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Fresin Fries

Executive Summary

Opportunity

Problem

There is  an increasing demand for snack-type fast food, to be consumed while window shopping and walking around inside a shopping mall.

Solution

Fresin Fries will entice youngsters to bring their friends and family with our innovative environment, fresh-cut Belgian fries, and selection of unique signature dipping sauces.

market

Fresin Fries intends to cater to the bulk of teenagers and youngsters in Singapore. We have chosen this group for several important reasons. It is our goal to be "the extraordinary fast food place" and we believe that the age group from 15 to 25 is the primary age where brand building efforts could take place. They are on limited or fixed incomes and seek a value/price relationship that will not stretch their budgets.

Our secondary target is between the ages of 25 and 37, which are a heavy lounge/restaurant user group. They are more flexible in budgets and seek more than a value/price relationship.

Competition

Our main competitors in this segment are any food outlets within the 300 meter radius along the Orchard Road. In our location, there are Tori-Q, Pizza Walker, Starbucks, Bread Talk, and Rotiboy. 

Why Us?

Our customers will have the total experience when visiting our outlet(s) and website as they will learn about this fascinating new "pop culture." We will sell merchandise from pre-packaged sauces and t-shirts, to potato cutters, all with our official brand attached to them.

Expectations

Forecast

This plan is prepared to obtain a location for the initial launch of this concept. We plan to finance the costs with two investments of $100,000 total, one at startup and the other at the beginning of the second year. We expect strong growth for all three years, and profitability beginning in the third year.  

Financial Highlights by Year

Chart visualizing the data for Financial Highlights by Year

Financing Needed

The company is owned by the original 4 founders, who each will contribute $25,000 for the same amount of share, 25%, and $100,000 in paid-in capital at the start. This will cover start-up requirements. We expect to contribute a second $100,000 at the beginning of the second year. 

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Opportunity

Problem & Solution

Problem Worth Solving

There is an  increasing demand for snack-type fast food, to be consumed while window shopping and walking around inside a shopping mall. 

Our Solution

Our main focus will be serving high-quality food at a great value. Fries will strive to be a premier local fast food brand in the local marketplace. We want our customers to have the total experience when visiting our outlet(s) and website as they will learn about this fascinating new “pop culture.” We will sell merchandise from pre-packaged sauces and t-shirts, to potato cutters, all with our official brand attached to them.

Target Market

Market Size & Segments

We are targeting young Singaporeans as our primary market. Orchard Road is the place to meet and hang out after school. Due to heavy extra-curricular activities among Singapore’s youth, it is common for high schoolers to have lunch inside shopping malls, and not at home. They tend to flock to fast food joints inside shopping malls across Orchard Road.

Our secondary market segment is the "Working Singaporeans." With so many shopping malls in the vicinity, Orchard Road is the haven for shoppers and job seekers alike. In the new Paragon Shopping Centre, there are more than 8,000 workers currently working as sales persons and boutique staff. There are more than 10 major shopping malls across Orchard Road, including Ngee Ann City, the biggest shopping mall in the nation, employing more than 50,000 workers.

Lastly, Orchard Road is also the destination for tourists staying in the area. The Meritus Mandarin, Crown Prince Hotel, the Hilton, and Popular Hotel are a few of the biggest accommodations in Singapore. Tourists will stroll Orchard Road, hunting for the latest trend in fashion and have no time to stop for a full meal during shopping. Fresin Fries is the alternative for a quick bite while shopping the fancy boutiques in the area

Competition

Current Alternatives

More details on our competitors: 

Tori-Q
Tori-Q is locally owned franchise who sells Japanese BBQ skewers. Established in 1998, Tori-Q had expanded its operation into neighboring countries, Indonesia, Malaysia, and Thailand. Tori-Q is popular among local teenagers as it offers fast service to its customers. Commonly, Tori-Q outlets are rather small, and can only serve a maximum of 6 guests. It is a choice for those who are in a hurry and would like to grab a quick lunch on the way.

Pizza Walker
Pizza Walker is a joint venture positioned as gourmet pizza joint in Singapore. Most of its retail outlets are decorated with welcoming ambience, such as flowers and see-through kitchens. Pizza Walker is a good place to hang out, and the place is always full during lunch hour. It has more than enough tables to serve a maximum of 55 guests. Its specialty is all-you-can-eat pizza!

Starbucks
Starbucks’ strategy entering the lunch market had made some impact in Singapore. Usually, a lunch menu in Singapore consists of "fried and BBQ stuff" such as roast pork with rice or the Big Mac. Starbucks is one of the first food retailers that popularized "light and healthy" alternatives such as salad or lean sandwich as an options for Singapore’s lunch accommodations.

Bread Talk
As the most successful franchiser in Singapore, Bread Talk is surely becoming a threat for most food retailers. Bread Talk not only rented most of the retail space along Orchard Road, but now they are doing delivery to offices and apartments nearby. Bread Talk outlets usually consist of a huge see-through kitchen, and bread trays ready for pick-up by customers, with three or four cashiers at front, to speed up the queue. Rumor has it that Bread Talk sold more than 35,000 breads each day in just one of their retail outlets.

Rotiboy
A Malaysian franchise. Rotiboy is quite popular in the region as it is now expanding into several cities in Indonesia, Vietnam, Thailand, and the Philippines. Rotiboy offers simplicity for quick lunch franchiser, and often considered alternatives for its long queueing rivals.

Our Advantages

We will provide a combination of excellent food at value pricing, with fun packaging and atmosphere. Fresin Fries is the answer to an increasing demand for snack-type fast food, to be consumed while window shopping and walking around inside a shopping mall.

Keys to Success

Keys to Success

This is what it will take to make us successful: 

  • Create a unique, innovative, entertaining menu that will differentiate us from the rest of the competition.
  • Control costs at all times, in all areas and implement a conservative approach to growth policy. Although, we provide more than enough fund to open more than one outlet, we want to be on the safe side of the business.
  • Sell the products that are of the highest quality, as well as keeping the customers happy with all of our product categories from food to store merchandising.
  • Provide 100% satisfaction to our customers and maintaining the level of excellent services among other competitors.
  • Encourage the two most important values in fast food business: brand and image, as these two ingredients are a couple of main drivers in marketing communications.
  • Get access to high-traffic shopping malls near the target market.
  • Promote good values of company culture and business philosophy.
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Execution

Marketing & Sales

Marketing Plan

Social media is critical, along with a combination of local media and local store marketing programs will be utilized at each location. We augment the social media with traditional launch media in the beginning, and point-of-sale promotion throughout. As soon as a concentration of stores is established in a market, then we may explore print media, but of course the best form of advertising is still "buzz" via social media. By providing a fun and energetic environment, with unbeatable quality at an acceptable price in a clean and friendly outlet, we will be the talk of the local social media. Therefore, the execution of our concept is the most critical element of our plan. We will actively build our brand, through the selling of supporting materials, such as merchandise, promotional items and other marketing gimmicks similar to those of other fast food franchises.

Sales Plan

The sales strategy is to build and open new locations in order to increase revenue. However, this plan will be implemented when the one "market tester" outlet showed potential growth. As each individual location will continue to build its local customer base over the first three years of operation, the goal of each store is shown on the graph as well as annual sales of our flagship store 

Operations

Locations & Facilities

Fresin Fries locations will range in size from 50 – 70 meter square and will seat from 15 – 25 guests. Our first location will be on the larger end of this range. The location will feature its own originality in merchandise display and other brand building attributes. We will equip the outlet with modern furniture and aim for cleanliness and an open feeling. We are currently looking at several possible sites in shopping malls along Orchard Road.

The space selection will be chosen based upon the following criteria:

  • Community size: minimum of 800,000 people within a radius of 8 kilometers.
  • Tourist destination.
  • Easy access.
  • Large percentage of teenagers in the community.

All of these qualities are consistent with Fresin Fries’ goal of providing a top quality fast food experience. We want "word-of-mouth" to be our best form of marketing, where our customers value our brand as something exciting and cannot wait to tell their friends and neighbors. And of course these days word of mouth is amplified word of mouth, via social media. 

Milestones & Metrics

Milestones Table

Milestone Due Date Who’s Responsible
Construction
Sept 12, 2018 Harry Hip
Follow up with developers
Sept 13, 2018 Sam Sauce
Follow up with suppliers
Sept 13, 2018 Sam Sauce
Printing Materials
Sept 13, 2018 Guy Fry
Marketing communication program
Sept 13, 2018
Hiring Staff
Sept 13, 2018 Harry Hip
Training Staff
Sept 21, 2018
In Store Signage, POP
Sept 24, 2018
Grand opening materials
Sept 24, 2018 Guy Fry
Presentation materials for all stakeholders
Oct 09, 2018 Carl Cone
Open Second location
Nov 15, 2018 Carl Cone
Open 3rd and 4th locations
Jan 01, 2019 Carl Cone
Open 5th, 6th, and 7th locations
Jan 01, 2020 Carl Cone

Key Metrics

Our key metrics that will help us succeed are: 

  1. Detailed operational metrics for the flagship operations. We need to make the sales forecast and gross margin, plus sales per square foot. The original has to be running smoothly and be operationally solid before we go to second location. 
  2. Sales per employee. We need to watch this variable very closely. We can’t expand without making sure that this model works with the planned amount of employees. 
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Company

Overview

Ownership & Structure

Fresin Fries is a privately held company. It will be registered as a Limited company, with ownership 25% – Guy Fry, 25% – Sam Sauce, 25% – Carl Cone, 25% – Harry Hip.

Team

Management Team

Fresin Fries is a privately held company. It will be registered as a Limited company, with ownership 25% – Guy Fry, 25% – Sam Sauce, 25% – Carl Cone, 25% – Harry Hip.

Guy Fry and Sam Sauce have more than 10 years of experience in the food industry. Both are currently employed as Corporate Staff of Company A.

Sam Sauce holds an MBA degree from University V. A true entrepreneur by heart, his latest entrepreneurial project is a diamond store in the heart of Singapore.

Guy Fry holds a BA degree in Graphic Design from the Academy of Arts. His projects are widely varied from product design to brand development of several reputable companies.

Harry Hip holds a MS degree from Institute Y. He completed several projects and served as project manager for multi-national companies in Singapore.

Carl Cone holds a BS degree from University Z, majoring in Management and Information Technology. Prior to his return to Singapore, he has held several management positions in a U.S.-based IT company.

Personnel Table

FY2019 FY2020 FY2021
Site Managers $60,000 $96,000
Cashiers (7.67) $36,000 $100,800 $158,760
Busboys (7.67) $23,400 $65,520 $103,200
Cooks (7.67) $28,800 $80,640 $127,008
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Financial Plan

Forecast

Key Assumptions

  1. Status quo regarding regulation
  2. No major change in macro-economic or political situation. 
  3. We assume our product, product quality, and social media marketing will generate healthy growth in buzz and steady increase in sales
  4. We assume efficient management of multiple sites
  5. We will make the first site work before moving to the second. 
  6. We will not add sites while any site is not working well
  7. We expect expansion will cause a loss in our second year, but that it will be an acceptable loss and we will have working capital to finance it. 

Revenue

Chart visualizing the data for Revenue

Revenue

Chart visualizing the data for Revenue

Expenses by Month

Chart visualizing the data for Expenses by Month

Net Profit (or Loss) by Year

Chart visualizing the data for Net Profit (or Loss) by Year

Financing

Use of Funds

Our startup funding of $100,000 will cover both startup expenses and initial assets. specifically:

Startup expenses of $54,500 incurred before launch: 

These pre-launch, pre-revenue expenses show up in our financials as negative retained earnings in the Balance Sheet at launch. 

  • Legal: $3,000
  • Furniture and interior: 17,000 (We discussed calling these assets, but we think we can legitimately expense them instead; that’s better for tax treatment)
  • Rent: $15,000. We need five weeks in the location for fixup and such before we launch. 
  • Branding: $3,500. Includes imagery, website, logo, social media accounts, etc.
  • Location fixup: $10,000
  • Other: $2,000
  • Total: $50,500

Current assets required:

  • Cash: $50,000 to cover early deficits, working capital, etc. 
  • Inventory: $10,000
  • Plates, napkins, etc. $4,000 (other current assets in starting balance) 

Long-term Assets

  • Kitchen and fixtures: $22,000

Total Startup Costs: 

  • $54,500 in expenses incurred before launch
  • $86,000 in assets required at launch, including $50K cash reserve. 
  • Total: $140,500 startup cost

 

 

Sources of Funds

Investment will be in equal parts from all four founders. We expect to invest $100,000 to start and an additional $100,000 at the beginning of the second year. We plan to avoid commercial borrowing. 

Statements

Projected Profit & Loss

FY2019 FY2020 FY2021
Gross Margin $331,784 $621,346 $1,169,675
Operating Expenses
Salaries & Wages $88,200 $306,960 $484,968
Employee Related Expenses $17,640 $61,392 $96,994
Rent $174,000 $248,000 $298,000
Utilities $9,000 $15,000 $24,000
Marketing expenses $21,756 $40,744 $76,700
Amortization of Other Current Assets $11,000 $31,000 $50,250
Interest Incurred
Depreciation and Amortization $3,143 $4,045 $5,713
Gain or Loss from Sale of Assets
Income Taxes $1,761 ($1,761) $13,575
Total Expenses $538,625 $1,102,634 $1,798,024
Net Profit $5,284 ($84,034) $119,476

Projected Balance Sheet

Starting Balances FY2019 FY2020 FY2021
Cash $50,000 $26,029 $26,361 $159,099
Accounts Receivable $0 $0 $0 $0
Inventory $10,000 $33,104 $62,319 $62,319
Other Current Assets $4,000 $6,500 $11,500 $15,250
Total Current Assets $64,000 $65,634 $100,180 $236,669
Long-Term Assets $22,000 $22,000 $27,000 $32,000
Accumulated Depreciation $0 ($3,143) ($7,188) ($12,901)
Total Long-Term Assets $22,000 $18,857 $19,812 $19,099
Accounts Payable $32,500 $26,647 $43,816 $47,772
Income Taxes Payable ($3,107) ($1,761) $8,033
Sales Taxes Payable $2,167 $3,187 $5,737
Short-Term Debt
Prepaid Revenue
Total Current Liabilities $32,500 $25,707 $45,242 $61,542
Long-Term Debt
Long-Term Liabilities
Paid-In Capital $100,000 $100,000 $200,000 $200,000
Retained Earnings ($46,500) ($46,500) ($41,216) ($125,250)
Earnings $5,284 ($84,035) $119,476

Projected Cash Flow Statement

FY2019 FY2020 FY2021
Net Cash Flow from Operations
Net Profit $5,284 ($84,034) $119,476
Depreciation & Amortization $14,143 $35,046 $55,962
Change in Accounts Receivable $0 $0 $0
Change in Inventory ($23,104) ($29,215) $0
Change in Accounts Payable ($5,853) $17,169 $3,956
Change in Income Tax Payable ($3,107) $1,346 $9,794
Change in Sales Tax Payable $2,167 $1,020 $2,550
Change in Prepaid Revenue
Investing & Financing
Assets Purchased or Sold ($13,500) ($41,000) ($59,000)
Investments Received $100,000
Dividends & Distributions
Change in Short-Term Debt
Change in Long-Term Debt
Cash at Beginning of Period $50,000 $26,029 $26,361
Net Change in Cash ($23,971) $331 $132,739
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