Youth culinary restaurant business plan

BUSINESS PLAN

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Nathaniel Morgan Founder Jacob's Heritage Foundation www.jacobsheritage.org manworkin@hotmail.com

1. Executive Summary Objectives .

Mission .

Keys to Success

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2. Company Summary . .

Hours of Operation Company ownership Company Locations and Facilities 3. Product Description .

4. Sales Programs .

Sales Literature Sourcing Grand Opening Point of Purchase Direct Mail Piece Future Products Catering

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5. Market Analysis . . 9 -10 6. Market Segmentation . 11 Target Market Segment Strategy Market Needs . . . 12 Market Trends . . . 12 7. Industry Analysis . . 12 -13 Trends in Food Service Retail

9. Strategy and Implementation .

Competitive Edge Marketing Strategy Pricing Strategy Brand Challenges Marketing Programs Positioning Statement Sales Strategy Sales Forecast 10. Milestones . .

11. Web Plan .

12. Management .

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13. Organizational Structure .

Personnel Plan

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14. Financial Plan .

Financial Explanations

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Appendix

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8. Competition . .

Competitive Comparison

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Management Team

1. Executive summary Youth Culinary Restaurants is a locally owned healthy soul food outlet that will be positioned as an regional franchise through our creative approach with our company's brand, image and knowledge-base presentation. Youth Culinary Restaurants will provide a combination of excellent, natural and unrefined food at moderate pricing. Youth Culinary Restaurants is the answer to an increasing demand of unhealthy living publicized by healthcare advocates.

In today's highly competitive environment, it is becoming increasingly difficult to provide food to the public in its natural grown state. Today's food manufactures along with the FDA has flooded the markets with refined foods full of additives and preservatives that is causing a host of ill conditions in our society. Our main priority is to establish awareness in the choices of food we consume and to plainly present those food options to the people we love and cherish.

Additional, we have a dying generation of youth to consider. Giving the violence that have plague our youth, we honor them with non-violent strategies like workforce development in the food industry with a knowledge-base healthy living environment for their personal longevity.

“Location, location, location,” is an expression that comes up a lot in conversations about the value of a piece of property. Whether we’re talking about buying a new house or locating a business, everyone knows that location matters. But what about health? Is the location where you live also important for your health? Sure, we all know that living in an area with fouled water or air can affect our health, but are there other aspects of places that can make us sick or keep us well? The answer is most assuredly “yes,” and it is not based on just real estate lore but on a solid foundation of facts that have been accumulated over the last quarter century or so.

Researchers from epidemiology and other disciplines have consistently shown, for example, that those who live in disadvantaged neighborhoods have worse health outcomes.

For a wide range of health problems across the age spectrum – from infant mortality to disability in the elderly, and specific conditions such as cardiovascular disease, diabetes, and asthma – where you live does make a difference. What’s more, living in disadvantaged areas also is associated with more obesity, depression, and physical inactivity, all factors that increase your risk of getting sick. - George Kaplan of the Department of Epidemiology at the University of Michigan.

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"With deep roots in the Chicago community, LaSalle Bank understands that many of the city's neighborhoods are challenged by limited access to healthy food. It has been established that numerous areas of Chicago are considered "food deserts," neighborhoods with no or distant grocery stores but an abundance of fast foods restaurants and other outlets offering little to no

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Consumer expenditures for fast food in our target areas has rose during the end of the year 2000.

With fast food being their ONLY luxury in a 10 mile radius, health issues has sore in these communities and other like it. According to LaSalle Bank is committed to building sustainable communities s by providing residents, small businesses and non-profit organizations with the resources and assistance necessary to be healthy and vibrant members of the community.

nutritious food. Similarly, public health official and community advocates have been alarmed by the statistics that reflects the growing prevalence of obesity, diabetes, cancer, cardiovascular disease and hypertension, particularly in these disadvantaged communities.

As rates of these and other chronic health problems continue to rise, researcher Mari Gallagher proposed, and LaSalle Bank commissioned, a report to explore the health consequences of food deserts. And, indeed, it appears that residents of food deserts experience higher rates of certain diet-related health conditions." - Appendix 1: Appendix.

As we look at Appendix 2: Appendix, we see the areas in color that are food deserts areas were population are deprived of nutrition and high rates in illnesses. Either an absence of a grocery store or healthy eating establishment are not present.

Objectives Our main objective is to be one of the best healthy soul food outlets in Chicago. We strive to be a premier local healthy soul food brand in the local marketplace. We want our customers to have the total body and mind experience with health, when visiting our outlets.

Mission To establish a presence as a successful healthy and knowledge-based establishment about health Gain a substantial market share in the restaurant industry Make Youth Culinary Restaurants a go to spot for work force training and development Expand into a number of outlets by year two and hire youth to decrease youth unemployment Keys to Success

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To succeed in this business we must: 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 new openings Establish a multitude of community gardens where our product supplication is fruit, vegetable, herbs and spices. Establish a organic sourcing list of food manufactures and distributors Sell the products that are of the highest quality, as well as keeping the customers happy with all of our product categories from store outlets to web merchandising Provide 100% satisfaction to our customers and maintaining the level of excellent services over 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 Promote good values of company culture and business philosophy

2. Company Summary What is Youth Culinary Restaurants?

YCR sells healthy soul food that maintains a higher nutritional value than other fast foods by preparation of organic and unrefined products, ingredients, herbs, spices and seasonings. We stem away from manufactures with a product list full of preserved and additive ingredients. For YCR, our focus is keeping soul food natural as possible. We are creative with presenting signature items to the public and diligent with training our youth to present themselves as a frontline work force to our cause. Our outlets also provides lounging and live entertainment, excellent and friendly customer service to support the ambience of fun in a energetic and youthful environment.

Knowledge-base surroundings We will surround our outlets with knowledge-base cue-cards and table toppers defining the benefits of our ingredients, herbs, spices and seasonings.

Hours of Operation Our store is open every day from 10 am to 10 pm, 6 days a week and closed Friday sundown to Saturday Sundown. Sundown hours can vary from season to season.

Company ownership Is owned by Nathaniel Morgan, founder of Jacob's Heritage Foundation, and wife Reneeta Morgan.

Company Locations and Facilities Our first location will be small walk-in no dining located at 401 E. 107 st. in Chicago Illinois.

This location will feature its own originality in merchandise display and other brand building attributes. We will equip the outlet with modern restaurant furniture and aim for cleanliness.

We are currently looking at several possible sites in shopping malls and other locations on a bigger scale. The first space selection will be chosen based upon the following criteria:

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Community size served: 149,840 people within a radius of 14 mile (2 communities). Prime location were both intersecting streets are main boulevards Large percentage of working classifications in the community

3. Product Description Entrees Create-a-plate (Sundays only) (2 meats, 3 sides, 1 dessert, 1 beverage, 1 salad) $12.00 Today's Large entree (2 meats, 3 sides, 1 dessert, 1 beverage, 1 salad) $13.00 Half entree (1meat, 2 sides, 1 dessert, 1 salad) $8.50 Monday 3 cheese beef meatloaf baked with cilantro Baked chicken breast Mac & cheese Beans & rice Greens 1, dessert, 1 beverage, 1 salad Tuesday 2pc fried perch Homemade smothered turkey burger Mash potatoes Brown rice stir fry-cilantro, onions, corn, broccoli 1, dessert, 1 beverage, 1 salad Wednesday 3 cheese lasagna + fried chicken Vegi-spaghetti Fried green tomatoes or fried okra String beans 1, dessert, 1 beverage, 1 salad

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Friday 3 cheese turkey meatloaf baked with cut broccoli Grilled chicken breast with Alfredo sauce Dressing Beans & rice Greens 1, dessert, 1 beverage, 1 salad

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Thursday Baked bbq chicken Organic Italian sausage & stir fry Mac +cheese Cabbage Baked beans 1, dessert, 1 beverage, 1 salad

Single items Meats 2 fried chicken/biscuit

$3.50

Cornish hen half Lagzania Bbq fried Chicken Organic Italian sausage/stir fry on bun Homemade smothered turkey burger/garlic bread 3Fried perch/battered wedges/cole slaw 1 baked chicken breast/broth/stir fry 3 cheese Turkey meatloaf baked/broccoli 3 cheese Beef meatloaf baked/cilantro+basil Pepper steak

$4.00 $4.50 $4.85 $4.85 $5.50 $5.50 $4.85 $5.50 $5.50 $5.50

Family pans All meat pans are $85

Side items small Large Baked beans $3.25 $4.75 Cabbage $3.25 $4.75 Dressing $3.75 $5.00 Brown rice $3.25 $4.75 Corn, cilantro, onions, broccoli (stri fry) $2.50 fried okra $3.50 $5.00 Vegi- spaghetti $3.75 $5.00 Beef spaghetti $3.75 $5.00 Turkey spaghetti $3.75 $5.00 String beans $3.00 Beans/w rice $3.50 Greens $3.75 $5.00 Mac & cheese $3.50 Garlic bread $1.50 sweet potato fries $2.75 Fried green tomatoes $4.50 Burrito fingers(8pc) $4.75 $6.00 (12pc) Taco fingers(8pc) $4.75 $6.00 (12pc) Salmon & cheese fingers(8pc) $5.25 $6.85 (12pc) Cream of mushroom soup $2.50 Cream of broccoli soup $2.50 $4.00 Romaine Salad(turkey or chicken sprinkles) $4.50

Family pans All side item pans $65 except soup

Family desert pans $75

Organic drinks

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Meatless items (served w/ toasted organic bread) Mexican-style gardanian chili w/soy $5.50 Italian soy spaghetti $5.50

Desserts Banana pudding Peach cobbler Bread pudding Cake

$3.75 $3.75 $3.75 $3.00

Lg. $4.75 $4.75 $4.75 $4.50

Extras Unskinned battered seasoned wedges w/ ground turkey and sauce $5.50 Nachos & cheese w/ ground turkey or beef w/ pepper or gardenian peppers $4.75 Homemade Grilled turkey burger simmered in hot bbq sauce w/fries & cole slaw $5.75 Homemade Grilled beef burger simmered in hot bbq sauce w/fries & cole slaw $5.75 4. Sales Programs

Each restaurant opening will have more or less of the same product items. Below are the programs that we will develop to open each location.

Sales Literature Our sales literature will be bi-fold menus and possible tri-fold menus as we add items. We will have $25 gift certificates as well.

Sourcing We look forward to establishing a relationship with quality wholesalers of natural products, herbs, spices, and unrefined products.

Grand Opening Each new outlet will have outdoor signage and in-store promos with knowledge-based cue-cards.

Point of Purchase We will use "tray toppers" and “cue cards "to explain the concept and philosophy, “Keeping Soul Food healthy.” We will also sell gift certificates, announce future job openings for youth and volunteers.

Direct Mail Piece A stand-alone piece, folded, will be produced in full color on post cards. Inside will be all the important details of Youth Culinary Restaurants like menu, meal photos, cause in-depth and locations.

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Catering Brochures and will explain that we can handle banquets and private parties and corporate parties.

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Future Products Added items from the product section, will be planned and spread out through a collaboration process of introducing a new youth item, community cooking contest or other forms of fun an entertaining approach to present a new item.

5. Market Analysis

Our market analysis is located on the far south side of the city, on the very west end of the Roseland community, with respects to the boarder of the pullman community. Roseland is one of the 77 official community areas of Chicago, Illinois. It includes the neighborhoods of Fernwood, Princeton Park, Lilydale, the southern portion of West Chesterfield, Rosemoor, Sheldon Heights and West Roseland. Roseland is a 4.86 sq mile radius and has estimated an increased population growth from 2010 – 2011. According to www.city-data.com/zips/60628.html Zip code population in 2000: 87,827, Zip code population in 2010: 72,202, Estimated zip code population in 2011: 76,929,

We gathered a one mile radius for our deliver zone and for our focus group surveys. We selected 6 northeast sections, 3 northwest sections, 5 southeast sections and 5 southwest sections with our restaurant at center. As we look at Appendix 3, we see our zone of work. each square represent the sections income, population and household classifications.

Northeast section 1  Median household income of $65,417, population 855 and Household: 370 Northeast section 2  Median household income of $40,145, Population: 942 and Households: 340 Northeast section 3  Median household income of $56,944, Population: 762, Households: 341 Northeast section 4  Median household income of $41,042, Population: 694, Households: 360 Northeast section 5 (Chicago State University)  Median household income of $42,466, Population: 1,614, Households: 388 Northeast section 6  Median household income of $53,864, Population: 684, Households: 355 Northwest section1  Median household income of $43,672, Population: 1,176, Households: 564 Northwest section2  Median household income of $49,688, Population: 938, Households: 259 Northwest section3  Median household income of $60,361, Population: 625, Households: 302

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Southeast section 1  Median household income of $26,106, Population: 1,469, Households: 823 Southeast section 2  Median household income of $29,205, Population: 784, Households: 541 Southeast section 3  Median household income of $53,167, Population: 879, Households: 497 Southeast section 4  Median household income of $53,056, Population: 345, Households: 173 Southeast section 5  Median household income of $40,833, Population: 960, Households: 469

Southwest section 1  Median household income of $34,135, Population: 1,159, Households: 606 Southwest section 2  Median household income of $62,500, Population: 1,513, Households: 469 Southwest section 3  Median household income of $31,830, Population: 717, Households: 228 Southwest section 4  Median household income of $13,973, Population: 382, Households: 101 Southwest section 5  Median household income of $37,545, Population: 1,117, Households: 437 East borderline section 1  Median household income of $53,864, Population: 684, Households: 355 East borderline section 2  Median household income of $17,663, Population: 1,335, Households: 553 East borderline section 3 (Olive-Harvey College)  Median household income of $41,389, Population: 1,900, Households: 822

Appendix 4 Our market area. Roseland community Appendix 5 Our market area. Pullman community

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Within our Market Analysis, we have also created another job position for our youth to be our focus groups for those communities. Overall, we will create a different promotional buzz for each section and document our surveys and response in what the community wants while we engage the community with work force development for our youth.

6. Market Segmentation We are targeting two Chicago communities. Roseland and Pullman communities. These two communities are adjacent one another and has a 10 mile combine radius and a combined population of 144,630. Our secondary market segment is the working class population which ages from 16 to 65.

Geographic Roseland – 5 mile radius – 60628 – population 76,929 Pullman – 5 mile radius – 60628 – population 67,701 Demographics Age: 15-25 currently working or enrolled in college or high school and driving. Age: 25-40 Working class, driving, medium social involvement for their communities Age 40 -65 working class or retired, disabled, maximum involvement in volunteerism Family unit: Young families with children. Gender- We will target both sexes, Income- We will appeal to the medium to high income levels with firm focus on lower income Target Market Segment Strategy Youth Culinary Restaurants intends to cater to the bulk of corporate America and nonprofit organizational events. We have chosen this group for several important reasons. It is our goal to be "the extraordinary healthy soul food establishment where we keep soul food healthy. ” We believe in brand building and that our service to corporate events will grow our non-profit notoriety status for increased donation support.

Our second target is between the ages of 25 and 40, which are a heavy lounge/restaurant user group. They are more flexible in budgets and seek more than a value/price relationship. Our market mix of food and live entertainment will be the presentation of bigger outlets.

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Our third target is our youth and unemployed patrons. we want to keep the price point at $3 through $6 for youth and unemployed patrons. We present single items and extras on our menu to keep a fair and balanced price point as possible.

Market Needs Youth Culinary Restaurants sees our targeted market as having to much unhealthy eating and drinking according to the Chicago report, EXAMINING THE IMPACT OF FOOD DESERTS - Mari Gallagher http://www.marigallagher.com/site_media/dynamic/project_files/Chicago_Food_Desert_Report.pdf

The following market needs. Knowledge-base nutritional information Guidance in healthy living Wants an entertaining and fun experience Expects a socially-catered relationship Insists upon a clean, friendly, and attractive environment Market Trends According to FDA Commissioner Margaret A. Hamburg, M.D., "For 20 years consumers have come to rely on the iconic nutrition label to help them make healthier food choices. To remain relevant, the FDA's newly proposed Nutrition Facts label incorporates the latest in nutrition science as more has been learned about the connection between what we eat and the development of serious chronic diseases impacting millions of Americans."

According to a press release room the FDA, the agency has proposed an update to nutrition labels on packaged foods. The agency would like to see an updated label that draws more attention to the connection between diet/nutrition and chronic diseases such as obesity and heart disease.

While trends remain a factor for health, Youth Culinary Restaurants would like to be on the same accord with prepared food in our establishment. We find it trendy to explain and define the benefits and preparations of our items. While giving a broad outlook on what's good and bad, what's toxic or not will be well appreciated for our communities 7. Industry Analysis Trends in Food Service Retail

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With more fast food establishments displaying whole wheat, gluten free and high in antioxidants on their products is a good start for conscience. Also, the wave of display must continue in fresh preparations to avoid lots of preservatives and additives to our retails stores from food manufactures. We think that if more companies can do healthy fast casual well, more people in our world will live a longer and healthier life. That’s what we want to be a part of, and that’s what we’re focusing on.”

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“Fostering The Health Push” is what I read from a food industry magazine about an increasing amount of interest and energy being spent in the healthy fast-casual arena,” Corrin says- a fastcasual owner, whose goal is to help consumers find fresh and nutritious meal choices that energize people on the go. http://www.qsrmagazine.com/exclusives/fostering-health-push

Other industry trends that executes a supportive foundation for Youth Culinary Restaurants is the USHFC, established in 2011, is a Washington, D.C.–based nonprofit, nongovernmental organization dedicated to fighting obesity, diabetes, and other food-related diseases by increasing access to healthful, affordable, and sustainable food and beverages. The USHFC works toward its mission through the REAL Certification, nutrition analysis, menu labeling, and recipe consulting. Several quick-service restaurants are doubling down on their health and wellness efforts thanks to the new REAL Certification program from the United States Healthful Food Council (USHFC).

In short, a REAL Certification signals to the public that the entire establishment—not just a few menu items—has nutrition and sustainable sourcing at its core. And customers can rest easy knowing the certification is legitimate; the certification process requires a third-party examination that includes menu analysis, on-site inspection and interviews, recipe audits, and a supply chain review. http://www.qsrmagazine.com/exclusives/restaurants-get-real 8. Competition Our main competitors in this segment are any food outlets within a 10 mile radius from our location. Appendix 6: There are 20 competitors in the 60628 area which non are healthy soul food eatery with displayed knowledge-base information. 3 Subway, 2 McDonals's, 2Whit Castle, Wend's, 2 Popeye's, 2 KFC, Church's, Mr. Submarine, Jacks famous Wings & Sandwich, Hut's Fish & Chicken, Uncle Eddie's, Sunrise Fast Food, and Burger King. lest than half of our competitors are in our immediate vicinity and does not pose a threat.

We also are next to a neighboring community in the 60619 area with 13 distant competitors, but we list them here to show a influx of fast food establishments that our Chicago health department and LaSalle Bank is referring to. 60619 fast food establishments: 2 Burger Kings, McDonald's, 2 Subways, Turkey Burger Grill, White Castle, Sunny Submarine, Captain Hooks, Church's Chicken, J&J Fast food, Maxwell & Fish, Taco Bell and KFC. Competitive Comparison

Youth Culinary Restaurants has several advantages over its leading competitors: Unique initiative engagement to the community with youth issues and supportiveness Publishing knowledge-base nutritional facts while brand building signature items Our innovative entertaining promotional events for our communities A fun store with a creative and friendly staff, with a high degree of enthusiasm in a youthful and energetic atmosphere

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Competitive Edge Ongoing consistency of new and creative items added to the menu Enthusiastic and friendly staff Community involvement with focus group Freshly prepared meals which are healthy with greater portions of unrefined ingredients

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9. Strategy and Implementation

Marketing Strategy Our strategy is based on serving our markets well. We will start our first outlet as a "market tester" that could become a model of the expanding number of outlets in the future.

Concentration will be on maintaining quality and health and establishing a strong identity in the local market.

A combination of local media and local store marketing programs will be utilized with a different marketing program at each store. YCR will be mindful not to run the same campaign at once. In-store marketing is most effective, in conjunction with social media releases and postings followed by print ads. Our collaboration between our focus group and our Ground Zero campaigns is a ongoing adventure throughout the life of the store. As soon as a concentration of these marketing effects are established, we will bring in the stamp card meal tickets- buy six full plates an get one free. We will do single items and deserts the same way with the meal tickets.

We believe, however, that the best form of advertising is still "buzz." or word of mouth. By providing a fun and energetic environment with our community events and online presence, we will keep that buzz going. Therefore, the execution of our concept is the most critical element of our plan and that's social media publicizing our grand opening and engaging our Ground Zero Campaign with our focus group. We will actively introduce our brand, through selling supportive materials, such as merchandise, promotional items and other marketing gimmicks.

Our lobby areas, counter tops and some displays will have small Q-cards and tray toppers defining the benefits of our ingredients, herbs, spices and seasonings while allowing Q-cards to be taken home with customers. All of these qualities are consistent with 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.

Pricing Strategy Our pricing strategy is positioned as "moderate", meaning that $6.00 is the average consumer spending for a dinner plate and $4.00 for a single item. Leveraging the volume of sold items, we came up with an single items menu and a extras menu for under $7.00. This create a balance of items sold among our high end items at the end of the day.

Brand Challenges

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Youth Culinary Restaurants have established a distinct brand logo to stand out from the other fast food competitors displays. Our logo is a distinct graffiti- abbreviated logo that stands out.

Youth Culinary Restaurants is stretched out under the abbreviation that looks fresh, energetic and eye catching.

Marketing Programs In-Store Marketing In-store brochures containing our concept and philosophy. Wall posters. Design concept. In-store information of made items and the benefits thereof Standing signage outside the store. Outdoor signage (if possible) in the vicinity of the store Grand opening promotion. Party catering. Merchandising items Local Store Marketing Local Media interviews Direct mail piece – containing menus, magazines and promotions. Web page – containing company philosophy, history and news.

Youth magazines that promotes our employees, programs and workshops from our nonprofit division

Newspaper campaign – placing large ads throughout the month Residential cooking contest- be creative. Present something that's rare on the soul food market and when a month of sales residual and placement in our kitchen. Monthly

Positioning Statement To our group of healthy customers and more so our unhealthy customers, Youth Culinary Restaurants is a health conscience environment of people which sells healthy soul food that maintains a higher nutritional value from fresh preparation of organics, unrefined products and ingredients, herbs, spices and seasonings. Youth Culinary Restaurants delivers a mind and body experience of restoration when you maintain a consistent conscience of eating which we encouraged by our routinely convincing proof our brand have delivered from knowledge-base information.

Sales Strategy The sales strategy is to add new products and build and open new locations in order to increase revenue. However, this plan will be implemented when the one "market tester" outlet shows potential growth. Each location will continue to build its local customer base by community engagement with our nonprofit youth activities. marketing contest of many sorts.

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We anticipate the highest peak of the months are March throughout September in our sales forecast. Due to the thanksgiving holiday month and Chicago's winter blast, October throughout February is our downtime months. We will increase our corporate catering promotions during our downtime months. To keep cost down while experiencing high net increases in any months, we will initiate developments of our own urban agriculture, community fruit and vegetable gardens where we grow our own spices, and herbs.

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Sales Forecast

10. Milestones      

Obtain $100,000 for start-up funding Store rehab completion Grand opening Culinary training for youth Potential growth within one year Second location under construction

11. Web Plan

The website will, of course, show visitors everything about Youth Culinary Restaurants, including a brief history of the nonprofit aspect of youth development with redirection link to the full site. To make the website interactive, YCR will offer promos via the Internet and live chat.

Promotional coupons will be available for print. Visitors can also download our web app to their phones. Besides the traditional formats of customer service hotline and in-store form, customers can now write their comments and suggestions and reviews on our website and our app.

Therefore, the website itself will act as the medium between our company and our audience. We will leverage the use of our app by offering $2 off when you download our app.

12. Management The initial management team depends on the founder himself, with volunteer staff. As we grow, we will take on additional help in certain key areas from a adult/youth management workshop from our nonprofit division and have placement positions fill as we see fit. Positions that are ready for personnel are 10 culinary positions for youth, 3 adult culinary positions, 3 sanitation spots, 2 managers, and 3 cashiers. Other volunteers will be mentors and play roles in other positions to train youth as in delivery and focus groups.

Part of our basic philosophy will be to start with management with adult-led experience and start a low moderate and high management team mix using youth/adult – led teams. We will not add additional overhead until absolutely necessary from this management concept. This will mean that the initial staff support team will have to work extra that was mentioned in the above paragraph. By doing this, we will keep our overhead as low as possible, allowing us to adequately staff our outlets.

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Youth Culinary Restaurants is currently the creative idea of its the founder. As the company is small in nature, it only requires a simple organizational structure. Implementation of management calls for experience cooks to train volunteers and youth. As we expand into multiple locations, each location will have a primary site manager with its own organizational structure.

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Management Team

13. Organizational Structure Future organizational structure will include a director of store operations and 2 adult managers and youth team leaders for higher positions. Below is a list of initial positions within 3 to 6 months of opening.

Cashiers Chefs Sanitation Purchasing/inventory Delivery Catering Focus group Schedule Food preparation This will provide a supervisory level between the executive level and the store management level using our adult/youth-led concept with low, moderate and high responsibilities given to youth as they grow. Current plan is to outsource our accounting and payroll functions done by an accounting firm such as ADP. Possible positions might be added at a later date include marketing manager, and human resources.

Personnel Plan Any adult or youth in the chef position preparing food will start out with a commission-base from prepared dish or stipend. This encourages that employee to tell friends and family to come purchase what they prepared. Adult workers, trainers, and mentors personnel plan is base on volunteerism to further notice to be added on a payroll basis.

14. Financial Plan Grant funding, private donations, and fundraising

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Appendix 1 Food desert report Appendix 2: food desert Appendix 3 Roseland community: Deliver zone and focus group survey area.

Appendix 4 Our market area. Roseland community Appendix 5: Our market area. Pullman community Appendix 6: Competitors Appendix 7: 1 year Cash flow Appendix 8: Cash flow for other items Appendix 9: units sold per month Appendix 10: Sanitation license Appendix 11: Program cost

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Appendix

Appendix 12: Start-up

Financial explanations Appendix 7: 1 year Cash flow Gross sales: is determined by the number of dinners sold. only the half plates and full plates are estimated. There is a separate cash flow sheet for other items. 90 to 115 dinners (using greatest sum sold) x $10.50 = 1207.50 / 1207.50 a day at 6 days a week = $7,245 x 4 weeks = $28,980.

Catering: Catering is based on serving a group of people at a charge of $11 per head count. We plan on 2 to 3 catering events a month.

Deliveries: between 130 to150 deliveries a week @ 10.50ea dinner @ 4 weeks. We will fluctuate on a monthly basics and meet the financial forecast for each month.

Pastries/beverages: Sold in store as whole products and slices along with smoothies and drinks.

Food perishables: is base on beginning inventory of raw meats, seasonings and basic dry storage and cold storage ingredients.

Total Inventory: is subtracted from total revenue to give us a balance sum for gross profits.

Operation expenses: is deducted from gross profits to estimate operating income for the each month.

Loan payments is not actual agreement but is summed up to a minimum to reserve loan repayments

Appendix 8: Cash flow for other items The price of the item is multiplied by the number of units sold per month. The numbers 14 through 30 is used to calculate the revenue for that item. (Appendix 9).

Calculate 5 meats for 1st three months. Add 3 meats next six months. Bring in last 3 meats for last three months.

Calculate 10 single items for 1st three months. Add 10 more single items for next four months.

Add 5 for next three months and the final 5 items for last two months.

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Year totals represents monthly residuals.

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Appendix 1 Report of food deserts in the communities we serve

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Appendix 2 49 and 50 is ours market communities. These areas are label as food deserts

Appendix 3 Roseland community: Deliver zone and focus group survey area. one purpose of our survey area is to promote new menu items to our sections while enhancing our brand and community engagement Northeast sections 5 (Chicago State University)

Northeast sections 4 Northeast section 3 Northeast section 3 Northeast section 2 Northeast section 2 Northeast section1 Northeast section 1 East borderline sec. 3 (Olive-Harvey College)

Our Store

East borderline sec. 2 East borderline sec. 1

Southwest section 1 Southeast section 1 Southwest section 2 Southeast section 5 Southwest section 3 Southeast section 4 Southwest section 4

Southeast section 3

Southwest section 5

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http://www.city-data.com

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Southeast section 2

Appendix 4 Our market area. Roseland community

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Pullman in dashes

Pullman in dashes

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Appendix 5 Our market area. Pullman community

https://www.google.com/#q=fast+food+in+60628

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US

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Appendix 7: 1 year Cash flow

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26

Appendix 8: Cash flow for other items

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27

Appendix 9: Cash flow for other items

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28

Appendix 10: Sanitation license

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29

Appendix 11: Program cost

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30

Appendix 12: Start-up