Café and Resto”

BUSINESS PLAN FOR

THE SOCIAL BISTRO

“Café and Resto”

Miftah ElviRahmi

ID no. 015201000017

A Business Plan presented to the

Faculty of Business President University

In partial fulfillment of the requirements for

Bachelor Degree in Business Administration

February 2014 RATIFICATION OF BUSINESS PLAN

For

THE SOCIAL BISTRO

By: Miftah Elvi Rahmi Business Administration ID no. 015201000017

Cikarang, 26 February 2014

Acknowledged by, Recommended by,

ABM Witono, M.S.B.A, Ph.D ABM Witono, M.S.B.A, Ph.D

Head of Faculty of Business Advisor

PANEL OF EXAMINERS APPROVAL SHEET

This business plan entitled “Business Plan for The Social Bistro” prepared and submitted by MiftahElviRahmi in partial fulfillment of the requirements for the degree of (Bachelor of Business Administration) in the faculty of (Faculty of

Business) has been reviewed and found to have satisfied the requirements for a business plan fit to be examined. I therefore recommend this business plan for

Oral Defense, on February 26, 2014.

Farida K Ganiarto, Ir, M.Si Chair-Panel of Examiners

AgusBurhanAdidi, MA Examiner I

ABM Witono, M.S.B.A, Ph.D Examiner II

DECLARATION OF ORIGINALITY

I declare that this business plan, entitled “Business Plan for The Social Bistro” is, to the best of my knowledge and belief, an original piece of work that has not been submitted, either in whole or in part, to another university to obtain a degree.

Cikarang, Indonesia, 28 January 2014

Miftah Elvi Rahmi

iii

PREFACE

With all of respect and grateful, the writer would like to praise the Lord for all of the blessing, so the writer could finish the writing process of this business plan for

The Social Bistro “Resto and Café” by using healthier lifestyle as the business main idea. This business plan aims as a final project to get a bachelor degree in

Business Administration from President University. The other purpose of this business plan is to implement knowledge and experience that the writer got during her study program at President University and her mentorship period.

The writer also would like to thank all parties for their cooperation and help during the writing process of this business plan. Special thanks are imparted to:

1. My lovely parents and family, for the support materially and

morally, that has given to the Writer during this project.

2. Mr. ABM Witono as the advisor during this final project, I thank

you for all the patience, help, suggestion and critics.

3. My sweety co-workers who always accompanied and support me

Florence Indah, Imelly Pastika, Novita Nurfitriyana.

4. All the people that the writer cannot mentioned one by one, who

have helped the writer during this period plan project.

At the end, the writer would like to apologize if there are any mistakes during the writing process until submittion of this business plan and the writer hopes that this business plan can be useful for all of readers and for the writer in the future.

EXECUTIVE SUMMARY

Nowdays, Padang is experiencing an increasing interest of culinary, tourism and recreation. The societies are quite aware with the culinary diversity and tend to try something new.

The business idea basically arises from the potential location which located at

Gajah Mada Street. This area especially focuses in education field. In this area, there are several private campuses, schools, and some government institution. It is a great opportunity to open a culinary business here.

The Social Bistro has been running since 11th of November 2013. The Social

Bistro provides 4 types of food such as Korean food, Oriental Food, Western and

Indonesian cuisine. The Social Bistro serve the popular food from each culture.

Korean food is the special menu of Social Bistro and become the first restaurant that offers Korean food in Padang. The Social Bistro also provide some variety of coffees. One of the mainstays of our beverages menu is Whiskey coffee which designed to be the competitive advantage of our business. Social Bistro not just a place to eat, but also provides the atmosphere and concept of comfortable place to gather with friends and co-workers.

The Social Bistro appear with the concept of "Campus Life”, where this theme is expected to be suited with the city of Padang as education city where there are a lot of college students and mostly came from the outside of Padang. So many of them live in boarding house with high intensity to eat outside. The target market range from 15-29 years old from medium in to high classes.

The industry analysis based on the consumer price index growth / inflation in

September 2013, the city of Padang has experienced an inflation of 1.93% in food and transport, as well as an increase of 0.1% in education, recreation and sports.

(Sumbarprov.go.id 2013)

From the selection of location in Gajah Mada Street, the target market are the students and employees who did their activity around this location. The market will focus to the students and employees who indulge in North of Padang or in a

1-6 km radius from the location of Social Bistro.Within this radius there are 12 educational institutions which became the main market.

Some of the competitors who have open their business this area are quite a lot.

There are also several famous brands such as KFC, Solaria, Mc’d, Enhaii, haustea and some restaurant like Nunos, DhamarSheeker, Oishietc, already open near from social bistro location with the same market .

The promotion and advertising will be conducted through brocure and some social media in the internet. Brochures and pamphlets are the most effective media for promotion. Social Bistro distribute flyers directly to several campus and community centers in Padang. Some social media such as facebook, twitter, and blogs will also intensively conduct as media promotion.

The status of Social bistro is an individual company. Share is owned by a single owner. The management teams consist of 8 members and led by the founder

Miftah ElviRahmi, age 21. Miftah had a hobby in culinary tourism, and based on his family background that was to pursue in culinary business. Besides it, Miftah was a President University students who majoring in Business Administration.

TABLE OF CONTENT

RATIFICATION OF BUSINESS PLAN……………………………………. i

PANEL OF EXAMINERS APPROVAL SHEET...... ii

DECLARATION OF ORIGINALITY……………………………………… iii

PREFACE...... iv

EXECUTIVE SUMMARY...... v

TABLE OF CONTENTS …………………………………………..……...... vii

LIST OF TABLES...... x

LIST OF FIGURES...... xi

CHAPTER I: INTRODUCTORY PAGE…………………………………... 1

1.1 Name and Address of Business………………………………...... 1

1.2 Name and Address of Principal…………………………………….... 2

1.3 Social Bistro Objectives, Vission and Mission, Keys to Success….... 2

1.4 Nature of Business...... 3

1.5 Statement of Financing Needed…………………………………….... 3

1.6 Statement of Confidential Report…………………………………….. 5

CHAPTER II :INDUSTRY ANALYSIS…………………...……...... 6

2.1 Future Outlook and Trends...... 6

2.2 SWOT Analysis...... 6

2.3 Analisis of Competitor...... 7

2.4 Market Segmentation/ Targeting and Positioning...... 9

2.5 Industry and Market Forecast...... 12

vii

CHAPTER III :DESCRIPTION OF VENTURE……..…………………… 14

3. 1 Product(s) ...... 14

3.2 Service...... 16

3.3 Size of Business...... 16

3.4 Office Equipment and Personel...... 17

3.5 Background of Enterpreneurs...... 27

CHAPTER IV: PRODUCTION AND OPERATIONAL PLAN…..…….... 20

4.1 Production...... 20

4.2 Operational Plan...... 20

4.3 Flow of Orders for Products and Services...... 21

4.4 Physical Plant...... 22

4.5 Machinery and Equipment...... 25

4.6 Names of Supliers for Raw Materials……………………………..... 25

4.7 Raw Materials Order Forms………………………………………… 27

CHAPTER V :MARKETING PLAN AND BUSINESS STRATEGY…..... 30

5.1 Marketing Objective...... 30

5.2 Pricing...... 31

5.3 Distribution...... 32

5.4 Promotion...... 32

5.5 Product forecast...... 34

5.6 Controls...... 34

viii

CHAPTER VI: ORGANIZATIONAL PLAN………………………...…...... 36

6.1 Management structure………………………...... ……………... 36

6.2 Job description and skill needed……………...... …………….... 37

6.3 Salary of Employee...... 40

CHAPTER VII: ASSESTMENT OF RISK……………………………...…. 44

7.1 Risk of Business………………………………………………… 44

7.2 Contigency Plan……………………………………………….... 44

7.3 New Technology ...... 45

CHAPTER VIII : FINANCIAL PLAN………………………….………...... 46

8.1 Start Up Funds………..………………………………………… 46

8.2 Sales Forecast…………………...……………………………… 51

8.3 Table of Cost…………………………………………………… 51

8.4 Pro Forma Income Statement………………………………….. 53

8.5 Cash Flow…………………………………………………….... 54

8.6 Balance Sheet………………………………………………..… 55

8.7 Break Event Analysis………………………………………..… 56

8.8 COGS……………………………………………………….…. 57

REFERENCE………………………………………………………………… 61

Appendix I : The Social Bistro Menu……………………………………...... 62

Appendix II : The Picture of the Store………………………………………… 63

Appendix III : Sales Estimate…………………………………………………. 64

Appendix IV : Questioner……………………………………………………... 67

LIST OF TABEL

Table 1: Start Up Funds……………………………………………………… 4

Table 2: Market Segmentation………………………………………………. 17

Table 3: The Numbers of Population ………………………………………... 8

Table 4: Economic Indicator Of West Sumatra……………………….…….. 21

Tabel 5: Social Bistro’s Menu…………………………………… .……….. 23

Table 6: Equipment List………………………… ………………….…….. 25

Tabel 7: Personnel Plan……………….………… ………………….…..….. 27

Table 8: Raw Materials Repeat Order……………………………………..…. 36

Table 10: Pricing Strategy………..……………………………….………..… 40

Table 11: Social Bistro’s Employee Schedule……………………………… 52

Table 12: Social Bistro’s Employee Salary…………………………………. 53

Table 13: Start Up Funds Details………,,………………………………...... 56

Table 14: Social Bistro’s Sales Forecast……………………………….....…. 62

Table 15: Social Bistro’s Cost……………………………………………….. 63

Table 16: Social Bistro’s Pro Forma Income Statement………………...…… 65

Table 17: Social Bistro’s Pro Forma Cash Flow…………………………….. 66

Table 18: Social Bistro’s Pro Forma Balance Sheet………………………… 67

Table 19: Social Bistro’s Break Event Analysis…………………………… 68

Table 20: Social Bistro’s COGS……………………………………………. 69

LIST OF FIGURE

Figure 1: Logo of Social Bistro……………………………………………… 1

Figure 2: The Growing of PDRB in Trade, Hotels, And Restaurant………… 12

Figure 3: Flow of Order…………………..…………………………..……… 21

Figure 4: Map of Location………………..………………………….….…… 22

Figure 5: Layout……………………………….…………………….…….. 24

Figure 6: Map of Vendors……………………………………………...…… 26

Figure 7: Raw Materials Ordering Mechanism…………………..………….. 27

Figure 8: Vendor Scheme…………………………………………….…….. 32

Figure 9: Social Bistro Event Flyer………………………………………... 33

Figure 10: Structure organization…………………………………………..... 35

CHAPTER I INTRODUCTORY PAGE

1.1 Name and Address of Business

Figure 1: Logo of Social Bistro

“The Social Bistro” Gajah Mada street No. 3c Padang West Sumatra Email: [email protected] Establisedin 11th November 2013

1.2 Name and Address of Principal

Name of principal: MiftahElviRahmi Jl. Gajah Mada No. 3c Padang Cell: 085283026226 Email :[email protected]

1.3 The Social Bistro Objectives, Vission and Mission, Goals

1.3.1 Objective The main objective of The Social Bistro is to raise the brand awareness and develop profit by 40% each year as well as develop its customer’s base.

1.3.2 Vission To become the largest Campus Life Café and Resto in the city of Padang with Highest quality and great taste combine with customers experience in comfort environment.

1.3.3 Mission Provide the place for the customer with “campus life” atmosfer, with Innovative, good taste, high\ quality and great customers’ sactisfaction.

1.3.4 Goals 1. Create a Unique and innovative menu and different with the others restaurant by present the Korean food as the special food and Whiskey CoffeNon alcohol as Special beverage. 2. Control cost at all times, in all areas and implemented modern approach to growth policy. 3. Sell the product of the high quality, as well as keeping the customers satisfy with all of Social Bistro products. 4. Actively doing marketing campaign in North of Padang especially in campuses and schools around of North Padang. Reach the brand awareness less then 1 year, develop the company, and have many of branches.

1.4 Nature of Business Nowdays, cafe and restaurant instansly popping in Padang. Bistro is the mergers between cafes and restaurants where the concept of dining (eating) and entertaining (entertainment) in casual theme. It is not just a place to eat, but also a place to socialize, and for meeting point for business affairs. While eating, after dinner or just a drink, visitors also want to enjoy the atmosphere while chatting. In other words, a bistro not only sells food and drinks, but also the atmosphere.The bistro atmosphere must also be able to interesting.

1.5 Statement of Financing Needed The total of all funding to build this business is about 180 million. The capital was included the rent of buildings, equipment, properties, and marketing costs. It is obtained from private funds to be invested in the form of a restaurant. The target for break evenpoint is in 1 year, if the profit is calculated with 40% and minimum sales per day Rp. 2,000,000. Following the scheme of funding that will explain the funds to start this business:

Table 1: Start up Funds.

Description Amount

Owner Investment

Cash 180,000,000

Use of funds

Utensil 20,000,000

Equipment 60,000,000

Inventory 10,000,000

Advertising/Marketing 10,000,000

Building( Rent) 55,000,000

Others 25,000,000

total of use of funds 180,000,000

(Source: Self-constructied by the researchers)

1.6 Statement of Confidential Report The undersigned reader that the information provided by the Social Bistro in this business plan is confidential: therefore, reader agrees not to disclose it without the express written permission of The Social Bistro. It is acknowledged by reader that information to be furnished in this business plan is in all respects confidential in nature, other than information which is in the public domain through other means and that and disclosure or use of some by reader, may cause serious harm or damage to Social Bistro . Upon request, this document is to be immediately returned to The Social Bistro.

CHAPTER II INDUSTRY ANALYSIS

2.1 Future Outlook and Trends As we know that every human always need food.Food is a basic need of human and would continue to be needed by humans. It can be concluded that the culinary industry would always needed by the customers. Restaurant industry is already widely present in Padang, particularly famous brands such as Solaria,KFC, Mac Donals, Pizza Hut etc. Some of the companies have entered the market in Padang in Padang for 2 until 5 years, with each of the branches but in the last two years many of multinational restaurant has expanded and opened branches in some point of the crowded and the center area of Padang. From this analysis it can be concluded that Padang has experiencing an increase in purcasing power of culinary industry, because Padang currently is developing city. The customers are very sensitive with something new, especially for the restaurant that offers the diversity of foods with different flavors from daily food of Padang people. Therefore, we offer different products and had different specific menu than other restaurants, by introduce the Korean food. Social Bistro are the first restaurants who provide the Korean food menus in Padang. The Social Bistrowants to be well known as the best and first Korean Food provider in Padang. The Social Bistro also has the strategy show that it can provide the low price for the students.

2.2SWOT Analysis 2.2.1 Strength

a. Offer “Social Campus Life” theme, because around 70% of social bistro are the Student b. Affordable and Reasonable price c. Friendly and comfort environment

d. Speed wifi access e. Mass watching foot ball spot f. The first Korean Food restaurant in Padang

2.2.2 Weakness a. High start up cost and capital b. Many varianof menu cause many of raw materials needed and high intensity to control them.

2.2.3 Oppourtunity a. The Growing of culinary and social life in Padang b. The Growing up of Medium class income in Padang c. There is no Restaurant who offer Korean Food in Padang d. The custumers very enthusiastic with the Whiskey Coffee

2.2.4 Threats a. A lot of competitor in this sector b. Fluctuative price of raw materials

2.3 Analisisof Competitor The Competition between culinary businesses is quite tight, especially for the famous brand or a local company that has become one of the competitors of this business.They had open restaurant and café with the same focus.

2.3.1 Direct Competitors At the same location in north Padang, there are several restaurants and Cafes with the same target market, namely students and employees around of GajahMada Street. Most of them are already famous and popular. Here are some restaurants or cafes considered as competitors:

1. AyamAbiss AyamAbis restaurant located around 100 meters from Social Bistro. AyamAbiss Specially provide AyamPenyet with many varion. Ayamabiss was a franchise Restaurant from PekanBaru which was expanded in Padang. 2. Oishi Japanese Food Oishi is one of Japanese food Restaurant in Padang. Located around 1 km from Social Bistro .Oishi has been popular in Padang. If we look at the physical building the place was not attractive, but Oishi has got the fanatic Contumers. Because oishi are the first and the one of a Japanese’s food restaurant In Padang. 3. Red chilli Red chili isthe one of the famous steak house in Padang.Located around 3km from Social Bistro.Red chili are the place for family gathering, and had become a popular restaurant because of its steak house in North of Padang. 4. Nunos Nunos is a cafe that only serves a variety of snacks and coffee. The casual theme makes nunos as a favorite place to hang out for teens and college students. Nunos increasingly popular because they held stand up comedy every Saturday.Nunos café located around 2 km From theSocial Bistro. 5. Dapur kopi Dapur Kopi is like nunos themed cafe, but DapurKopi also offers some heavy food like fried rice, Dapur Kopi is not as popular as NunosCafé.Dapur Kopi located neighboring with NunosCafee. 6. Mentawai surf Mentawai surf is a cafe which is identic with surfing. The cafe is usually enlivened by the foreign tourists who will play surving on

the beaches in Padang. Located around 3 km from The Social Bistro.

7. Warkopmangun WarkopMangun known as a gaming cafe. WarkopMangun is the most famous and the most crowded than others. WarkopMangun has the same theme as nunos and DapurKopi,warkopMangun provide facilities for games.Locatedaround 2 km from Social Bistro.

2.4 Market Segmentation/ Targeting and Positioning 2.4.1 Market Segmentation Social bistro targeting customers based demographyc. Either by age, sex, income, and occupation. Our main customer target is 75% students and teenagers.

Table 2 : Market Segmentation

Table 2: MarketDemographic Segementation Aspect Age 14-30 Occupation 75% Students and Youth Executive Economical Midle- High Geographic aspect

Area Urban With Strong Vehicle Physchology Aspect Modern and the people who has high socialization,and value the time for relax and hight intensity getting togetter with friends and coullegues

(Source: Self- Constructif by Researcher)

Table 3: The Number of Population by Province and sex of West Sumatra 2010

Kelompokumur Laki-laki Perempuan Total Male Female Total 0-4 40,406 35,039 75,445 9-5 38,507 42,604 81,111 14-10 35,731 41,393 77,124 15-19 46,619 45,060 91,679 20-24 46,821 53,778 100,599 25-29 31,724 35,961 67,685 30-34 25,790 34,525 60,315 35-39 35,540 28,511 64,051 40-44 22,368 28,323 50,691 45-49 25,744 20,942 46,686 50-54 20,304 14,105 34,409 55-59 9,960 8,590 18,550 60-64 6,783 5,071 11,854 65-69 3,151 3,610 6,761 70-74 1,247 5,541 6,788 75+ 3,313 2,680 5,993

Total 394,008 405,733 799,741

(Source: BadanPusatStatistik Indonesia)

The table above show the potential market for the business is the age group of:

1.14-10 years old with total numbers 77,124

2. 15-19 years old with the total numbers 91,679

3. 20-24 years old with the total numbers 100,599

4. 25-29 years old with the total numbers 67,685

2.4.2 Targeting In North Padang area within a radius of 1-5 km there are more than 20 educational institutinthat has thousands of students, and 10 beetwenthe campus are located in Gajah Mada street .From this condition we make consideration as the golden oppourtunity to open a Bistro with Social Campus life theme in Gajah Mada Street. Providing restaurant equipped by facility like wi-fi, life music and as the foot ball mass watching spot.

2.4.3 Positioning Social Bistro positioned it as bistro (restaurant and café) as a place not only to eat but also sells a nice atmosphere for the customers. Besides, we present the favorite cuisines and provide special menus Korean food, and the first restaurant that serves Korean cuisine in Padang.Beside it The Social Bistro providing the special Beverage namely Whiskey Coffenon Alcohol, it’s our best seller product. With some of the things we wanted to make a social bistro restaurant eccentric one among others. It can compete with the culinary industry in Padang.

2.5 Industry and Market Forecast Basically the food industry sector in continuous insistence is needed. The city of Padang is experiencing an increase in tradesector , Hotels and Restaurants ( 11

PHR). Sourced from the rise of inter-regional trading activities in Sumatra. In general, the PHR sector grew in 2011 despite increased development shows quarterly growth rate of deceleration. PHR sector in 2011 grew 6.89% ( yoy ) , higher than previous year Amounted to 3.48 % ( yoy ) . The increase was driven by the high growth activity trade, particularly with other areas in Sumatra that many. Distribution characterized by distribution of both food and industrial products .Domestic trade flow of goods through of telukBayur port. Show and increasing trend. In addition, tourism-related activities as wellGettingbetter. Five-star hotel room occupancy rate reached56.28 % , which exceeds the average by 47.35 % . Tourists Foreign to the West Sumatra increased relative to see an increase Tourist arrivals amounted to 12.54 % ( yoy ) compared to the previous yearhas decreased by 42.41 % .

Figure 2: The Growing of PDRB in Trade, Hotels, and Restaurant

(Source: www.sumbar.prov.id)

Table 4:

(Source: www.sumbar.prov.id)

Based on data from the development of the consumer price index and inflation center statistics show that the presence of trend inflation or purchasing power of recreation and food.Based on the consumer price index growth / inflation in September, Padang has experienced an inflation of 1.93% in food and transport, as well as an increase of 0.1% in education, recreation and sports (sumbarprov.go.id 2013).

CHAPTER III DESCRIPTION OF VENTURE

3. 1 Product(s) Social Bistro offering 4 dishes that has been popular in Indonesian society, our products are made up of Korean food, Oriental food, Western food and Indonesian food as well as offering a variety of coffee shops and other beverages. With a very accentuate with the theme of Social & Campus Life,then the incorporation of the concept in casual and glamor, creating a comfort as well as supplementing with supporting facilities such as Wi-Fi, Mass watching football spot, Life Music, etc. This concept was created by uniting the advantages in some restaurants and become the main attraction for customers to come to an restaurant or caffe. Social bistro also has pathnership with Orange TV for “Nonton Bola Bareng” spot and becomes the third official spot in Padang.

The menus of Social Bistro:

Tabel5 : Social Bistro’s Menu

Korean Food Western food Western Food Indonesian Food Snack & Salad -Fish Burger -Beef teriyaki -Beef -TahuBasoRica Rica blackpepper -Beef Burger -Bulgogi -Chiken teriyaki -AyamGoreng Special - -KentangGoreng -Jajangmeyon -Ayam goring saos Chikenblackpep -Ayam Pop Special per -PisangKeju -Ramyun nanas asammanis -Nasigoreng Special -Bolognese -SosisBakarMayonise -Ikannilasaosasam spaghetti -NasiGorengHatiampela -Chocolate Brownies manis -Bakso macaroni -NasiGorengbakso keju -Pizza -Cahkangkungayam -NasiGoreng Nugget saosblackpepper Salad baso - Mie Goreng Special - -Vegetable Salad -Capcaykuah Chikenchrispysa -Mie GorengBaso os -Fruit Salad -KwetiauGoreng kejublackpepper -Mix Salad -BihunGoreng

Minuman (hot/Cold) JUICE Milk Shake Coffee -Big Boss Ice/Hot tea -Lemon tea -Orange Juice -Chocolate Milkshake -Russian Whiskey -Orange Sunrise Squash Coffe -Fresh Blue Ocean - Juice Mangga -Vanila Oreo Milkshake -Lemon Squash -Green Latte -Strawberry Milky Squash -Juice alpukat -Lemon Milkshake -/Fresh green Squash -Irish Coffe -Juice Sirsak -Melon Milkshake -Grape Milky Squash -Caramel Machiato -Juice Tomat -Strawberry Milkshake -Frambozen Jelly -Vanila Oreo Coffe -Juice Wortel -Milo -Java Latte - Juice Jambu -Mineral water -Affairs Coffe

-TorajaCoffe

-Sumatra Black Coffe- White Coffee

(Source: Self- Constructif by Researcher)

3.2 Service Social Bistro is a company that sells product and service, production process before deliver to thecustomers. We do realize that service is the core of this business. The customer’s saticfactionlead to returning customers this strategy need to be strengthen in order to stay in competition. Each employee will be trained in how to provide the best service to the customer. How to servethe customers friendly, and how procedures and propriety toserving the customer. It has been applied very strictly. To achievethe maximum customer satisfaction.

3.3 Size of Business Seen from Indonesia Law’s Undang-Undang republic Indonesia: Number 20, year 2008, about Micro, small and medium business. Social Bistro can be classified as small size business” with these criteria:

Kriteria Usaha Kecil adalahsebagaiberikut:

a. memilikikekayaanbersihlebihdari Rp50.000.000,00 (lima puluhjuta rupiah) sampaidengan paling banyak Rp500.000.000,00 (lima ratusjuta rupiah) tidaktermasuktanahdanbangunantempatusaha; atau

b. memilikihasilpenjualantahunanlebihdari Rp300.000.000,00 (tigaratusjutarupiah) sampaidengan paling banyak Rp2.500.000.000,00 (duamilyar lima ratusjuta rupiah).

Judging from the size, social bisto is a culinary industry and medium scale enterprises and still in the early stages of pioneering the future to be known by the public. Our market reach is Padang and surrounding areas.

3.4 Office Equipment and Personel

3.4.1 Equipment Equipment used starting from furniture to appliances for kitchen support. The Building is 3 level shop occupies with the size 7 x 15m2, below are some of office equipments needed to support the company’s working activity.

Table 6: Equipment List

Property Unit (Q) Price/Unit Total Prize Furniture Chair set 10 1,200,000 12,000,000 Sofa Set 5 2,000,000 10,000,000 Mini Bar set 1 3,000,000 3,000,000 Decoration 8,000,000 8,000,000

Total 33,000,000 Office Komputer 1 4,000,000 4,000,000 printer 1 200,000 200,000 Telpon 1 100,000 100,000 office desk set 1 700,000 700,000 Total 5,000,000 Service Fasility Infokus 1 4,000,000 4,000,000 Air Contioner 3 2,000,000 6,000,000 Fan 5 400,000 2,000,000

Total 12,000,000

Total of Property 50,000,000

Equipment Unit (Q) Price/Unit Total Prize Kitchen Equipment Gas Stove 3 1,100,000 3,300,000 Refreginator 1 2,500,000 2,500,000 Microwave 1 800,000 800,000 Blender 3 250,000 750,000 Magic Jar 2 600,000 1,200,000 Freezer 1 1,800,000 1,800,000 cooking pot 8 100,000 800,000 Dispenser 3 200,000 600,000 Total 11,750,000

storage Hardware Utensil Bins 2 600,000 1,200,000 Untensil rack 1 1,000,000 1,000,000 Food case 10 25,000 250,000 soup Jar 1 400,000 400,000 Food case alumunium 5 300,000 1,500,000 Salad case 1 300,000 300,000 Total 4,650,000 Customer Service Area Plates Korean Plates 20 30,000 600,000 Big Plates 24 23,000 552,000 Medium Plates 24 21,000 504,000 Small Plates 20 18,000 360,000 Bowl 20 18,000 360,000 Glass - standart Glass 20 15,000 300,000 Juice 20 9,000 180,000 coffee 12 12,000 144,000 Tea 16 9,000 144,000 Milkshake 16 9,000 144,000 Spoon - standart 30 6,000 180,000 Small 20 6,000 120,000 Total 3,588,000

Total Equipment 19,988,000 (Source: Self- Constructif by Researcher)

3.4.2 Personnel Plan As a start up company, Social bistro currently only takes 7 people to work. This amount will cnange with the development of social bistro.

Tabel 7: Personnel Plan

Personnel Plan

Position Number of employee

Director(ownner) 1

Manager/Quality Control 1

Kitchen Staff 2

Waitress 4

Total 8

(Source: Self- Constructif by Researcher)

3.5 Background of Enterpreneurs Currently Miftah is a student majoring in business administration and concentrate on the retail business.Basicly she has a special focus on the fields of business, she has orientation in business, and she wanted to jump on retail business, especially open their own business with the science that learned in college and apply it to the real business. Actually, she also wants to open a culinary business because of the history of the family who did pursue the culinary world. She saw that the culinary industry is a promising business opportunity.

CHAPTER IV PRODUCTION AND OPERATIONAL PLAN

4.1 Production Culinary business is requires processing from raw materials into products that can be presented in the form of food. To produce a product requires a sytem that is arranged to process orders from customers and presented to consumers well ordered. Like the other restaurant, the production will conduct in accordance with the order by the customer, then forwarded to cashier who will submit the order and then forward to the production staff. Before the food was served the quality control should check each food that would be present to customer. This part we do in order to maintain the quality of social bistros and give satisfaction to, the consumer the mechanism of our production divided into two parts, the first are the kitchen to produce the food and another to produce the beverage. Each of the kitchens manage by one employee as the chef.

4.2 Operational Plan For our operational activities, we will provide and train our employee with several structural and systematical standart operating procedurs (SOP) thus employees have to work based on that SOP.

The operational process of The SocialBistro:

1. Preparation to Open up the store 2. Service to customers 3. Employee received orders from customers 4. Employees received payment from customers 5. Employees make customers orders 20

6. Employees serve the products 7. Store equipment and materials controlling 8. Financial Recording

4.3 Flow of Orders for Products and Services

Figure 3 : Flow of Order

Order from customers

Recap the order, and distribute tne note for production staff and cashier staff

Beverage Quality Control Food

Deliver tocustomers by waitress

Customers

Cashier

Customers Pay to Cashier

(Source: Self- Constructif by Researcher)

After 2 months running system proved to be effective, therefore for the next development and the customers more crowded, the computerization will

applied to manage all of these mechanism. For the present time we have the problem to produce the same food in different customers at once.We conduct 3 copies of notes, the first page the bill for customers, second page is the copies for production staff, and the third page the report for accoutancy. For the next development we will conduct the computerized system, and then the production staff will have a monitor and have direction which one the order can produce at once.

4.4Physical Plant The Social Bistro operates in north of Padang area, precisely in Gajah Mada street No. 3c Padang, West Sumatra. Jalan Gajah Mada is a area that focused for education. This location is one of the most densely populated locations in Padang, visible from traffic on traffic. In addition, this location was inhabited by the office, in this location there are so many housing residents too.

4.4.1 Map

Figure 4: Map of location

Figure 6: Map of Location

(Source: google map)

(Source: googlemap.com)

In This location there are 12 educational institutions within a radius of 4 km from the location of social bistro, the colleges and schools with more than 2000 students and become our main target, The following colleges and schools are located in the northern of Padang are:

1. Campus 3 Bung Hatta University, located in Gajah Mada Street is about 300 Meters from the Social Bistro. 2. Faculty of Medicine, University of Andalas, located in Gajah Madastreer, is about 800 Meters from social bistro. 3. Institute of Technology in Padang within, located in Gajah Mada Street 250 m from social bistro. 4. STKIP, located in Gajah MadaStreet, 150 meters from the social bistro. 5. STIKES Mercu Bhakti Kencana, located in Siteba Street, 1.5 km from the Social bistro 6. STIKES Indonesia, located in within 3 km of social bistro 7. MAN Model Padang, located in Gajah MadaStreet, 800 meters from the social bistro. 8. SMA-SMP Adabiah Padang, located in Gajah MadaStreet, 2 km Social bistro 9. SMA 3 Padang, located in Gajah MadaStreet, 1.5 Meters from social bistro 10. Baiturrahmah University, located in By Pass, 4 kilo Meters from Social bistro 11. STMIK Padang, located in 3 km from social bistro 12. University Negri Padang, 3.5 km from the social bistro

4.4.2 Layout

Figure 5 : Layout

(Source: Self- Constructif by Researcher)

4.4.3 Music The Social Bistro play slow beat and easy listening songs to create relaxing environtment and ambiance. In a slow –Music Environtment, the customers will be induced to spend more time in social bistro and spend more money to buy our products. In Saturday night social bistro will perform the local band, this the event that will be held one a week. The genders of music are pop and jazz.

4.4.4Colours The colour of the store are dominated with Black, White and silver,all the furniture collaborate in thosecolours. So the atmosferof the store looks like casual but have aim to glamour.

4.5 Machinery and Equipment For machine tools commonly used for cooking equipment As usual standards. We do not use high-tech kitchen appliances yet.

1. Refrigerator 2. Dispenser 3. Gas-Stove 4. Blender 5. Oven 6. Water-Hitter 7. Hot Plates

4.6 Names of Suppliers for Raw Materials

To complete our raw materials, we purchased directly to several places such as supermarkets and traditional markets. Most of our raw materials are rarely sold in the traditional market and is only available in some supermarkets. For perishable raw materials derived from traditional markets. However, we have

25 subscribed to some sellers in the market and they will delivered directly to our palce.Specially for coffee, most of our orders directly from Jakarta. Because some of our coffee, there is no the distributors in Padang yet.

1. Foodmart, JL. Prof. DR. Moh. Yamin No.3, Padang - West Sumatera 27511, Indonesia 2. Plaza SJS JalanJhoni Anwar, Padang, Kota Padang, Sumatera Barat 25135, Indonesia 3. Alai Traditional Market Jl Gajah Mada. Padang Utara, West Sumatra. 4. EsprecielloCoffe West Jakarta 5. SPA Ice Christal Jl. Sudirman, Padang

Figure 6: Map of Vendors

(Source: Google Map)

4.5 Flow of Orders for Goods/Raw Materials.

Flow for orders of raw materials is regulated in a simple arrangement, which implements request order and with raw materials check list.

Figure 7: Flow of Order

Calculation the Order/buyer The Stock arrived Input to PR budged input to raw materials checklist

CheckThe stock PR check by Manager

(Source: Self- Constructif by Researcher)

Table 8: Raw Materials Repeat order

(Source: Self- Constructif by Researcher)

From this inventory check list can be knowthat the good should be order accordance the repeat orders list and the rest of the raw materials physically. We assign an employee to organize and check what items are lacking. All of the raw materials should be order to input into Purchase Request form.

Table 9: Purchase Request Form

PURCHASE REQUEST Date: NO Description Vendor Quantity price @ Total

TOTAL

(Source: Self- Constructif by Researcher)

After the raw materials noted in Purchase Request (PR), the manager or the quality control will check the needs of stock, and then will summarized the quantity should to order, and then finance will give cash to buy it all.

CHAPTER V MARKETING PLAN AND BUSINESS STRATEGY

5.1 Marketing Objective 1. Max Profit Margin The main purpose of social bistro is to provide quality food and introduce different foods than others, but still follow the tastes of the Padang people, at an affordable price but provide a premium service to customers. Social bistro strategies to get maximal profit bymaximizing the quantity of sales and reach the customer as much as possible. 2. Quality of Leadership Social bistro will meet the expectations of its customers by giving and serving customers well and satisfied, responbility with the social Bistro mission to the customer, and accommodate any input from the consumer for progress of social bistro. 3. Long Relationship with Customers Social bistro will always maintains good relationships with its customers. Because social bistro also believe that the consumer will promote social bistro from mouth to mouth, if they gain satisfaction from the products and services we provide. With the close relationship between the customers will indirectly build the brand it self. 4. Communication to Costumers Social bistro costumer that wants to convey to us is a friendly place with good custumer in terms of price and in terms of products offered. Social bistro wants to provide the best service to the customers. The message will be delivered through step by step. 5. Strategy Marketing Objectives a. To introduces a menu mainstay of our specific Korean food

b. To achieve maximum profit by increasing customer but price competitive with other restaurants. c. To maximize the value of social marketing but it can promote the bistro as possible to be known by many people d. To create a brand image that is more well-known social bistros and more widely known e. To demonstrate to consumers that we are always innovating restaurant.

5.2 Pricing Pricing for products in the social bistro positioned at a slightly lower price with similar food at the other restaurants. It relates to our target market is students around the bistro. We conduct this strategyto be able to compete with the competitors.

Table 10: Pricing Strategy

MENU Cost of raw materials Production Cost Marketing Cost profit price/unit Korean Food

Bulgogi 11,000 2,000 500 10,500 24,000 Jajangmeyon 12,000 2,000 500 10,500 25,000 Ramyun 10,000 2,000 500 7,500 20,000 Oriental Food 2,000 500 500 -Beef teriyaki 8,000 2,000 500 8,500 19,000 -Chiken teriyaki 7,000 2,000 500 8,500 18,000 -Ayam goreng saos nanas asam manis 7,000 2,000 500 6,500 16,000 -Ikan nila saos asam manis 7,000 2,000 500 7,500 17,000 -Cah kangkung ayam baso 6,000 2,000 500 6,500 15,000 -Capcay kuah 6,000 2,000 500 6,500 15,000 Western Food 2,000 500 500 -Beef blackpepper 10,000 2,000 500 6,500 19,000 -Chiken blackpepper 9,000 2,000 500 5,500 17,000 -Bolognese spaghetti 7,500 2,000 500 7,000 17,000 -Bakso macaroni keju saos blackpepper 8,000 2,000 500 8,500 19,000 -Chiken chrispy saos keju blackpepper 9,000 2,000 500 8,500 20,000 Coffee 500 (500) -Russian Whiskey Coffee 5,500 1,000 500 6,000 13,000 -Green Latte 5,500 1,000 500 6,000 13,000 -Irish Coffe 5,500 1,000 500 6,000 13,000 -Caramel Machiato 5,500 1,000 500 6,000 13,000 -Vanila Oreo Coffe 5,500 1,000 500 6,000 13,000 -Java Latte 3,000 1,000 500 3,500 8,000 -Affairs Coffe 5,500 1,000 500 6,000 13,000 - Toraja Coffe 3,000 1,000 500 4,500 9,000 -Sumatra Black Coffe 2,000 1,000 500 3,500 7,000 -White Coffee 3,000 1,000 500 3,500 8,000 -cappucino 4,000 1,000 500 2,500 8,000 (Source: Self- Constructif by Researcher)

5.3 Distribution Because we are restaurant business, then we also do the production process in the place to sell. However, the distribution of raw materials purchased from outside or keep vendors. Social bistro established relationships with multiple vendors. Especially we made a deal with some merchants in traditional market to deliver the stock materials.

Figure 8: Vendor Scheme

Vendor A Vendor B Vendor C Vendor D

PRODUCTION PROCESS

Social bistro

Customer

(Source: Self- Constructif by Researcher)

5.4 Promotion

5.4.1 Advertising through by Brocure Promotion is conduct directly on the target market, the promotion was conduct by spreading leaflets to each existing campus in Padang, but learn from some of examples of marketing that made by the other party, so many the peoples just through the flyers, brochures sometimes not readable even sometimes just used as rubbish, but we want to make it a valuable brochure with 20% discount for the customers if brings the brosur. Sometime we promote our brochure deliberately create such a music event or attraction on a particular day.

Figure 9: Social Bistro event Flyer and Brocure

(Source: Self- Constructif by Researcher)

5.4.2 Internet Marketing Media campaigns are also conducted through several social media such as twitter, facebook, and Blackberry. Social media can be a powerful campaign because of the widespread use of social media. Therefore the promotion of the social media to be very intensively conducted.. 5.4.3Atrractive Packing Learn from some of the brand names such as Jco, kfc, Solaria. The packaging also a media campaign that is quite interesting. Costumers sometimes are so proud to bring paper bag of a product. But it is a bit difficult and takes time in order the images arising on customers, but social bistro will do it slowly.

5.4.4 Events Social bistro will hold an event few every 3 months, the event will be conducted related to the activities of the youth or the students in the form of art talent, and skill. This event will affect the perception among customers so that social bistro increasingly recognized by the public.

5.5Product forecast Future estimation is social bistro willo able to open several branches and the end of the day can compete with other restaurant such as KFC, Mcd, pizza hut etc.

5.6 Controls. The Control conducted to maintain the image that was built slowly and was seen by customers and continue to build a better image to create a brand image who known by the public and raise the customer loyalty. To keep the image and perception of the customers by maintain the quality of products and provide always-enhanced services to customers.

CHAPTER VI ORGANIZATIONAL PLAN

6.1 Management structure Management structure is one part of a company that affect the development of the business. The quality of the employee is a very important component. Social bistro bistro ensure that the employees are professional, disciplined and have good communication skills. The company have to ensure that employee giving out the best service to customers and becoming competitive advantage compared to competitors.

Figure 10: OrganizationStructure

Director

Performance and Management

Operation Finance

Production -Acoounting Staff

Operational -Cashier Staff(Waitress)

(Source: Self- Constructif by Researcher)

As new businesses are started, the division is still relatively modest. The report will be done every day to director.

6.1.1 Divisi Performance Management This division are the most important divisions and responsible for the quality of the products, toanalyze the steps that will be performed for establishing a better company. To Achieves restaurant operational objectives by contributing information and recommendations to strategic plans and reviews, preparing and completing action plans, keep the quality, and customer-service standards, resolving problems, completing audits, identifying trends,determining system improvements and then implementing change. This division should stand alone because it will analyze in detail what is required by the market and adjust the quality of a given company to the customer. For this division in the early stages will be handled as a whole by a single person, but to the subsequent development Performance management will be assisted by some staffs. 6.1.2 Operational Division responsible for all operations in the company's operational settings, producing food, serve customers, manage stock of raw materials and do repeat orders of raw materials, as well as providing a satisfactory service to customers. Member’s operational division consists of 1 supervisor, 3 and 2 waitress production staff.

6.1.3 Divisi Finance Finance division is responsible for all financial affairs of the company. Responsible for entry and exit of finance, banking, budgeting, and purchasing.For the first phase, all activities will finance managed by one person.

6.2 Job description and skill needed 6.2.1 Performance and Management (Manager) Job Description a. Meets restaurant financial objectives by forecasting requirements. b. Plans menus by consulting with production staff, estimates food costs and profits by adjusts the menus. c. Controls costs by reviewing portion control and quantities of preparation, minimizing waste, ensuring high quality of preparation. d. Publicizes the restaurant by designing and Organising marketing activities, such as promotional events and discount schemes.Placing advertisements; inviting food editors to review the restaurant; contacting the magazines or newspaperwith feature ideas, encouraging local businesses to hold social events at the restaurant. e. Maintains ambiance by controlling lighting, background music, linen service, glassware, dinnerware, and utensil quality and placement; monitoring food presentation and service. f. Maintaining personal networks participating in some of community. g. Preparing reports at the end of the shift/day, including staff control, food control and sales. h. Coordinating the entire operation of the restaurant during scheduled shifts.

37 i. Managing, motivation and control the staff. j. Responding to customer complaints. k. Check the quality of raw and cooked food products to ensure that standards are met. l. Check the quantity and quality of received products. m. Determine how food should be presented, and create decorative food displays. n. Ensuring that all employees adhere to the company's uniform standards. o. Meeting and greeting customers and organising table reservations. p. Organising and supervising the shifts Production staff and waitress q. Maintaining high standards of quality control, hygiene, and health and safety. r. Checking stock levels and ordering supplies. s. Preparing cash drawers and providing petty cash as required. t. Helping in any area of the restaurant when circumstancesdictate.

Skills

a. Education: High School or equivalent. Course work in restaurant management preferred. b. Valid driver’s license. c. Knowledge of Labor Laws, Health Codes, Safe Food Handling and Sanitation, Safety and Security systems and procedures, computer operations. d. Good people management skills, communication and listening skills. Must be flexible and adaptable to change. e. Demonstrated time management and organizational skills. f. Must be internally motivated and detail oriented and have a passion for teaching others.

g. Must be able to work a flexible schedule including days, nights, weekends and holidays. h. Self-Motivated and hightEnergy Level,

6.2.2 Operational Division Production Staff (Cheff) Job Description a. Cook meals and beverage in quantity b. Investigate customer complaints c. Maintain production or work records d. Estimate materials for food or beverage e. Modify work procedures or processes to meet deadline f. Analyze recipes to assign prices to menu items, based on food, labor, and overhead costs. g. Meet with sales representatives in order to negotiate prices and order supplies. h. Record production and operational data on specified forms. i. Arrange for equipment purchases and repairs. j. Meet with customers to discuss menus for special occasions such as weddings, parties.

Skill: a. Education: High School or equivalent. Course work in restaurant management preferred. b. 3 years minimum experience work in restaurant/café. c. Good people management skills and listening skills. d. Must be flexible and adaptable to change. e. Must be able to work a flexible schedule including days, nights, weekends and holidays. f. Hard working, team work as a team and can work under pressure.

Waitress Job Description a. Welcome guests and make them feel comfortable. b. Learn menu items and be able to describe them appropriately to guests. c. Take beverage and food orders. d. Deliver beverages and food in a timely manner. e. Check-in with guests to ensure that everything is going well. f. Clear dirty dishes from table. g. Refill beverages throughout the meal. h. Deliver guest’s bill and thank them for dining at the restaurant. i. Work with other servers and be a team player.

Skills a. Ability to be on feet for long periods of time b. Professional and friendly (Even in tough situations) c. Team player d. Effective communication skills e. Quick thinking f. Ability to lift heavy trays filled with glassware/food g. Basic math skills h. Great attention to detail

7.2.3 Finance division Cashier and acoountan Job description: 40

a. Receive payment by cash, vouchers, or automatic debits. b. Issue receipts, refunds, credits, orchange due to customers. c. Count money in cash drawers at the beginning of shifts to ensure that amounts are correct and that there is adequate change. d. Greet customers entering establishments. e. Maintain clean and orderly checkout areas. f. Establish or identify prices of goods, services or admission, and tabulate bills usingcalculators, or cash registers. g. Calculate total payments received during a time period, and reconcile this with total sales. h. Compute and record totals of transactions. i. Keep periodic balance sheets of amounts and numbers of transactions. j. Issue trading stamps, and redeem food stamps and coupons. k. Resolve customer complaints. l. Answer customers' questions, and provide information on procedures or policies. m. Sort, count, and wrap currency and coins. n. Process merchandise returns and exchanges. o. Pay company bills by cash, vouchers, or checks. p. Monitor checkout stations to ensure that they have adequate cash available and that they are staffed appropriately. q. Post charges against guests' or patients' accounts.

6.3 Salary of Employee

In our experience, a team of multi-skilled employees works best for our kind ofBusiness. Working as a team is critical to our success. We recognize that human resources are the Social Bistro most valuable asset. Our personnel strategy focuses on selecting, training, rewarding, and stimulating all employees in order to build employee loyalty, and increase performance.

It will be easy to find and select the best new members of our team. The traditional local food-service industry, well represented in the area, along with local colleges and schools, have contributed to the formation and growth of many skilled employees. In theselection process, the background check is a must in this line of business. The Social Bistro will be open from Monday through Saturday,from 9:00 AM to 10:00 PM.The team can operate effectively only by using alternative work schedules that take into account the busiest periods of the day, the time needed to prepare the food before opening, and a forty six hours week. Here is an example of alternative work Schedule for our employee schedule in week 1:

Table 11 : Social Bistro’s Employee Schedule

Day Begin Time End Time Hours Worked

Sunday 09.00 16.00 8 hours

Monday 14.00 23.00 8 hours

Tuesday 09.00 16.00 8 hours

Wednesday 14.00 23.00 8 hours

Thursday 09.00 16.00 8 hours

Friday 14.00 23.00 None

Saturday

Total 48 Hours

(Source: Self- Constructif by Researcher)

In addition to salaries, important bonuses and incentives are included in the personnelTable that will be used to reward employee performance, on a pay- for-performance basis. The cornerstone of our personnel plan is to maximize productivity and minimize the labor burden of the company's operating expenses, while maintaining strong employee commitment to the success of operations.Trying to appropriate compensation incentives to our company's performance targets. Our performance-based pay strategy takes into consideration the linking of employee compensation to the achievement of measurable business targets. Employees that perform well are eligiblefor various types of performance- based pay, such as cash bonuses, awards, profitsharingplan, and stock option program. The ultimate goal of all our employees is to meet or exceed our customers' expectations. They are all empowered to take any reasonable action to avoid acustomer leaving our premises dissatisfied. Our continuous improvement policy encourages all employees to continually look forways to keep updated with the latest technology, to improve processes, reduce costsand save time. This approach serves the goal of reducing costs and delivery times, andincreasing the service quality and customer satisfaction.

Table 12: Social Bistro’s Employee Salary

Total Numbers of Transportation Position Monthly Annual Salary Total Employee Acamodation(annual) Manager 1,500,000 18,000,000 1 5,475,000 23,475,000 Chef 1,000,000 12,000,000 2 5,475,000 34,950,000 Waitress 750,000 9,000,000 3 3,650,000 37,950,000

Total Payroll 96,375,000

(Source: Self- Constructif by Researcher)

CHAPTER VII ASSESTMENT OF RISK

7.1 Risk of Business Althought we are assure that culinary business is promising business, we cannot deny that there are several factors which be the weak spot of business, which are: a. Operational system which are to be duplicated. This business will operate based on regular system. Simple entrepreneurship has been taught to student at university. Basic strategies fungtion will not be a new thing so that everyone can do the same system. b. Provision many of menu will indirectly affect the number and types of raw materials. If not well controlled as the decay losses and delays in the supply of raw materials from suppliers will also cause harm to the company.

7.2 Contigency Plan Companies can overcome any risks by doing the following things:

a. Evaluate the setup cost in right manner b. To compete with the competitors in an innovative technical way c. Carefulliyanalyze the economic condition of the country d. To improve the technological and technical of the country, e. The company should justify the legal concern in appropriate way f. The company should have clear concept about market.(national& nationality)industry demand.

7.3 New Technology For present time we don’t implement any kind of new technologies in primary stage of our business.But for the next development, social bistro will use some sophisticated and modern technology to for the kitchen. To better production performance, save time to deliver to customer’s and give better quality and customer satisfaction.

CHAPTER VIII FINANCIAL PLAN

For business, the financial plan is an overall analysis tools on a variety of operational and investment strategythat describes the approximate outcomes to be achieved by the company, as well as the basis to assist management in making decisions on the plan transaction in the future.

8.1 Start up Funds

Table 13: Social Bistro’s Start up Funds

Description Amount

Owner Investment

Cash 180,000,000

Use of funds

Utensil 20,000,000

Equipment 60,000,000

Inventory 10,000,000

Advertising/Marketing 10,000,000

Building( Rent) 55,000,000

Others 25,000,000

total of use of funds 180,000,000

We assume utensil have value in 3 years

Utensil Unit (Q) Price/Unit Total Price Food Service Gas Stove set 2 1,100,000 2,200,000 Refrigerator 1 2,500,000 2,500,000 Microwave 1 800,000 800,000 Blender 2 250,000 500,000 Magic Jar 1 600,000 600,000 Freezer 1 2,000,000 2,000,000 frying pan set 6 300,000 1,800,000 Dispenser 2 200,000 400,000 Total 10,800,000

storage Hardware Utensil Bins 2 800,000 1,600,000 Untensil rack 1 1,000,000 1,000,000 Food case 30 25,000 750,000 soup Jar 1 500,000 500,000 Food case alumunium 5 200,000 1,000,000 Salad case 1 301,000 301,000 Total 5,151,000 Serving Area Plates Korean Plates 30 27,300 819,000 Big Plates 36 23,000 828,000 Medium Plates 24 19,000 456,000 Small Plates 24 16,000 384,000 Bowl 24 14,000 336,000 Glass - standart Glass 30 12,000 360,000 Juice 24 9,000 216,000 coffee 12 12,000 144,000 Tea 17 9,000 153,000 Milkshake 17 9,000 153,000 Spoon - standart 30 4,000 120,000 Small 20 4,000 80,000 47 Total 4,049,000

Total Equipment 20,000,000

We assume equipment have value in 5 years

Unit Equipment (Q) Price/Unit Total Price Furniture

Chair set 12 1,200,000 13,000,000

Sofa Set 5 2,000,000 10,000,000

Mini Bar set 1 3,000,000 3,000,000

Decoration 13,500,000 13,500,000

Infokus 1 4,000,000 4,000,000

Fan 5 500000 2,500,000

Air Conditioner 2 2000000 4,000,000

Cashier machine 1 2000000 2,000,000

TV 1 3000000 3,000,000

Total 55,000,000

Office

Komputer 1 4,000,000 4,000,000

Printer 1 300,000 300,000 office desk set 1 700,000 700,000

Total 5,000,000

Total of Equipment 60,000,000

Unit Start up Inventory/supply (Q) Price/Unit Total Price

Raw Materials 10,000,000

BUILDING

Rent Building 1 year 55,000,000.00

Unit MARKETING FUNDS (Q) Price/Unit Total Price

Newspaper advertising 1650000 1,650,000

Brosur 2000 550 1,100,000

X banner 4 120000 480,000

Neon Box 2 6,270,000

Poster 100 5000 500,000

Total 10,000,000

Others Unit (Q) Price/Unit Total Price (monts) Electricity 2 500,000 1,000,000 Legal 800,000 800,000 advertising Tax 300000 300000 Salary 2 7,466,667 14,900,000 Water 2 100,000 200,000 Maintance 2 400,000 800,000

Internet 2 300,000 600,000 Unexpected funds 3,250,000 3,250,000

Lunch box 1500 1100 1,650,000 Paper bag 1500 1000 1,500,000

Total 25,000,000

8.2 Sales Forecast Social Bistro Targeting the increasing of sales minimum 20% per year,by 180 portion per day and total sales Rp. 2.200.000 per day.

Table 14: Social Bistro’s Sales Forecast

QUANTITY/ QUANTITY/ ASSUMPTION DAILY MONTH QUANTITY/ YEAR SALES (MONTLY) SALES (Yearly) (Portion) (PORTION) (PORTION) YEAR 1 180 5,405 64,860 68,205,000 818,460,000 YEAR 2 (20%) 216 6,486 77,832 81,846,000 982,152,000 YEAR 3 (20%) 259 7,783 93,398 98,215,200 1,178,582,400 YEAR 4 (20%) 311 9,340 112,078 117,858,240 1,414,298,880 YEAR 5 (20%) 374 11,208 134,494 141,429,888 1,697,158,656

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 ASSUMTION PORTION SOLD (food and beverage) 64,860 77,832.00 93,398.40 112,078.08 134,493.70 Assumtion the customer visit 32430 37295 48483 67876 74664 Average Spending per customer per visit 25000 27500 30250 33275 36602.5 Total Sales/year 818,460,000 982,152,000.00 1,178,582,400.00 1,414,298,880.00 1,697,158,656.00 Gross Profit 491,076,000 589,291,200.00 707,149,440.00 848,579,328.00 1,018,295,193.60

8.3 Table of Cost

Table 15: Social Bistro’s Table Cost

Description (month) Year (1) Year (2) Year (3) year(4) Year (5) 20% 20% 20% 20% Operational Cost *Employee Salary 132,360,000 178,272,000 237,254,400 303,367,680 386,436,096 Supply Expense 85,000,000 25,000,000 Electricity 500000/months 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600 Legal 800,000 960,000 1,152,000 1,382,400 1,658,880 advertising Tax 300,000 360,000 432,000 518,400 622,080 Water 100000/months 1,200,000 1,440,000 1,728,000 2,073,600 2,488,320 Maintance 400000/months 4,800,000 5,760,000 6,912,000 8,294,400 9,953,280 Internet 300000/months 3,600,000 4,320,000 5,184,000 6,220,800 7,464,960 Rent Building 55,000,000 66,000,000 79,200,000 95,040,000 114,048,000 Unexpected Cost 3,250,000 3,900,000 4,680,000 5,616,000 6,739,200 Lunch box 1650000/4 months 6,600,000 7,920,000 9,504,000 11,404,800 13,685,760 Paper bag 1500000/4 months 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600 Marketing Cost Newspaper 1,650,000 1,980,000 2,376,000 2,851,200 3,421,440 Brosur 1,000,000 1,200,000 1,440,000 1,728,000 2,073,600 X banner 480,000 576,000 691,200 829,440 995,328 Neon Box 4,500,000 - 5,400,000 6,480,000 Poster 500,000 600,000 720,000 864,000 1,036,800 Depreciation Depreciation for Equipment 20% 12,000,000 12,000,000 12,000,000 12,000,000 12,000,000 Depreciation for Utensil 35% 8,750,000 8,750,000 8,750,000 25,000,000 8,750,000 Total Marketing Cost 41,480,000 49,776,000 59,731,200 71,677,440 86,012,92851 ( TOTAL) 333,790,000 308,438,000 410,953,600 506,676,720 581,986,944 Employee YEAR 1 NUMBERS OF TRANSPORTATION POSITION MONTHLY SALARY MONTLY SALLARY TOTAL SALARY EMPLOYEE ACOMODATION CEO 1 4,000,000 600,000 4,600,000 55,200,000 SUPERVISOR 1 1,500,000 480,000 1,980,000 23,760,000 CHEF 2 1,000,000 450,000 1,900,000 22,800,000 WAITRESS 4 750,000 450,000 2,550,000 30,600,000 TOTAL 11,030,000 132,360,000

YEAR 2

NUMBERS OF TRANSPORTATION POSITION MONTHLY SALARY MONTLY SALLARY TOTAL SALARY EMPLOYEE ACOMODATION

CEO 1 4,800,000 720,000 5,520,000 66,240,000 SUPERVISOR 1 1,800,000 576,000 2,376,000 28,512,000 CHEF 3 1,200,000 540,000 2,820,000 33,840,000 WAITRESS 6 900,000 540,000 4,140,000 49,680,000 TOTAL 14,856,000 178,272,000

YEAR 3

NUMBERS OF TRANSPORTATION POSITION MONTHLY SALARY MONTLY SALLARY TOTAL SALARY EMPLOYEE ACOMODATION

CEO 1 5,760,000 864,000 6,624,000 79,488,000 SUPERVISOR 1 2,160,000 691,200 2,851,200 34,214,400 CHEF 4 1,440,000 648,000 4,032,000 48,384,000 WAITRESS 8 1,080,000 648,000 6,264,000 75,168,000 TOTAL 19,771,200 237,254,400

YEAR 4

NUMBERS OF TRANSPORTATION POSITION MONTHLY SALARY MONTLY SALLARY TOTAL SALARY EMPLOYEE ACOMODATION

CEO 1 6,912,000 1,036,800 7,948,800 95,385,600 SUPERVISOR 1 2,592,000 829,440 3,421,440 41,057,280 CHEF 4 1,728,000 777,600 4,838,400 58,060,800 WAITRESS 10 1,296,000 777,600 9,072,000 108,864,000 TOTAL 25,280,640 303,367,680

YEAR 5

NUMBERS OF TRANSPORTATION POSITION MONTHLY SALARY MONTLY SALLARY TOTAL SALARY EMPLOYEE ACOMODATION

CEO 1 8,294,400 1,244,160 9,538,560 114,462,720 SUPERVISOR 1 3,110,400 995,328 4,105,728 49,268,736 CHEF 4 2,073,600 933,120 5,806,080 69,672,960 WAITRESS 12 1,555,200 933,120 12,752,640 153,031,680 52 TOTAL 32,203,008 386,436,096

8.4 Pro-Forma Income Statement

Table 16: Social Bistro’s Pro Forma Income Statement

Sales 818,460,000 982,152,000 1,178,582,400 1,414,298,880 1,697,158,656 COGS 40% 327,384,000 392,860,800 471,432,960 565,719,552 678,863,462

Gross Profit 491,076,000 589,291,200 707,149,440 848,579,328 1,018,295,194

Expenses Operational Cost *Employee Salary 132,360,000 178,272,000 237,254,400 303,367,680 386,436,096 Suply Expense 85,000,000 25,000,000 Electricity 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600 Legal 800,000 960,000 1,152,000 1,382,400 1,658,880 advertising Tax 300,000 360,000 432,000 518,400 622,080 Water 1,200,000 1,440,000 1,728,000 2,073,600 2,488,320 Maintance 4,800,000 5,760,000 6,912,000 8,294,400 9,953,280 Internet 3,600,000 4,320,000 5,184,000 6,220,800 7,464,960 Rent Building 55,000,000 66,000,000 79,200,000 95,040,000 114,048,000 Unexpected Cost 3,250,000 3,900,000 4,680,000 5,616,000 6,739,200 Lunch box 6,600,000 7,920,000 9,504,000 11,404,800 13,685,760 Paper bag 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600 Marketing Cost Newspaper 1,650,000 1,980,000 2,376,000 2,851,200 3,421,440 Brosur 1,000,000 1,200,000 1,440,000 1,728,000 2,073,600 X banner 480,000 576,000 691,200 829,440 995,328 Neon Box 4,500,000 - 5,400,000 6,480,000 Poster 500,000 600,000 720,000 864,000 1,036,800

Depreciation for Equipment 20% 12,000,000 12,000,000 12,000,000 12,000,000 12,000,000 Depreciation for Utensil 35% 8,750,000 8,750,000 8,750,000 25,000,000 8,750,000 Total Expense 333,790,000 308,438,000 394,703,600 522,926,720 602,736,944

NET PROFIT 157,286,000 280,853,200 312,445,840 325,652,608 415,558,250

8.5 Pro forma Cash Flow

Table 17: Social Bistro’s Pro Forma Cash Flow

CASH FLOW FROM OPERATIONAL YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 ACTIVITIES

Sales 818,460,000 982,152,000 1,178,582,400 1,414,298,880 1,697,158,656 COGS 40% 327,384,000 392,860,800 471,432,960 565,719,552 678,863,462

Gross Profit 491,076,000 589,291,200 707,149,440 848,579,328 1,018,295,194

Operational Cost *Employee Salary 132,360,000 178,272,000 237,254,400 303,367,680 386,436,096 Electricity 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600 Legal 800,000 960,000 1,152,000 1,382,400 1,658,880 advertising Tax 300,000 360,000 432,000 518,400 622,080 Water 1,200,000 1,440,000 1,728,000 2,073,600 2,488,320 Maintance 4,800,000 5,760,000 6,912,000 8,294,400 9,953,280 Internet 3,600,000 4,320,000 5,184,000 6,220,800 7,464,960 Rent Building 55,000,000 66,000,000 79,200,000 95,040,000 114,048,000 Unexpected Cost 3,250,000 3,900,000 4,680,000 5,616,000 6,739,200 Lunch box 6,600,000 7,920,000 9,504,000 11,404,800 13,685,760 Paper bag 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600 Marketing Cost Newspaper 1,650,000 1,980,000 2,376,000 2,851,200 3,421,440 Brosur 1,000,000 1,200,000 1,440,000 1,728,000 2,073,600 X banner 480,000 576,000 691,200 829,440 995,328 Neon Box 4,500,000 - 5,400,000 6,480,000 Poster 500,000 600,000 720,000 864,000 1,036,800

Total Expense 228,040,000 280,908,000 365,817,600 451,163,520 570,271,104

Total Cash flow from operational activities 263,036,000 308,383,200 341,331,840 397,415,808 448,024,090

Cash Flow from Investment activities

Utensil 25,000,000 25000000 Equipment 60,000,000 Total cash flow rom investment (85,000,000) 0 0 -25000000 0 Cash Flow from Financing 180,000,000

NET CAS INCREASE OR DECREASE 358,036,000 308,383,200 341,331,840 372,415,808 448,024,090 Cash at the beginning of the year 358,036,000 666,419,200 1,007,751,040 1,380,166,848 ENDING CASH CURRENT YEAR 358,036,000 666,419,200 1,007,751,040 1,380,166,848 1,828,190,938

8.6 Pro Forma Balance Sheet

Table 18: Social Bistro’s Pro forma Balance Sheet

ASSET YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5

ASSET CASH 358,036,000 666,419,200 1,007,751,040 1,380,166,848 1,828,190,938 Inventory 327,384,000 392,860,800 471,432,960 565,719,552 678,863,462

Total Current Asset 685,420,000 1,059,280,000 1,479,184,000 1,945,886,400 2,507,054,400 Fixed Assets Equipment 60,000,000 - 25,000,000 utensil 25,000,000 Depreciation (20,750,000) (20,750,000) (20,750,000) 25,000,000 (20,750,000) Intagible asset 800,000 960,000 1,152,000 1,382,400 1,658,880 Building 55,000,000 66,000,000 79,200,000 95,040,000 114,048,000 advertising tax 300,000 360,000 432,000 518,400 622,080 Lunch box 6,600,000 7,920,000 9,504,000 11,404,800 13,685,760 Paper bag 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600 total fixed asset 132,950,000 61,690,000 78,178,000 168,713,600 121,706,320 Total Assets 818,370,000 1,120,970,000 1,557,362,000 2,114,600,000 2,628,760,720

Owners Equity capital Stock 327,384,000 392,860,800 471,432,960 565,719,552 678,863,462 add retained earning current year 358,036,000 666,419,200 1,120,970,000 1,557,362,000 2,114,600,000 Ending retaibed earning 685,420,000 1,120,970,000 1,557,362,000 2,114,600,000 2,628,760,720 Owners Funds 180,000,000 Owners Widraw Total owners's Equity 865,420,000 1,120,970,000 1,557,362,000 2,114,600,000 2,628,760,720

8.7 Break Event Analysis

Table 19 : Social Bistro’s Break Event Analysis

BREAK EVENT POINT

Break Even Analysis Formula YEAR 1 YEAR YEAR 3 YEAR 4 YEAR 5

Total Sales 818,460,000 982,152,000 1,178,582,400 1,414,298,880 1,697,158,656 Operational Cost *Employee Salary 132,360,000 178,272,000 237,254,400 303,367,680 386,436,096 Electricity 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600 Legal 800,000 960,000 1,152,000 1,382,400 1,658,880 advertising Tax 300,000 360,000 432,000 518,400 622,080 Water 1,200,000 1,440,000 1,728,000 2,073,600 2,488,320 Maintance 4,800,000 5,760,000 6,912,000 8,294,400 9,953,280 Internet 3,600,000 4,320,000 5,184,000 6,220,800 7,464,960 Rent Building 55,000,000 66,000,000 79,200,000 95,040,000 114,048,000 Unexpected Cost 3,250,000 3,900,000 4,680,000 5,616,000 6,739,200 Lunch box 6,600,000 7,920,000 9,504,000 11,404,800 13,685,760 Paper bag 6,000,000 7,200,000 8,640,000 10,368,000 12,441,600 Marketing Cost Newspaper 1,650,000 1,980,000 2,376,000 2,851,200 3,421,440 Brosur 1,000,000 1,200,000 1,440,000 1,728,000 2,073,600 X banner 480,000 576,000 691,200 829,440 995,328 Neon Box 4,500,000 - 5,400,000 6,480,000 Poster 500,000 600,000 720,000 864,000 1,036,800

Total Expense 228,040,000 280,908,000 365,817,600 451,163,520 570,271,104 Fix Cost 228,040,000 280,908,000 365,817,600 451,163,520 570,271,104 variable Cost 327,384,000 392,860,800 471,432,960 565,719,552 678,863,462

(total sales-total variable Contribution Margin Ratio cost)/total sales 0.60000 0.60000 0.60000 0.60000 0.60000 Total Fix Cost/Contribution Margin BEP (RP) Ratio 380,066,667 468,180,000 609,696,000 751,939,200 950,451,840

8.8 Cost of Good Sold Cost of Good Sold Table

Table 20: COGS

MENU Cost of raw materials Production Cost Marketing Cost profit price/unit Korean Food

Bulgogi 11,000 2,000 500 10,500 24,000 Jajangmeyon 12,000 2,000 500 10,500 25,000 Ramyun 10,000 2,000 500 7,500 20,000 Oriental Food 2,000 500 500 -Beef teriyaki 8,000 2,000 500 8,500 19,000 -Chiken teriyaki 7,000 2,000 500 8,500 18,000 -Ayam goreng saos nanas asam manis 7,000 2,000 500 6,500 16,000 -Ikan nila saos asam manis 7,000 2,000 500 7,500 17,000 -Cah kangkung ayam baso 6,000 2,000 500 6,500 15,000 -Capcay kuah 6,000 2,000 500 6,500 15,000 Western Food 2,000 500 500 -Beef blackpepper 10,000 2,000 500 6,500 19,000 -Chiken blackpepper 9,000 2,000 500 5,500 17,000 -Bolognese spaghetti 7,500 2,000 500 7,000 17,000 -Bakso macaroni keju saos blackpepper 8,000 2,000 500 8,500 19,000 -Chiken chrispy saos keju blackpepper 9,000 2,000 500 8,500 20,000 Indonesian Food -Tahu Baso Rica-Rica 6,800 2,000 500 7,700 17,000 -Ayam Goreng Special 5,600 2,000 500 5,900 14,000 -Ayam Pop Special 5,600 2,000 500 5,900 14,000 -Nasi goreng Special 5,600 2,000 500 5,900 14,000 -Nasi Goreng Hati ampela 5,200 2,000 500 5,300 13,000 -Nasi Goreng bakso 5,200 2,000 500 5,300 13,000 -Nasi Goreng Nugget 5,200 2,000 500 5,300 13,000 -Nasi Goreng Udang 5,200 2,000 500 5,300 13,000 - Nasi goreng Ayam 5,200 2,000 500 5,300 13,000 - Mie Goreng Special 5,200 2,000 500 5,300 13,000 -Mie Goreng Baso 5,200 2,000 500 5,300 13,000 -Kwetiau Goreng 5,600 2,000 500 5,900 14,000 -Bihun Goreng 5,600 2,000 500 5,900 14,000

Snack & Salad -Fish Burger 5,600 1,200 500 6,700 14,000 -Beef Burger 5,600 1,200 500 6,700 14,000 -Kentang Goreng 4,000 1,200 500 4,300 10,000 -Pisang Keju 4,000 1,200 500 4,300 10,000 -Sosis Bakar Mayonise 6,000 1,200 500 7,300 15,000 -Chocolate Brownies 6,000 1,200 500 7,300 15,000 -Pizza 6,000 1,200 500 7,300 15,000 Salad 6,000 1,200 500 7,300 15,000 -Vegetable Salad 6,000 1,200 500 7,300 15,000 -Fruit Salad 6,000 1,200 500 7,300 15,000 -Mix Salad 6,400 1,200 500 7,900 16,000

Minuman (hot/Cold) -Big Boss Ice/Hot tea 2,000 1,200 500 1,300 5,000 -Lemon tea 2,800 1,200 500 2,500 7,000 -Orange Sunrise Squash 4,400 1,200 500 4,900 11,000 -Fresh Blue Ocean 4,400 1,200 500 4,900 11,000 -Lemon Squash 4,400 1,200 500 4,900 11,000 -Strawberry Milky Squash 4,400 1,200 500 4,900 11,000 -Fresh green Squash 4,400 1,200 500 4,900 11,000 -Grape Milky Squash 4,400 1,200 500 4,900 11,000 -Frambozen Jelly 4,800 1,200 500 5,500 12,000 -Milo 2,400 1,200 500 1,900 6,000 -Mineral water 1,600 1,200 500 700 4,000

JUICE -Orange Juice 3,200 1,200 500 3,100 8,000 - Juice Mangga 3,200 1,200 500 3,100 8,000 -Juice alpukat 3,200 1,200 500 3,100 8,000 -Juice Sirsak 3,200 1,200 500 3,100 8,000 -Juice Tomat 3,200 1,200 500 3,100 8,000 -Juice Wortel 3,200 1,200 500 3,100 8,000 - Juice Jambu 3,200 1,200 500 3,100 8,000

Milk Shake -Chocolate Milkshake 4,400 1,200 500 4,900 11,000 -Vanila Oreo Milkshake 4,400 1,200 500 4,900 11,000 -Lemon Milkshake 4,400 1,200 500 4,900 11,000 -Melon Milkshake 4,400 1,200 500 4,900 11,000 -Strawberry Milkshake 4,400 1,200 500 4,900 11,000

Coffee -Russian Whiskey Coffee 5,500 1,200 500 5,800 13,000 -Green Latte 5,500 1,200 500 5,800 13,000 -Irish Coffe 5,500 1,200 500 5,800 13,000 -Caramel Machiato 5,500 1,200 500 5,800 13,000 -Vanila Oreo Coffe 5,500 1,200 500 5,800 13,000 -Java Latte 3,000 1,200 500 8,300 13,000 -Affairs Coffe 5,500 1,200 500 5,800 13,000 - Toraja Coffe 3,000 1,200 500 3,300 8,000 -Sumatra Black Coffe 2,000 1,200 500 3,300 7,000 -White Coffee 3,000 1,200 500 2,300 7,000 -cappucino 3,000 1,200 500 2,300 7,000

Minuman (hot/Cold)

-Big Boss Ice/Hot tea 5,000 2,000 210 2,520 12,600,000 7,560,000 -Lemon tea 7,000 2,800 120 1,440 10,080,000 6,048,000 -Orange Sunrise Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Fresh Blue Ocean 11,000 4,400 90 1,080 11,880,000 7,128,000 -Lemon Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Strawberry Milky Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Fresh green Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Grape Milky Squash 11,000 4,400 90 1,080 11,880,000 7,128,000 -Frambozen Jelly 12,000 4,800 60 720 8,640,000 5,184,000 -Milo 6,000 2,400 120 1,440 8,640,000 5,184,000 -Mineral water 4,000 1,200 210 2,520 10,080,000 6,048,000

JUICE

-Orange Juice 8,000 3,200 40 480 3,840,000 2,304,000 - Juice Mangga 8,000 3,200 40 480 3,840,000 2,304,000 -Juice alpukat 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Sirsak 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Tomat 8,000 3,200 40 480 3,840,000 2,304,000 -Juice Wortel 8,000 3,200 40 480 3,840,000 2,304,000 - Juice Jambu 8,000 3,200 40 480 3,840,000 2,304,000 Milk Shake - - - - -Chocolate Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Vanila Oreo Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Lemon Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Melon Milkshake 11,000 4,400 60 720 7,920,000 4,752,000 -Strawberry Milkshake 11,000 4,400 60 720 7,920,000 4,752,000

Coffee

-Russian Whiskey Coffee 13,000 5,200 250 3,000 39,000,000 23,400,000 -Green Latte 13,000 5,200 90 1,080 14,040,000 8,424,000 -Irish Coffe 13,000 5,200 90 1,080 14,040,000 8,424,000 -Caramel Machiato 13,000 5,200 90 1,080 14,040,000 8,424,000 -Vanila Oreo Coffe 13,000 5,200 125 1,500 19,500,000 11,700,000 -Java Latte 8,000 3,200 120 1,440 11,520,000 6,912,000 -Affairs Coffe 13,000 5,200 90 1,080 14,040,000 8,424,000 - Toraja Coffe 8,000 3,200 60 720 5,760,000 3,456,000 -Sumatra Black Coffe 7,000 2,800 120 1,440 10,080,000 6,048,000 -White Coffee 6,000 2,400 60 720 4,320,000 2,592,000 -cappucino 6,000 2,400 90 1,080 6,480,000 3,888,000 - - - -

Grand Total 347,600 5,405 64,860 818,460,000 491,076,000

REFERENCE

Books

Amstrong P.K (2008), Prinples of Marketing, Twelft Edition. UppperSadleRiver,New Jersey : Perason Educational International.

Chishtoper Lovelock, J .W (2005). Service Marketing in Asia; Managing People, Techlonology and Strategy – Second Edition.Singapore :Prentise Hall Pearson Educational South Asia Pte Ltd.

Internet

Thomas,I G (2012) ,GENERIC COMPETITIVE STRATEGIES ,reviewed March, 2th 2012, from Reference for business : http://faculty.bcitbusiness.ca/kevinw/4800/Bobs_porter_notes.pdf

Northern UniveristyBangladesh.Smoothy Juice Business Plan, Retrieved December 2013, from http://www.slideshare.net/rubayatppt/business-plan-smoothy-juice

BeritaBaik Indonesia, Booming Customers Food ServiseIn Indonesia. Retrieved

December, 12th 2012, from: http://beritabaik.web.id/2013/09/04/3-makanan-indonesia-yang-berpotensi- mendunia/

SmallBusinessNote.com. (n.d). Small Business Administration (SBA) Business Plan

Outline. Retrieved November 25th 2011, From: http://www.sba.gov/community/discuss-popular-topics/starting-registering- business

Blue Fish Girl,Business Plan, Retrieved January ,23rd 2011,from: https://mymission.lamission.edu/userdata/eguaralj/docs/Blue%20Fish%20Grille %20Business%20Plan%20Sample_4.16.2013.pdf

Go PanganLokal, PeranStrategisIndustriKulinerBagiPertumbuhanEkonomi ,

retrieved December , 21st 2010. From:http://gopanganlokal.miti.or.id/index.php/peran-strategis-industri- kuliner-bagi-pertumbuhan-ekonomi

Investor Daily. 2012. KulinerBeriPendapatanTerbesarBagiIndustriKreatif. From http://www.investor.co.id/tradeandservices/kuliner-beri-pendapatan-terbesar- bagi-industri-kreatif/49205

Perkembangan Usaha Restoran/ RumahMakanBerskalaMenengahdanBesarTahun 2007 – 2010,From: http://www.budpar.go.id/userfiles/file/rekaprestoran2007-2010.pdf

Perkembangan Usaha Restoran / RumahMakanBerskalaMenengah Dan BesarMenurutProvinsiTahun 2007 – \2010 http://www.budpar.go.id/userfiles/file/perkembanganrestoranperprov2007 2010.

APPENDIX I The Social Bistro Menu

APPENDIX II

The Picture Of The Store

APPENDIX III

Sales Estimate

ASSUMTION /DAY

180 portion foods and beverages sold /day

Gross Profit Sales estimate Sales TotalGross Product Price Unit (Rp) (60%) Month(Q) estimate/year Total Sales (Rp) Profit (Rp) Korean Food

Bulgogi 24,000 9,600 115 1,380 33,120,000 19,872,000 Jajangmeyon 25,000 10,000 115 1,380 34,500,000 20,700,000 Ramyun 20,000 8,000 65 780 15,600,000 9,360,000 - Oriental food - -Beef teriyaki 19,000 7,600 140 1,680 31,920,000 19,152,000 -Chiken teriyaki 18,000 7,200 140 1,680 30,240,000 18,144,000 -Ayam goreng saos nanas asam manis 17,000 6,800 110 1,320 22,440,000 13,464,000 -Ikan nila saos asam manis 16,000 6,400 110 1,320 21,120,000 12,672,000 -Cah kangkung ayam baso 15,000 6,000 100 1,200 18,000,000 10,800,000 - Western Food - - - - -Beef blackpepper 19,000 7,600 150 1,800 34,200,000 20,520,000 -Chiken blackpepper 18,000 7,200 150 1,800 32,400,000 19,440,000 -Bolognese spaghetti 16,000 6,400 150 1,800 28,800,000 17,280,000 -Bakso macaroni keju saos blackpepper 17,000 6,800 55 660 11,220,000 6,732,000 -Chiken chrispy saos keju blackpepper 20,000 8,000 50 600 12,000,000 7,200,000 - - - - Indonesian Food - - - - -Tahu Baso Rica-Rica 17,000 6,800 40 480 8,160,000 4,896,000 -Ayam Goreng Special 14,000 5,600 50 600 8,400,000 5,040,000 -Ayam Pop Special 14,000 5,600 30 360 5,040,000 3,024,000 -Nasi goreng Special 14,000 5,600 40 480 6,720,000 4,032,000 -Nasi Goreng Hati ampela 13,000 5,200 50 600 7,800,000 4,680,000 -Nasi Goreng bakso 13,000 5,200 50 600 7,800,000 4,680,000 -Nasi Goreng Nugget 13,000 5,200 50 600 7,800,000 4,680,000 -Nasi Goreng Udang 13,000 5,200 50 600 7,800,000 4,680,000 - Nasi goreng Ayam 13,000 5,200 50 600 7,800,000 4,680,000 - Mie Goreng Special 13,000 5,200 50 600 7,800,000 4,680,000 -Mie Goreng Baso 13,000 5,200 50 600 7,800,000 4,680,000 -Kwetiau Goreng 14,000 5,600 90 1,080 15,120,000 9,072,000 -Bihun Goreng 14,000 5,600 60 720 10,080,000 6,048,000

Snack & Salad

-Fish Burger 14,000 5,600 25 300 4,200,000 2,520,000 -Beef Burger 14,000 5,600 25 300 4,200,000 2,520,000 -Kentang Goreng 10,000 4,000 40 480 4,800,000 2,880,000 -Pisang Keju 10,000 4,000 30 360 3,600,000 2,160,000 -Sosis Bakar Mayonise 15,000 6,000 30 360 5,400,000 3,240,000 -Chocolate Brownies 15,000 6,000 30 360 5,400,000 3,240,000 -Vegetable Salad 15,000 6,000 30 360 5,400,000 3,240,000 -Fruit Salad 15,000 6,000 30 360 5,400,000 3,240,000 -Mix Salad 16,000 6,400 30 360 5,760,000 3,456,000

Minuman (hot/Cold)

JUICE

Coffee

Grand Total 347,600 5,405 64,860 818,460,000 491,076,000

Minuman (hot/Cold)

JUICE

Coffee

Grand Total 347,600 5,405 64,860 818,460,000 491,076,000

APPENDIX IV

Questioner

To know the condition of competitive grid from all of competitor, Social Bistro distributed 100 questionnaires to students in several campuses are located in the surrounding Gajah Mada streets, to analyze the competitive analysis grid of competitors and customers buying decision:

Figure 2: Questioner

1. Apakahandaseseorang yang seringmakan di restaurant atau café? a. Tidakpernahsamasekali b. Jarang c. Cukupsering d. Sangatsering 2. Apakahandatinggaldirumahsendiriataukost? a. Tinggaldirumahsendiri b. Kost 3. Diantarabeberapa restaurant dankafedibawahini,mana yang sudahpernahandakunjungi? (checklist yang sdahpernah,bolehlebihdarisatu) a. Ayamabiss b. Oishi Japanese food c. Red chili d. Nunos cafe e. Dapur kopi f. Mentawai surf g. Warkopmangun

4. Diantarabeberapa restaurant dankafedibawahini, restaurant atau café mana yang paling seringandakunjungi?(pilihsalahsatu) a. Ayamabiss b. Oishi Japanese food c. Red chili d. Nunos cafe e. Dapur kopi f. Mentawai surf g. Warkopmangun 5. Dari beberapa factor berikut, faktorapa yang sangatmempengaruhiandadalammemilihsebuahtempatmakan? a. Rasa b. Harga c. Suasanatempat d. Fasilitas e. Service

(Source: Self-constructied by the researchers)

From the research, the result can summarize as follows:

1. Are you someone who frequently eat at the restaurant or cafe? a. never at all b. rarely c. quite often d. very often

Figure : 3.1

From this question concluded almost a half of the sample has high intensity to eat in Restorant or Café, from this research we can get the picture of customers oriented.

2. Are you living in your own home or in the boarding house? a. My own home b. Boarding house

There are 72% of the sample not originally Padang society, they are boarding students and has the big oppourtunity to eat in outside.

3. Among some of the restaurant / café below, which place you've visited: a. Ayam Abiss

b. Oishi Japanese Food c. Red Chili d. Nunos café e. Dapur Kopi f. Mentawai Surf g. Warkop Mangun

Figure : 3.3

4. Among several restaurants and cafes where the following have you visited most often? a. Ayam Abiss

b. Oishi Japanese Food c. Red Chili d. Nunos café e. Dapur Kopi f. Mentawai Surf

g. Warkop Mangun Figure : 3.4 Warkopmangun has 30% of loyal customers, from this reaserach the company get reference and analys what the strengths of warkopmangun, and develop it better and apply to the company.

5. from the several factors, which one the most interesting things or influence for you to come to a restaurant / café?

1. Taste 2. Price 3. Atmosphere 4. Fasilities 5. Service