chinese culture and colour. The Chinese lovers and the
people who like to visit as a group will be the target customers.
Third, Green Chinese House will target the customers who belong to the upper-class of
society with high-income group. The price of the food items will be a bit higher than the local
restaurant; therefore the elite class will be able to visit the restaurants for dining out. The food

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items will provide pure Chinese cuisine as the restaurant will hire chefs who are at home with
Chinese food items. The upper-income group of the society will be the primary target for
restaurant visiting with friends and families in the demographic segment.
Fourth, Green Chinese House will target the customers with age group between 18 and
30 as they are the young customers who likely to visit the restaurants with groups. Young people
like Chinese food items and they are easy to target as the communication channels can reach
easily to these section of customers. There are various colleges and universities near Dhaka, the
students can visit the restaurant within groups.
2.3.7. Product Positioning
Green Chinese House will analyse the demographics of the market to determine the menu
and pricing of the food items. The people live near Dhaka are urban section and their disposable
income is higher than the rest of the Bangladeshi people. The population of Dhaka crosses
15,120,000 and the density of this city is 30,500/km2 (Groundreport.com 2017). Per capita
income of the people of Dhaka is 5,900 ($) and the expenses of the Dhaka people is almost $490
million per year. This fact proves that the Dhaka people have larger income group in Bangladesh
and most of the people live in the urban section who can visit in the restaurant. Moreover, there
are Chinese restaurants in Dhaka who could be potential competitors for Green Chinese House.
The restaurant needs to compare the prices and food offerings in order to understand the market.
The competitors are Cheong Shing Restaurant, Xinxian Restaurant, Canton Chinese Restaurant
and Chow. In rooftop segment, it will face competition from Rooftop BBQ, Bird’s Eye Roof
Top, Aroma and Picasso Restaurant. Using the competitive pricing analysis, the restaurant will
determine the pricing and food items offered. Moreover, product positioning in Dhaka can also
be the factor in food cost percentage and other costs of operation.

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2.3.8. Perceptual mapping for creating a new business
Figure 1: Perceptual mapping of Green Chinese Restaurant
(Source: Self-developed)
2.3.9 The Green Chinese Restaurant Value added service for the clients
Value-added services are about giving the guests more value for the money they are
spending in the restaurant; moreover, it is about beyond the expected customer services of the
restaurant (Lusch and Vargo 2014). Green Chinese House is going to take all two types of
services, core services and value-added services and it would help the restaurant to differentiate
the business from the competitors and build relationships that can bind the customers to the firm.
In order to provide value-added services, management of Green Chinese House is going to
anticipate the guests' needs, add value to the products and deliver on the promises. In addition,
rooftop dining facility will add extra values to the restaurant.

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Green Chinese House will provide three types of value-added services, like information of the
food, after-sales services and problem-solving.
In the restaurant, the customers can have fresh washroom and customers can book a table
even before they visit the restaurant. Moreover, the customers can arrange a small party for
celebration or for holidays’ in the restaurant, book through the website of the restaurant.
2.4. The Green Chinese Restaurant investment and partners’ information’s
Green Chinese Restaurant is going to open at Dhaka and it is a costly place to open a new
business. In opening a start-up, it needs money. The budget of the restaurant in initial stage will
be 10 million takas. In order to find the investors, the restaurant owner will make a partnership
with an angel investor. Angel investors can invest their own capital into the early stage of a
business. Green House Restaurant will make a partnership with angel investor named Refee
Infotech, it is a Dhaka based software organisation. This angel investor will provide 50% of the
business venture. This business partner will act in the Green Restaurant business to add the
strategic value of the new venture. The owner of the business will invest a small amount of
money that he has saved for long.
2.4.1. The Green Chinese Restaurant management and staff structure
The owner of the business will be the final decision-maker for the business. However, the
business owner will recruit 2 managers who will have the knowledge in hospitality and
marketing. The management body of Green Chinese Restaurant will be comprised of Owner and
two managers. In addition, this business venture will recruit 20 staffs for operating the business
and among them, 4 staffs will be chef specialised in Chinese food items. At a time, there will be
7 staffs to manage the customers within the restaurants as the management will keep rotational 6

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hours shifts for the staffs. The waiters will have special uniforms and there will be 20 staffs in
the restaurants. The business venture will follow the horizontal structure and the communication
flow will go horizontally. The staffs will be receiving regular on-the-job training about customer-
service from the managers. Moreover, the owner of the business is thinking over to recruit an
Assistant manager and kitchen manager for the restaurant.
Figure 2: Proposed Organisational structure
(Source: Self-developed)
2.4.2. The Green Chinese House External partners
A business partner can be a commercial entity with which another business can form an
alliance. This kind of external partnership is made with contractual basis.

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Green Chinese House has to make a partnership with Angel Investor, Refee Infotech as they are
going to invest in a business with 50 lacs (tk).
In addition, Green Chinese House is going to make a contract with Warlobe Ltd, a world-class
contractor that makes waste management of an organisation easy.
Moreover, Green Chinese Restaurant is going to make an external partnership with two of the
local raw materials suppliers in the restaurant and with the involvement of logistics.
Green Chinese Restaurant is opening its business in Dhaka; it would be on the third floor of a
building. The business owner needs to make an external partnership with a contract with the
building owner for payment and tenure of rent.
2.5. Marketing mix
2.5.1. Products
Green Chinese House is going to be an upscale Chinese restaurant in Dhaka. The major
offerings of the restaurant will be a classy Chinese restaurant and it will offer almost 4 culinary
traditions. The famous food items will be Chow Mein, Lo Mein, Chilli Chicken, Beef items,
Szechuan chicken, Hunan chicken and many types of prawn based items. Moreover, soft drinks
will be available for the customers. The restaurant will be open at 9 am and it will offer breakfast
menu as well. The ambience will be cosy and food will be delivered fresh.
2.5.2. Price
The pricing strategy of a business is done to attract maximum customers and food items
must be worth the price. Green Chinese Restaurant is going to take premium pricing strategy as
it is an upscale restaurant. It will be a Green Restaurant and it will be an environment-friendly

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restaurant. The food cooking styles and waste management will not harm the environment.
Therefore, the operating cost will be higher and investment in initial stages will be higher. The
food items will bring the classic taste of Chinese foods. The price will be a little higher than the
local restaurant at Dhaka. Premium pricing strategy can give the advantage of prestige pricing
that makes organisation elite in class (D’Amico et al. 2014). Green Chinese House in this way
can send away the competitors in Dhaka.
2.5.3. Place
This Restaurant is open at Gulshan area in Dhaka. Gulshan area is an affluent place in
Dhaka and most of the residents in this area belong to the upper-middle class people (Webster et
al. 2014). In Gulshan area, it will open its business in a building, 3rd floor. In addition, there will
be a rooftop facility with greenish touch. The cosy ambience and greenery will make it a serene
place to hang out. This place is accessible in any part of Dhaka and it is connected by road in all
parts of the city. The building has parking facility for the customers and customers will have
drive-in and drive-through options. Moreover, the management of the restaurant has planned its
distribution and supply chain. Green Chinese House will have major two suppliers who will
supply vegetables and non-veg food items. Apart from these, it would have bread products
suppliers, groceries suppliers and paper good suppliers. The logistics operation will be done by
external parties. The products will be stored in dark and cold places.
2.5.4. Promotion mix
As it is a start-up venture, the new business will be using the promotional technique of
social media advertising. The owner of the business will provide this response to one of the
managers to do the social media marketing of the business on Facebook and Twitter. The
management of this restaurant can advertise this as rooftop restaurant that will attract the young

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customers. The Slogan of the business venture will be ‘Back to Nature and Stay Healthy’. On
Facebook, it will use the facility of paid-advertisements for first six months. It will give images
and short videos of the restaurants along with discounts and description of value-added services.
The management of the business has a plan to do the fundraising events for a local club or NGO
that can enhance the brand value. In addition, promotional methods of Point of Sales Display,
Merchandising and Loyalty Scheme will be taken. The management of the business can promote
the restaurant as first ‘Green Restaurant’ in Bangladesh and the CSR (Corporate Social
Responsibility) strategy can promote the business as well.
2.5.5. People
Green Chinese House will have the philosophy of services and quality along with values
and cleanliness. The staffs will be given on-the-job training by the managers and assistant
manager. Fast and friendly services will be the main aim of the staffs. The staffs of the restaurant
will have the uniform and they will do the basic work of the restaurant in operation.
2.5.6. Process
Green Chinese Restaurant will make the food preparation process transparent to the
customers and that will enhance the customer services. Moreover, the food packaging will be
environment-friendly that would be biodegradable. The process of work will be sustainable and
ingredients of the food items will be healthy.
2.5.7. Physical evidence
Physical evidence of the business venture will be the restaurant facilities and amenities.
The location of the business is fine and interiors will have the impression of Chinese theme. The

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ambience will be cosy and it will give free wifi to the customers. The restaurant and dishes will
be clean and food quality will be superb.
2.6. Window of opportunity
The new business venture will provide the window of opportunity to the customers after
of opening of 30 days. During those days, Green Chinese House will give flat 50% of one single
bill. It is an upscale restaurant in Dhaka and it will be the attractive place for the customers and
in seasonal basis, it is planning to start cultural events for the customers visiting here.
2.7. Industry attractiveness
2.7.1. Industry attractiveness analysis with Porter’s five-force theory
2.7.2. Industry competition
Green Chinese House is in the fast food restaurant industry, in Bangladesh, the food
industry is strong. In Dhaka, there are various Chinese restaurants already present there. Various
similar products are there and competitors' advertising capabilities are high. Industry competition
is high.
2.7.3. New entrance threat
The customers have low switching cost and starting of new business needs moderate
capital. In Bangladesh, the government helps the business start-up to grow. However, there is
high cost in brand development. The threat of new entrant is moderate for Green Chinese House.

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2.7.4. Customers power
In Bangladesh fast food industry, there are many restaurants are there that meet the needs
of the customers. Market penetration will be needed for the restaurants and customers have low
switching costs (Ng et al. 2013). There are large numbers of providers and customers have
substitutes to visit. Green Chinese House will fall under the category of elite restaurant.
Customers ‘power force is strong.
2.7.5. Supplier power
Bargaining power of suppliers is moderate as the local suppliers are abundant in
Bangladesh. The meat and vegetables are available in the market. It is observed in the market for
suppliers low forward vertical integration and overall suppliers is high.
2.7.6. Market substitute
In Bangladesh, in fast food industry, there is high substitute availability. The main
substitutes are Xinxian Restaurant, Cheong Shing Restaurant and Canton Chinese Restaurant
(Webster et al. 2014). Competitors offer lower prices and it is observed with high-performance
to cost ratio. This force is strong.
2.8. Legal possibility for the new business
Opening of business in Bangladesh is easy and the legal process can be done through
online as well. At first, the firm has to choose a name and if this name is already taken, and then
another alternative name has to be chosen. It would cost approximately 600 taka. Thereafter, it is
needed to go to the bank and pay the stamp duty. This would cost 2500 taka. Third step is to
submit the registration at Register of Joint Stock companies and it would cost 1200 taka
registration filing fees and 3650 registration fees. Thereafter, it is needed to obtain a tax

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identification number for the business and the management needs to create a company seal. The
last step in the opening of a business needs trade license and it would cost 5000 takas and
register for VAT.
2.9. Market analysis for Green Chinese House business plan
Fast food industry in the Bangladesh is very strong. Fast food restaurant industry is
almost 5 billion US dollar industry in Bangladesh. Bangladesh government tries to attract large
number of tourists from all over the world and they boost the restaurant industry in Bangladesh.
Mainly fish and shrimp based food items are famous in Bangladesh. Bangladesh is the eighth
largest populated country in the world and it has been witnessing the economic growth by GDP
rising 7%. (Chen 2014) Moreover, the inflation has become stable in Bangladesh since 2013.
Potential customers of the Green Chinese House will be the upper-middle class people and the
size of target customers will be high as Gulshan area has posh locality.
2.10. Feasibility study for Green Chinese House business proposal
2.10.1. Product and service feasibility
Green Chinese House will offer Chinese cuisine to the customers and the products
offering make sense in Dhaka food market as the Chinese food market has potential customers.
The Chinese food items food products are something, the customers will get excited about.
Moreover, Green Chinese Restaurant will provide advantage to the environment trend as it does
not harm the atmosphere. The competition is high in local market; however, Green Chinese
Restaurant will fall under the upscale restaurant. Bangladesh has been observing the growth of
economic boom and many of the international players are coming Bangladesh for business. Per

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capita income was increased by 6% from 2013 in Dhaka. It is high time to open a restaurant and
flourish the business.
2.10.2. Technical Feasibility
Analysis of technical and engineering aspects must be analysed continuously when a
business is being established and formulated its business plan. The purpose of the technical
analysis is to ensure the business is technically feasible that all inputs required for the business
are available. The technical feasibility of the business is conducted to facilitate the most optimal
formulation of the business in terms of size, location and technology of the business. Green
Chinese House is going to have digital menu boards, online coupons, website ordering.
Moreover, in kitchen segment, this restaurant will have the technologies that are required for
preparation. Moreover, in waste management, it will build its technology.
2.10.3. Organisational Feasibility
Organisational feasibility is about to determine the business has sufficient management
expertise and organisational competency (Zhang 2014). Moreover, organisational feasibility
checks the non-financial resources of the organisation. Green Chinese Restaurant will evaluate
the ability of its management team to satisfy itself that management has the necessary expertise
to continue the venture. Moreover, this business is recruit two experienced managers who have
knowledge in hospitality and owner also recruit 20 staffs for the restaurant.
2.10.4. Resources feasibility
Resource feasibility study includes that how much time does the business have in order to
make the project complete. A restaurant needs time to make contingency plan and mitigation
plan in order to complete the project. In order to complete a restaurant, financial resources,

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financial resources and technical resources are needed. All the resources requirements will be
fulfilled to complete the project on time. It will take 3 months to complete the project if
everything goes right. Resources will be completed that can effect on normal business operation.
2.10.5 Financial feasibility
2.10.6 The total investment and partner contribution
Total Investment and Partner Contributions for Green Chinese Restaurant
For the Year 2019
Start-up Requirements
Start-
up
Expens
es
Fixed
Costs
Particulars Amount
Premises (RENT &
RATES)
150000
Wages 550000
Accountant Fees 125000
Payroll Tax 135000
Gasoline and Oil 350000

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Utilities 500000
Sales and Marketing 250000
Postage & Telephone 35000
Repairs and Maintenance 450000
Website Development
Expenses
125000
General Expenses 65000
Market survey 85000
Preliminary expenses 65000
Lease payments 150000
Total Fixed Costs 3035000
Average Monthly Costs
Rent 12500
Lease payments 12500
Postage & Telephone 2916.67
Repairs and Maintenance 37500
Gasoline and Oil 29166.67
Salaries / Wages 45833.33
Total Average Monthly
Costs
11701.389
2
x Number of Months: 12
Total Monthly Costs 140416.67

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Total Startup Expenses
31,75,416.
67
Start-
up
Assets
Owner
Funding
Owners Fund 10000000
Total Owner Funding 10000000
Total Start up Funds 10000000
Assets
Computers 650000
Vehicles 475000
Equipments 1200000
Furniture & Fixtures 1500000
Total Fixed Assets
38,25,000.
00
Total
Start-
up
Assets
13825000

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The owners of the company will be investing 10,00,00(Tk) with two partners contributing
equally at the same proportion. The total amount of investment would be 10,00,000 (Tk) and it
would be covering the start-up requirement. This will help in covering the start-up requirements
and would provide the business with the cash cushion for the expansion of the business over the
period of five years.
2.10.7: Yearly Promotional Budget for Green Chinese Restaurant:
Promotional Budget for Green Chinese Restaurant
For the year 2019
INCOME Budget
Sales
Sales - Qtr 1 62,50,000
Sales - Qtr 2 62,50,000
Sales - Qtr 3 62,50,000
Sales - Qtr 4 62,50,000
Other
Total Sales 250,00,000
Cost of Goods 150,00,000
Cost of Goods Sold 150,00,000
Gross Profit 100,00,000

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Non-Operating Income
Interest Income Nil
Rental Income Nil
Total Non-Operating Income -
Total INCOME 100,00,000
EXPENSES
Operating Expenses
Premises (RENT & RATES) 1,50,000
Wages & Salaries 5,50,000
Accountant Fees 1,25,000
Payroll Tax 1,35,000
Administrative Expenditure 3,50,000
Utilities 5,00,000
Sales and Marketing Expenses 2,50,000
Postage & Telephone 35,000
Repairs and Maintenance 4,50,000
Website Development Expenses 1,25,000
General Expenses 65,000
Interest Expenses 1,00,000
Market survey 85,000
Preliminary expenses 65,000

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Insurance 60,000
Advertisement 2,00,000
Lease payments 1,50,000
Total Operating Expenses 33,95,000
Non-Recurring Expenses
Computers 6,50,000
Vehicles 4,75,000
Equipment’s 12,00,000
Furniture & Fixtures 15,00,000
Total Non-Recurring Expenses 38,25,000
Total EXPENSES 72,20,000
Net Income Before Taxes 27,80,000
Income Tax Expense 18,19,500
NET INCOME 9,60,500
2.10.8 Financial Statement for the year 2019:
Financial Statement for Green Chinese House for the year 2019
(4) PROFIT AND LOSS FORECAST

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Year 2019
Revenue 25,000,000
Cost of sales 15,000,000
Gross profit 10,000,000
Gross Margin 20,754,500
Expenses/overheads
Premises (rent, rates) 150,000
Wages and salaries 550,000
General expenses 65,000
Accountant Fees 125,000
Payroll Tax 135,000
Administrative Expenses 350,000
Utilities 500,000
Sales and Marketing Expenses 250,000
Postage & Telephone 35,000
Furniture-10% straight line 65,000
Vehicles - 20% reducing balance 95,000
Equipments-20% reducing balance 240,000
Furniture- 25% Straight Line 225,000

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Repairs and Maintenance 450,000
Website Development Expenses 125,000
Preliminary expenses 65,000
Insurance 60,000
Advertisement 200,000
Interest Expenses 100,000
Lease Payments 150,000
Total expenses/overheads 3,935,000
Profit before tax 6,065,000
Tax @ 30% 1,819,500
Profit after tax 4,245,500
Transfer to reserves 6,065,000
As the above stated profit and loss is represented Green Chinese House will be focussed
on expanding the business over the next two years and will make use of the cash reserves that is
initially invested by the owners. With the growth of sales, the company will expand in new
locations to aggressively increase brand recognition. This would help the Green Chinese House
to increase the visibility by implementing less business expenditure by simultaneously
maintaining the flagship business functions. With the increase in the business operations
becoming more profitable in the following year, the net worth of the business would rise.

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2.10.9 The Balance Sheet
Balance Sheet for Green Chinese House 2019:
Projected Balance Sheet
For the year ended 2019
Assets 2019
Current Assets
Cash 25000000
Accounts receivable 25000000
Total current assets 50000000
Fixed (Long-Term) Assets
Computers 585000
Vehicles 380000
Equipments 960000
Furniture & Fixtures 1275000
Total fixed assets 3200000
Total Assets 53200000
Liabilities and Owner's Equity
Current Liabilities

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Accounts payable 30055000
Accrued Rent 150000
Bank Charges Payable 100000
Income taxes payable 1819500
Accrued salaries and wages 550000
General Expenses 65000
Lease Payment 150000
Total current liabilities 32889500
Owner's Equity
Owner's investment 10000000
Net Profits 4245500
Reserve and Surplus 6065000
Total owner's equity 20310500
Total Liabilities and Owner's Equity 53200000
Chapter 3-Feasibility Research
3. Research Methodology
3.1 Research Onion
Research Onion is considered being a methodical structure and way to conduct the
research via different major stages in which the designing of all the stages as well as elements
are done, through a specific series. By moving through every layer from the outermost region,

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the marketer will be reaching towards a sought-after conclusion. It will be framing the strategies
of the research so that the objectives of the research can be realised in a methodical manner.
Figure 3: Research Onion
(Source: Saunders et al.2015)
3.2 Research Philosophy
Research philosophy appears at the first layer of the onion stating that every other process
is depending upon the philosophy. Research philosophy is dealing with the source, nature, as
well as knowledge development. To do the selection of a particular research philosophy is
affected by practical propositions. Here, the marketer is having the requirement for selecting the
philosophy that is considered being pertinent for assessing the parameters, which is to open a

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new business venture in Dhaka. In the present research, the marketer will be providing the
description relating to the insightful analysis of the topic so that better conducting of the research
can be followed (Neuman and Robson 2014). The research philosophy that can be considered
here should be the positivism philosophy. The positivism philosophy is stating that reality is
considered having stability and its observation, as well as a description, can be provided from an
objective point of view, i.e. without making an interference with the event whose study is being
made. Through the positivism philosophy, the marketer will be identifying the parameters that
are considered accountable towards opening a new green restaurant in Dhaka and to find the
potential customer base for the restaurant (Mackey and Gass 2015). Therefore, positivism is
considered being the most effective way that will assist in making a detailed structure in respect
of the specific research.
3.3 Research Design
The next layer in respect of the research onion is considered to research design in which
the marketer will be doing the interpretation of the outcomes regarding the data analysis
depending upon the purpose as well as objectives of the research study. The overall research will
enlighten the marketer towards making the determination of the research design depending upon
the topic. There exist three primary research designs such as exploratory, explanatory as well as
descriptive (Silverman 2015). The exploratory research design is considered being a research
that is conducted in respect of a problem that has not been studied in a clearer manner.
Exploratory research assists in determining the best research design, methods of data-collection
as well as selecting the subjects. Explanatory research is associated with the purpose of
increasing the researcher understands regarding a particular subject. It is not providing the
conclusive outcomes due to its absence of statistical strength. These kinds of researchers can be

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very effective for directing the ensuing approaches regarding the research. The descriptive
research design is considered being a valid process in respect of researching particular subjects
and is considered being a forerunner to more quantitative studies (Palinkas et al. 2015). Three
major rationales regarding descriptive studies are considered as the aspect to describe, explain as
well as validate the findings of the research. Here, the descriptive design will be undertaken
since it will be relating the study objectives with the findings of the study that will be found.
Also, in this regard the observational method regarding the research design will get selected,
where the close observation of the behaviour regarding the customers will occur (Finch 2016).
3.4 Research Approach
Research Approach is considered being another layer of the research onion. Research
Approaches are considered being the plans as well as procedures in respect of research that is
spanning the stages from broad assumptions to detailed processes relating to data collection,
analysis as well as an explanation. This plan will be having an involvement in various decisions,
and the entire decision is having an involvement as to which approach should be taken into
consideration for studying a topic (Pannereselvam 2014). To inform this decision is considered
being the philosophical suppositions that the marketer is bringing to the study. The aspect of
selecting a research approach is also depending upon the characteristic of the business plan that
is being concentrated on. There are two primary approaches that are being used in the majority of
the the researchers considered to be inductive as well as deductive. The deductive approach takes
into consideration the aspect of theory selection, hypothesis testing, data analysis, theory
implementation, analysis of data as well as confirming the theoretical evidence. In this regard,
the marketer will commence with a social theory that they find convincing and then do the
testing of its implications with the help of the data. This means that they shift from a more

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general level to the one that is considered being more specific (Mackey and Gass 2015). A
deductive approach is the one in which the marketer will be studying what has been done by the
others, reading the theories that exist regarding whichever phenomenon is being studied by
him/her and then testing the hypothesis that is emerging from those theoretical aspects.
3.5 Research Method
The categorization of the research method is done in two categories, which are
considered being qualitative and quantitative. The quantitative research analysis is done in
respect of a huge number of respondents that will be getting conducted with the help of a
questionnaire survey. In this regard, the marketer will be conducting a quantitative research
analysis with the help of a survey questionnaire regarding the potential customer base for the
green restaurant, which is essential for opening the restaurant in Dhaka (Silverman 2016).
3.6 Data Collection Method
The data collection method comprises the process of collecting primary data as well as
secondary data. In this present research study, the marketer will be emphasizing upon the process
of collecting primary data. The business plan is depending upon the aspect of finding out the
possibilities towards opening a new green restaurant in Dhaka and also finding out the potential
customers regarding the same. The customers can provide the best description regarding their
preference for selecting a particular category of restaurant. That is why it is essential to do the
collection of primary data. Moreover, there occurs the collection of primary data from the
respondents, indicating that the research is considered having validity as well as reliability. The
collection of data will be done with the help of survey questionnaires. The distribution of the
survey questionnaires will be done through the social networking sites such as Facebook.

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3.7 Sampling Technique
Since the business plan is required doing the collection of primary data, sampling is
considered being an essential method for doing the selection of the respondents to conduct the
survey. The method of sampling is referring to the process of selecting suitable candidates in
respect of the study from whom there can occur the collection of relevant data, via the process of
data collection. Two basic sampling methods are considered being probability sampling as well
as non-probability sampling. Here, the marketer will be undertaking the probability sampling,
especially random sampling. The random sampling technique is a basic sampling technique
where a group of respondents will be getting selected for study from a larger group. Each
respondent is being selected entirely by chance and each population member is having an equal
possibility to get included in the sample (Neuman and Robins 2014). The random sampling
technique will be used as because every respondent will be provided with equal opportunities of
getting selected.
3.8 Sampling Size
In respect of the present business plan, the marketer will be collecting responses from
100 respondents in a random manner with the help of survey questionnaires distributed through
the social networking sites. This might be helping in achieving the desirable conclusion from the
survey that the marketer wants to achieve.
3.9 Time Horizon
(Refer to Appendix 1)

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3.10 Data Analysis
There are two kinds of data analysis process, which are considered being quantitative
data analysis process and qualitative data analysis process. Here, quantitative data analysis will
be taken into consideration. The quantitative data analysis process is emphasizing upon
objectives measurements as well as the statistical, mathematical, or numerical evaluation of data
whose collection is done via polls, surveys, or questionnaires. The findings that will be received
will be represented through pie-charts, graphs in excel (Finch 2016).
3.11 Reliability and validity of the research
Reliability of the research
Reliability is relating to the consistency regarding a measure. Even though, it is not
possible to provide an accurate calculation of reliability, there can occur the achievement of a
reliability estimate via varied measures. The three reliability attributes are considered being
homogeneity, stability as well as equivalence. Reliability is also applying to the individual
measures.
Homogeneity is described as the extent to which every item on a scale is measuring one
construct. Stability is described as the consistency of results through the use of an instrument
with repeated testing. Equivalence is described as the steadiness among the responses of multiple
users regarding an instrument, or between alternate instrument forms (Finch 2016).
Validity of the research

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Validity is explained as the extent to which there occurs the accurate measurement of a
concept within a quantitative study. There are three types of validity, which are considered being
content validity, construct validity as well as criterion validity. There are
Content validity is considered being the extent to which a research instrument will be
having an accurate measurement of all the aspects regarding a construct. Construct validity is
considered being the extent to which a research instrument will be doing the measurement of the
intended construct. Criterion validity is the extent to which an instrument of research is having
relation with the other instruments that is measuring the same variables (Evans 2015).
3.12 Ethical Consideration
It is considered being mandatory to do the following of the ethical issues in conducting
the survey in a methodical manner. This market research will follow all the ethical factors and
norms. This research also follows Personal Data Protection Law of Bangladesh as that ensures
property and security. It is verifying the research reliability in respect of the authentic data whose
collection is done in respect of the respondents. The collection of the data is done for getting
used only regarding the commercial purposes. The marketer will be preparing the questionnaire
in such a manner that no kind of personal questions will be bothering the respondents and
deviating the responses from the sought-after outcomes. The important information are
maintained in strict confidentiality. Every type of communication regarding the research study
will be getting conducted having absolute transparency. There should also occur pertinent
referencing style that will be making the study more reliable as well as valid.

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Chapter 4 – Strategic Analysis
4.1 Data Analysis and Market Attractiveness for Green Chinese House
The expenditure of the customers in respect of Chinese fast food in Dhaka is having a
steady growth. The growing number of new restaurants such as fast food franchises, as well as
fancy restaurants around Dhaka, is showing a major development within this sector. Spending on
food is approx. 50% of the overall expenditures of the customers in Dhaka and spending of
customers regarding leisure and recreation constitutes of approx. 15% of the overall spending by
the customers. It will be the goal of Green Chinese House to become the trendy destination in
respect of yearnings regarding fast food. In accord to a public survey that was conducted by
taking into consideration 15-45 years old, it was found out that 80% of the people who were
interviewed had a strong preference regarding Chinese fast food. Almost 90% of them had a
preference in respect of fast food on a daily basis, and around 10% made the claim that they have
a strong liking in respect of fast food (Kopf 2015). From the survey, certain specific reasons
were also found out that regarding the growing popularity regarding fast food, which are
mentioned as under,
 Individuals residing in Dhaka are having 52 weekends as well as three long holidays
every year. Majority of the Bangladeshis are having a penchant for window shopping,
and while having a stroll around the shopping locations, they require a quick-bite for
accommodating their activities.
 The office goers have stopped bringing lunch and instead they are enjoying Chinese fast
food within the surrounding area.

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 Parents are giving increasing amount of money to their children for having lunch. The
primary choice of the children is naturally Chinese fast food, due to their effort regarding
brand building that is heavily targeting the age group of the children.
 The trend to eat-out is catching up the very fast with the Bangladeshi’s common life-
habit. They do not perceive that Chinese fast food is considered being a luxury, and they
are enjoying it by bringing their family, particularly when they are having smaller
children, within the environment of the Chinese fast food outlets.
4.2 Strategies and Capability analysis for Green Chinese House
The organisational capability analysis in respect of Green Chinese House will be supporting
the restaurant in the below-mentioned ways,
 Through the increase in the competitive advantage by basing the strategic aspect on an
understanding of the strengths as well as weaknesses of the workforce of the organization
 By driving the outcomes of the organisation such as the satisfaction of the stakeholders as
well as the satisfaction of the customers
 Through the communication of the valued behavioural aspects, raising the levels of
competency as well as reinforcement of the values that are considered being positive
(Evans 2015).
4.3 PEST Analysis for Green Chinese House
4.3.1 Political factors analysis for Green Chinese House
The political factors influencing the fast food industry will be varying from one country to
another. Compliance is of key significance. In Dhaka, the fast food brands are complying with

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these needs. There are regulations associated with the wages, hygiene, as well as the quality of
food that should be complied with. The minimum standard regarding wages will be varying from
one country to another (Agarwal 2015). The Government in Dhaka can also push the fast food
chains for including healthier food items on their menus.
4.3.2 Economic factors Analysis for Green Chinese House
Economic factors are regarded to be a major influence on the fast food industry. The fast-
food industry did the showcasing of outstanding capability regarding adaptability in respect of
changing trends. For adjusting better to the recession as well as reduced economic activity, low
priced products are being included amongst the brands. With the surging of economic activities
in Dhaka, the spending on fast food might be increasing more in the future (Lobgenecker 2013).
4.3.3 Social and cultural factors Analysis for Green Chinese House
The trends relating to health and lifestyle are also influencing the fast food industry in
Dhaka. The awareness for health is influencing the overall food industry in Dhaka. The changed
perceptions of the customers are forcing the restaurant brands towards including the low-calorie
choices. The social outlook regarding health has changed immensely. Media is playing a
significant part towards the creation of this insight. The cultural factors will also be playing a
significant role as because certain cultures are not encouraging the consumption of fast food
(Nong 2014). However, certain cultures are adopting it with the changing scenarios for suiting
the local inclination.
4.3.4 Technological factors analysis for Green Chinese House
Technological factors are having a major impact on the fast food industry. The social
media channels have become the most significant venue in respect of doing the engagement of

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the customers. The utilization of the digital displays, as well as kiosks, influenced ordering as
well as labour costs. Technology has helped the brands in serving the customers via innovative
channels as well as ways (Alstete 2014).
4.4 SWOT Analysis for Green Chinese House
Strengths
The strength of the Chinese fast food outlet could be its location. Dhaka is considered
being a centre of consumption comprising of a large stream of individuals. The second strength
could be its varied styles of Chinese food. The third strength of the restaurant can be the supply
of food regarding a wide products range.
Weaknesses
In this regard, the cultural difference can become a major concern, as because certain
foods cannot be adopted by the local individuals. There is also another weakness associated with
the aspect of commencing the business because there is a high starting cost, due to the fact that
the location of the restaurant will be in the centre of the city (Leach 2017).
Opportunities
One of the opportunities will be associated with the scope that when the visitors will be
visiting Green Chinese House, they will be getting attracted towards the traditional Chinese
culture and as a result, the footfall in the Chinese restaurant will be increasing. Also,
Threats

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The policies, economic fluctuations within the country and rival businesses are regarded
being the primary reasons that might be causing Green Chinese House to have a drop in its
profits. The policies of the Bangladesh government, as well as local government, are changing
every year and the economic market of Bangladesh gets influenced by the waves of the
international economy and it will be influencing the restaurant business in an indirect manner
(Jiwani 2017). There will also be the threat of being faced with huge competition from the other
Chinese restaurants within Dhaka.
4.5 Value Chain and competitive advantage
4.5.1 Inbound Logistics activities
The inbound logistics in respect of Green Chinese House will be referring to the selection
of the finest quality food products by the restaurant. The green vegetables will be procured
directly from the farms by the purchasers from Green Chinese House. These will get transported
to the site of storage after which the fresh vegetables will be getting used in cooking.
4.5.2 Operations Activities
These are considered being the activities that will be converting the inputs relating to
products or services into the semi-finished or finished food items. The operational methods are
considered to be the guiding principle in respect of value creation.
4.5.3 Outbound Logistics Activities
These are considered being the various activities that are associated with the aspect of
delivering the products as well as services to the customers. These will be including the process
of storage, distribution as well as transport regarding Green Chinese House.

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4.5.4 Marketing and sales activities
These are the various methods that are associated with the aspect of putting the products
as well as services within the market, which will include the aspect of managing as well as
generating relationships with the customers. Green Chinese House will be making an investment
in the very good quality of products as well as increased customer service levels.
4.5.5 Service activities
This will be taking into consideration every activity that will be maintaining the value
regarding the products or services towards the customers as soon as there will be the
development of an association depending upon the aspect of procuring the products as well as
services. Green Chinese House will be aiming towards the building of customer loyalty with the
help of increased customer service levels within its restaurant.
4.6 Ansoff Matrix
4.6.1. Market Penetration
This strategy is considered being the least risky because it will be leveraging many of the
restaurant’s available resources as well as capabilities. In a growing market, to do the
maintaining of market share simply will be resulting in growth and there might exist the scopes
for increasing the market shares when the competitors will be reaching the capacity limits
(Pagaryan 2017). On the other hand, the market penetration will be having certain limitations,
and when the market will be approaching the saturation stage, the pursuing of another strategy
will be done if Green Chinese House will be interested in continuing with its growth.

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4.6.2. Product Development
This strategy will be considered pertinent when the strength of Green Chinese House will be
associated with its particular customers rather than with the particular product itself. In this
scenario, it will be leveraging its strengths through the development of a new food item that will
be targeting its present customer base.
4.6.3 Market Development
The options relating to market development will be including the aspect of pursuing
additional segments of the market or geographical areas. The process of developing new markets
in respect of Green Chinese House might be considered to be an effective strategy when the core
competencies of the organization will be having relation more with the particular food items in
comparison to its experience relating to a particular segment of the market. When the Chinese
restaurant will be making its expansion into a new market, a market development strategy will be
having more risk in comparison to the strategy regarding market penetration.
4.6.4 Diversification
This is considered being the riskiest amongst the four growth strategies, as because it is
having the requirement for both products as well as market development and might be outside
the Chinese restaurant’s core competencies. On the other hand, diversification might be
considered being a practical choice when the compensation of high risk will occur through the
scope of an increased rate of return (Mahmud 2017). Other diversification advantages will be
including the prospects for gaining a grip on an attractive industry as well as reducing the overall
threat associated with the portfolio of the business.

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4.7. VRIO framework analysis for Green Chinese House
Valuable
The primary aspect regarding the framework will be discussing whether a resource will be
adding values by enabling Green Chinese House to do the exploitation of the scopes or
defending against threats. Resources are also considered being valuable when they will be
helping Green Chinese House towards increasing the perceived value of the customers (Leschke
2013). This occurs through the increasing differentiation as well as reducing the product price.
The resources that will not be meeting this condition, will be leading towards competitive
disadvantage. It is significant to do the continuous reviewing of the value regarding the resources
since the internal, as well as external conditions that are constantly changing, might be making
them less worthy or completely useless.
Rare
The acquiring of resources by a single or very fewer organizations are regarded as rare.
Rare as well as precious resources are granting temporary competitive advantage. However, the
scenario when more than few organizations will be having similar resources or will be using the
capability in a similar manner, it will be leading towards competitive parity. This is due to the
fact that organizations might be using similar resources for implementing similar strategies and
no establishment will be achieving better performance. Although competitive parity is not
considered being the required position, Green Chinese House should not be neglecting the
resources that are precious but common. To lose precious resources as well as capabilities will be
hurting Green Chinese House since they are considered necessary to stay within the market.
Costly to Imitate

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A resource will be considered being costly to imitate when the other companies that are
not having it cannot be imitating, buying or substituting it at a realistic price. Imitation will be
voicing in two manners, that is through direct imitation of the resource or offering the
comparable product/service. An organisation will be having resources considered being valuable,
rare as well as expensive for imitating will be achieving sustained competitive advantage (Stroh
2014). There are three reasons as to why resources are considered tough to imitate, which are
considered as historical conditions, social complexity as well as causal ambiguity.
Organised to Capture Value
The resources will not be conferring any advantage by themselves in respect of Green
Chinese House when it is not organized for capturing the value from them. Green Chinese House
must do the organizing of its management methods, processes, procedures, the structure of the
organization as well as cultural aspect for having the ability to have a complete realization of the
potentiality regarding its valuable, rare as well as costly aspect, in respect of imitating the
resources as well as capabilities. This will assist Green Chinese House towards achieving a
prolonged competitive advantage.
4.8. Business Canvas Model
The Business Canvas Model of Green Chinese House is mentioned as below:
The Business Model Canvas
Key Partners
The key partners
of the Green
Chinese House will
Key Activities
The key activities of the
Green Chinese House will be
the websites, request board,
Value
Propositions
The value
proposition of
Customer
Relationship
The customer
relationships
Customer
Segments
The customer
segment will be

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be the food service
suppliers, banker
or personal
investors, local that
includes the local
government,
philanthropic
groups as well as
the other local
businesses.
as well as the social media.
The websites will be available
for displaying the full menu
regarding call in orders. The
requesting board will be
regarding the patrons for
submitting their ideas for new
food dishes. The social media
sites like Facebook and
Twitter will also be used as
key activities.
the Green
Chinese House
will be
including the
local owners
and managers,
interaction with
the customers,
unique
opportunity
regarding food,
health code,
cost-effective
option, as well
as providing a
local, cultural
environment.
regarding the Green
Chinese House
restaurant will be
including customer
based social media,
loyalty programs or
coupons regarding
their next visit, as
well as the
customers and the
users, who are
having a taste of
Chinese dishes.
Also, the customer
relationships will be
varying from
moderate to high.
associated with two
aspects such as
customer
experience and
whether customer
and user are
similar. Regarding
the latter aspect it
can be stated that
both customer and
user are almost the
same, however, in
respect of the
younger
population, the
parents will be
considered as the
customers.
Key Resources
The key resources for the
Green Chinese House will be
including the equipment such
as fryers, ovens, microwaves.
Also, the food vendors that
are the companies that will
assist in the idea stage
regarding the creation of
menu as well as dishes. In
Channels
The channels for
Green Chinese
House will be
including the
aspects of purchase,
awareness,
evaluation, deliver
value, delivery as

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addition, there are the
financial resources as well as
the staff resources.
well as after sales.
Cost Structure
The cost structure for Green Chinese House will be
including the cost drivers as well as the value
drivers.
Revenue Streams
The revenue stream in respect of the Green Chinese House
will be including the combo sales, fixed pricing, revenue for
the transaction, and so on.
Table: Business Canvas Model

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Chapter 5 – Business Plan
5.1 The industry, company and products
Green Chinese House will be functioning under the restaurant industry in Dhaka and the
restaurant will be serving mainly various Chinese food items. The company will be a fast food
Chinese restaurant. The product range will be including different kinds of soups, various starters,
main courses, as well as different desserts. Green Chinese House will be situated at a central
location of Dhaka so that the restaurant can be easily accessible from any part of Dhaka without
much hassle.
5.2. The Market competitors
For undertaking the competitor’s analysis for Green Chinese House, two other famous
restaurants that are functioning in Dhaka will be taken into consideration, such as Mainland
China and 3 Dragons at Pearl. Chinese Restaurant industry in Bangladesh is flourishing, though
Bangladesh is considered as low-income country; however, it is aspiring to get the status of
middle income status by 2020. The restaurant industry is not saturated and in Bangladesh, middle
class population touched 30 million and more than 1.5 million people reside at Dhaka ( ). There
are many famous Chinese restaurants in Dhaka.
Chinese Restaurants Segment Group USP
Picasso restaurant Middle Class customers and higher
income group
Top quality food,
Global presence and price
Ching Shing Restaurant Niche customers and young
generation
Regulation followers,
One of the best Bangladesh based
Chinese Restaurants,

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Budgetary restaurant, Chinese Chef
Dragons at Pearl Higher income group and family
people as they give take away
facility
Chinese ambience, quality Chinese
food and location of the restaurant
Table: Competition in Dhaka in Chinese Restaurants
A SWOT Analysis will be conducted for the two restaurants that are mentioned as below:
Picasso restaurant
STRENGTHS WEAKNESSES
 Open everyday
 Having loyalty card
 Having polite workers
 Prices are exorbitant
 Not strategically located
OPPORTUNITIES THREATS
 Increasing dining out market
 New emerging as well as development
market
 New potentialities in Dhaka’s market
 Changing eating habits of the
customers
 Price wars
Ching Shing Restaurant
STRENGTHS WEAKNESSES
 The prices are not very high
 Opened everyday
 Good location
 Not having variation of food items
 The food quality has plummeted in
recent days

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 The service quality has plummeted in
recent days.
OPPORTUNITIES THREATS
 New healthier menu of food item
 Better scope of expansion for the
increasing market for Chinese food
 Threat from the local competitors in the
same area
 Rise in taxes
 More health conscious customers
5.3 Cost and Profit Analysis
Breakeven Analysis
Breakeven Sales Value =
average fixed cost/%
contribution
Revenue
Contributio
n
Fixed
Cost Profit
4002930.3 2001465.2
4002930.
3 -2001465
8005860.6 4002930.3
4002930.
3 0
10007325.75 5003662.9 4002930. 1000732.

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3 6
12008790.9 6004395.5
4002930.
3
2001465.
2
2000000 4000000 6000000 8000000 10000000 12000000 14000000
-3000000
-2000000
-1000000
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
-2001465.15
0
1000732.575
2001465.15
4002930.3 4002930.3 4002930.3 4002930.3
2001465.15
4002930.3
5003662.875
6004395.45
Contribution
Fixed Cost
Profit
Figure 4: Cost and Volume Analysis (Break-Even Analysis)
(Author: As Created by Author)
5.4 Marketing plan for Green Chinese House
5.4.1 Company direction
Green Chinese House will try directing the restaurant towards the promotion of better
values regarding organizational culture as well as business philosophy. Green Chinese House is

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NEW BUSINESS PLAN
trying to implement various aspects for making the business successful. They are planning to
create a distinctive, as well as creative menu that will be differentiating the restaurant from the
other competitors. The Chinese restaurant will also be selling the products that are of best quality
and keep the customers satisfied with every kind of food menu starting with starters and ending
with desserts. The restaurant will also be providing complete satisfaction for the customers by
providing outstanding services. The restaurant will also try encouraging the two most essential
values regarding fast food business, which are considered being image as well as brand.
5.4.2 Business Logo for Green Chinese House
Figure 5: Business Logo
(Source: Created by Author)
5.4.3 Vision for Green Chinese House
To become the most successful Chinese restaurant in Dhaka serving innovative Chinese
dishes to its customers.
5.4.4 Mission for Green Chinese House
The major goal of Green Chinese House is to become one of the most famous Chinese fast
food restaurants in Dhaka. They aspire to become a leading Chinese fast food restaurant brand in

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the Dhaka. They have the desirability of providing the customers with a complete experience
when the restaurant will be visited.
5.4.5 Marketing objective for Green Chinese House
1. To do the establishment of a successful Chinese fast food restaurant and gaining a market
share in the fast food industry of Dhaka
2. To make Green Chinese House a destination spot for all kinds of Chinese food lovers.
3. To do the expansion into various other locations by the end of 2021
4. To grab the market share of 5% by the end of 2021
5.5 Internal marketing
The internal marketing regarding Green Chinese House will be including two aspects
which are improved customer service as well as increased employee involvement. According to a
study, employee engagement was particularly recognized as an essential relation regarding
customer satisfaction as well as increasing the profitability of the organization. Internal
marketing to the employees will be resulting in having more educated staffs who will then be
providing a better service quality to the customers of the Chinese restaurant (Gordon 2016).
Also, internal marketing will be contributing towards better self-confidence as well as
commitment within the restaurant staffs. When an effort is made towards communicating
information to the staffs on a daily basis, they will be developing an increased involvement level
for making the business successful. The efforts related to internal marketing might be having the
involvement of regular communications via emails or through an internet site, and face-to-face
meetings as well.

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5.6 External marketing
The target group for Green Chinese House regarding external marketing will be the
customers. The communication will occur within the Chinese restaurant as well as the customers.
The promotional attributes will be including word-of-mouth, advertising as well as newsletters.
The external marketing will be associated with increased satisfaction amongst the customers and
retention plays a pivotal role in this regard. In external marketing, there is also a continuous
requirement for maintaining control as well as feedback. External marketing communications
will be allowing the restaurant business in shaping the perception of the customers (Hair 2015).
Moreover, external marketing communication will assist in cultivating relationships with the
customers and will also assist in building the image of the Chinese restaurant for attracting
potential investors.
5.7 The development plan for Green Chinese House
The development plan for Green Chinese House will be taking into consideration the
components such as the situation analysis, SWOT analysis as well as the goals, objectives,
strategies and tactics. The situation analysis is considered being the process of doing the
collection of internal as well as external information for assisting in the creation of a business
development plan. A SWOT analysis is considered being a process that will be used by Green
Chinese House for reviewing every information that has been collected during the situation
analysis for determining in what ways that information will be impacting the business either
positively or negatively (Welltn 2017). The outcome of the SWOT analysis will be serving as a
significant input for establishing the goals, objectives, strategies as well as tactics.

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5.8 The marketing plan for Green Chinese House
The marketing plan for Green Chinese House delves with the company direction, the
vision of the company, the mission of the company, as well as the objective of the company. The
marketing plan will be including the process of branding, email marketing, digital marketing,
mobile apps as well as traditional marketing that will assist in promoting the restaurant (Du
2017).
5.9 Marketing budget
Expenses Cost Timeframe
Website optimisation Tk 20000 Jan-Mar
Website re-design Tk 15000 February
E-mail marketing Tk 12000 Jan-Mar
Out-of-home marketing Tk 23,000 Jan-February
Print media advertisement Tk 45,000 Jan-June
Social media marketing (Facebook and
Twitter)
Tk 10,000 Jan-July
Total Tk 1,26,000
Table: Marketing budget
5.10 The Management and operations plan
The operational plan will be including the basics such as licenses, menus, as well as
investments in technology. Green Chinese House will be facing competition from other fast food
restaurants. The management of the Chinese restaurant requires understanding the requirements
of its customers and try distinguishing itself from the other competitors. In respect of financial
viability, it can be stated that it is having the requirement regarding sales growth as well as cost

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management (Bennett 2017). The Green Chinese House should be having multiple sources
regarding food supplies and they are required negotiating volume discounts from the suppliers.
The management of the Chinese restaurant will also try maximizing the utilization of resources.

Running head: NEW BUSINESS PLAN
Activity Month 1
(Jan)
Month 2
(Feb)
Month 3
(Mar)
Month 4
(Apr)
Month 5
(May)
Month 6
(Jun)
Month 7
(Jul)
Month 8
(Aug)
Month 9
(Sept)
Month 10
(Oct)
Month 11
(Nov)
Month 12
(Dec)
Buying all
kitchen
products
✓
Cost and Profit
analysis
✓
Marketing plan ✓
Development
plan
✓
Getting all
furniture
✓
Advertising
opening
✓
Human
resources
recruitment
plan
✓
Risk
assessment
✓
Financial
projections
✓ ✓
Set up
insurance and
deposits
✓ ✓
Table: Management and operation plan

Running head: NEW BUSINESS PLAN
5.10 Performance management (KPI)
Green Chinese House can take the KPI on certain sections; these could be guests’ counts,
food categories and employees’ performances. This restaurant will open on 2018 and the Key
Performances Indicators of the restaurant will be based on Guests’ Counts. The management
will count the guests who will visit the restaurant each day and the increase in numbers of
guests will eventually show the increase in KPI. In addition, the guests or customers of the
restaurants will be asked to provide a feedback on the food quality or any other changes will
be needed further in the menu. The food category can be changed according to the
preferences of the customers. Lastly, the staffs will be appraised based on the performance
management and KPI will be drafted based on fellow employees’ feedbacks and managers’
feedbacks.
5.11 The Human resources recruitment plan for Green Chinese House
Every position at the Green Chinese House will be having the requirement of a
documented human resources recruitment plan that will be approved by the organization. A
recruitment that is carefully structured will be mapping out the strategic aspect to attract as
well as hire the most suitable candidates. The development of the recruitment plan is
normally done by the hiring manager. The elements regarding the recruitment plan will be
including the posting period, placement goals, additional resources for advertising, diversity
agencies as well as resume banks.
Requirement for different positions are,
Post Vacancy Eligibility
Manager 2 MBA (with 4 years of work

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experience in hospitality industry)
Assistant Manager 1 Master’s Degree (MBA preferred)
(with 2 years of work experience
in hospitality industry)
Kitchen Staff 3 Hotel Management Degree (with 1
year of work experience in
hospitality industry)
Head Chef 1 Hotel Management Degree (with 6
years of work experience in
hospitality industry)
Restaurant Staff 15 Hotel Management Degree
(Freshers can apply)
Table: Recruitment in new business
5.12 The Risk Assessment
The risk assessment process carried out in Green Chinese House will be including
certain stages. In the first stage, there will occur the identification of the hazards. The hazards
can classified as physical, financial as well as market related risks. In the second stage, it
needs to be identified who is at the risk of getting harmed and what ways. In the third stage,
there is the requirement for assessing the risks as well as taking necessary action. The fourth
stage will be including the process of making a record of the findings and the final stage will
be associated with the process of reviewing the risk assessment (Finch 2016). The reviewing
should be done for ensuring that the agreed safe working practices will continue getting
applied and for taking into account any new working practices or more challenging targets
regarding work.
Risk Assessment Table
Hazards Person or Likelihood of Severity of Risk Level Measure taken

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persons at risk hazard (1=
least likely to
happen, 5=
most likely)
hazard (1=
lowest risk, 5=
highest risk)
Likelihood +
severity/2
to reduce risk
Physical
(Building and
Floor)
Employees and
customers
coming to
restaurant.
2- When the
floor is wet, it
can be slippery,
causing people
to fall and
injure
themselves.
2- There is the
potentiality for
bruises or
sprains to occur
from slipping
on the ground.
However, there
won’t occur any
fatality.
4 out of 10 risk
level
There is the
requirement to
avoid the wet
floor area after
it has been
mopped since it
can be risky.
Financial
(Budget and
investment)
Owners of the
restaurant
3-Failure to
articulate the
business plan
and growth path
will create
doubt amongst
the potential
investors to
invest in the
business.
3-There is the
potentiality for
the business to
face budget
crunch and this
might hamper
the smooth
functioning of
the business.
6 out of 10 risk
level
There is the
requirement for
identifying the
key milestones
and schedules
necessary for
identifying
when equity or
debt investment
is required.
Market
(Strategy and
Reaching
consumers)
Owners of the
restaurant
3- Failure to
know the
customer and
the risks related
with the market
might be the
reason for the
3- There is the
potentiality for
the business to
face market
risks and this
might hamper
the smooth
6 out of 10 risk
level
There is the
requirement for
identifying the
effective market
routes and
whether they
could be built in

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downfall of the
business
functioning of
the business.
an effective
manner within
the budget.
Table: Risk Assessment
5.13 Critical Success Factors
The critical success factors will be including the internal factors as well as the
external factors. The internal critical success factors will be adding direction to the strategic
choices as well as allowing the businesses for reaching the goals as well as achieving new
landmarks. The internal critical success factors will be getting considered when Green
Chinese House will be getting positioned in respect of gains associated with marketing
efforts, developing production strategies and to deal with internal hurdles (McKeever 2016).
There are different factors that are influencing the external critical success factors.
These will be including the environmental factors, like economic health as well as vitality,
the present business scenario as well as technological developments. The critical success
factors that might be helping Green Chinese House do the achievement of the adjusted goals
as well as meeting new challenging aspects in this field will be including the process of
attracting new customers with value-added services.
5.14 Conclusion and Recommendations for new business proposal
To conclude it can be stated that the business plan will be including details about the
industry, the company as well as the products. The marketing plan will be including the
company direction, the logo of the business, and the vision, mission as well as objectives
regarding the business. A brief description has been provided regarding the developmental
plan, marketing plan, human resources recruitment plan as well as operational plan regarding

4
NEW BUSINESS PLAN
Green Chinese House. The risk assessment as well as critical success factors has also been
discussed.
It can be recommended that by implementing the business plan, Green Chinese
House will really be able to start its business venture in an effective manner. In a very short
period of time, it will be able to surpass its competitors and gain a good competitive
advantage in the market. The restaurant will be having an increased footfall of customers, as
well as repeat customers.
5.15 Financial Projections
5.15.1 Financial Statements of Green Chinese Restaurants
Projected Income Statements:
(4) PROFIT AND LOSS
FORECAST
Year 2019 2020 2021 2022 2023
Revenue
25,000,
000
27,500,
000
30,250,
000
33,275,
000
36,602,
500
Cost of sales
15,000,
000
16,500,
000
18,150,
000
19,965,
000
21,961,
500
Gross profit
10,000,
000
11,000,
000
12,100,
000
13,310,
000
14,641,
00

5
NEW BUSINESS PLAN
Gross Margin
20,754,
500
22,336,
100
24,482,
630
26,855,
069
29,473,
757
Expenses/overheads
Premises (rent, rates) 150,000 150,000 150,000 150,000 150,000
Wages and salaries 550,000 605,000 665,500 732,050 805,255
General expenses 65,000 71,500 78,650 86,515 95,167
Accountant Fees 125,000 137,500 151,250 166,375 183,013
Payroll Tax 135,000 148,500 163,350 179,685 197,654
Administrative Expenses 350,000 385,000 423,500 465,850 512,435
Utilities 500,000 550,000 605,000 665,500 732,050
Sales and Marketing Expenses 250,000 275,000 302,500 332,750 366,025
Postage & Telephone 35,000 38,500 42,350 46,585 51,244
Furniture-10% straight line 65,000 65,000 65,000 65,000 65,000
Vehicles - 20% reducing
balance 95,000 76,000 60,800 48,640 38,912
Equipments-20% reducing
balance 240,000 192,000 153,600 122,880 98,304
Furniture- 25% Straight Line 225,000 225,000 225,000 225,000 225,000
Repairs and Maintainance 450,000 495,000 544,500 598,950 658,845
Website Development
Expenses 125,000 137,500 151,250 166,375 183,013
Preliminary expenses 65,000 71,500 78,650 86,515 95,167
Insurance 60,000 66,000 72,600 79,860 87,846
Advertisement 200,000 220,000 242,000 266,200 292,820

6
NEW BUSINESS PLAN
Interest Expenses 100,000 100,000 100,000 100,000 100,000
Lease Payments 150,000 165,000 181,500 199,650 219,615
Total expenses/overheads
3,935,0
00
3,623,0
00
3,860,9
00
4,138,6
70
4,457,0
82
Profit before tax
6,065,0
00
7,377,0
00
8,239,1
00
9,171,3
30
10,183,
919
Tax @ 30%
1,819,5
00
2,213,1
00
2,471,7
30
2,751,3
99
3,055,1
76
Profit after tax
4,245,5
00
5,163,9
00
5,767,3
70
6,419,9
31
7,128,7
43
Transfer to reserves
6,065,0
00
7,377,0
00
8,239,1
00
9,171,3
30
10,183,
919
5.15.2 Sales and Net Profit Projections
Sales Projections:
(1) SALES
FORECAST
Year 2019 2020 2021 2022 2023
Projected Sales
250,00,00
0
275,00,00
0
302,50,00
0
332,75,00
0
366,02,50
0
(b) Cost of goods
150,00,00
0
165,00,00
0
181,50,00
0
199,65,00
0
219,61,50
0

7
NEW BUSINESS PLAN
Cash Flow Projections:
(2) CASHFLOW
FORECAST
Year 2019 2020 2021 2022 2023
CASH INFLOWS
Cash from Sales
25,000,0
00
27,500,0
00
30,250,0
00
33,275,0
00
36,602,5
00
Capital Employed
10,000,0
00
10,000,0
00
10,000,0
00
10,000,0
00
10,000,0
00
Other cash inflows
TOTAL CASH INFLOW
35,000,0
00
37,500,0
00
40,250,0
00
43,275,0
00
46,602,5
00
CASH OUTFLOWS
Payments for materials
15,000,0
00
16,500,0
00
18,150,0
00
19,965,0
00
21,961,5
00
operating expenses ( )
Premises (rent, rates) 150,000 150,000 150,000 150,000 150,000
Wages and salaries 550,000 605,000 665,500 732,050 805,255
General expenses 65,000 71,500 78,650 86,515 95,167

8
NEW BUSINESS PLAN
Interest and bank charges
payable 100,000 100,000 100,000 100,000 100,000
Lease payments 150,000 165,000 181,500 199,650 5000
Corporation Tax
1,819,50
0
2,213,10
0
2,471,73
0
2,751,39
9
3,055,17
6
Market survey costs 85,000 93,500 102,850 113,135 124,449
Other preliminary expenses 65,000 71,500 78,650 86,515 95,167
capital expenditure
Plant and other capital
expenditure
1,200,00
0
1,200,00
0
1,200,00
0
1,200,00
0
1,200,00
0
financing repayments
TOTAL CASH OUTFLOWS
19,184,5
00
21,169,6
00
23,178,8
80
25,384,2
64
27,591,7
13
Cash flow summary
NET CASHFLOW FOR
PERIOD
15,815,5
00
16,330,4
00
17,071,1
20
17,890,7
36
19,010,7
87
OPENING CASH
BALANCE
10,000,0
00
25,815,5
00
42,145,9
00
59,217,0
20
77,107,7
56
CLOSING CASH
BALANCE
25,815,5
00
42,145,9
00
59,217,0
20
77,107,7
56
96,118,5
43

9
NEW BUSINESS PLAN
5.15.3 Balance Sheet Statements
Balance Sheet for Green Chinese Restaurant:
Balance Sheet
Assets 2019 2020 2021 2022 2023
Current Assets
Cash
2500000
0
2750000
0
3025000
0
3327500
0
3660250
0
Accounts receivable
2500000
0
2750000
0
3025000
0
3327500
0
3660250
0
Total current assets
5000000
0
5500000
0
6050000
0
6655000
0
7320500
0
Fixed (Long-Term) Assets
Computers 585000 520000 455000 390000 325000
Vehicles 380000 304000 243200 194560 155648
Equipments 960000 768000 614400 491520 393216
Furniture & Fixtures 1275000 1050000 825000 600000 375000
Total fixed assets 3200000 2642000 2137600 1676080 1248864
Total Assets
5320000
0
5764200
0
6263760
0
6822608
0
7445386
4
Liabilities and Owner's Equity
Current Liabilities
Accounts payable
3005500
0
2179650
0
2498375
0
2861520
5
3271599
0

10
NEW BUSINESS PLAN
Accrued Rent 150000 150000 150000 150000 150000
Bank Charges Payable 100000 100000 100000 100000 100000
Income taxes payable 1819500 2213100 2471730 2751399 3055176
Accrued salaries and wages 550000 605000 665500 732050 805255
General Expenses 65000 71500 78650 86515 95167
Lease Payment 150000 165000 181500 199650 219615
Total current liabilities
3288950
0
2510110
0
2863113
0
3263481
9
3714120
3
Owner's Equity
Owner's investment
1000000
0
2000000
0
2000000
0
2000000
0
2000000
0
Net Profits 4245500 5163900 5767370 6419931 7128743
Reserve and Surplus 6065000 7377000 8239100 9171330
1018391
9
Total owner's equity
2031050
0
3254090
0
3400647
0
3559126
1
3731266
1
Total Liabilities and Owner's
Equity
5320000
0
5764200
0
6263760
0
6822608
0
7445386
4

11
NEW BUSINESS PLAN
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Allen, K.R., 2015. Launching new ventures: An entrepreneurial approach. London: Nelson
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Alstete, J.W., 2014. Strategy choices of potential entrepreneurs. Journal of Education for
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Armstrong, G., Kotler, P., Harker, M. and Brennan, R., 2015. Marketing: an introduction.
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Babin, B.J. and Zikmund, W.G., 2015. Exploring marketing research. London: Cengage
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Bennett, M., 2017. Redefining “Success”: Toward a Community Minded Restaurant Industry.
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19
NEW BUSINESS PLAN
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132.
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