Restaurant

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Executive Summary

Hearth and Table is a neighborhood restaurant in our city serving modern American comfort food made from local ingredients. We offer lunch and dinner, with a short menu made from fresh ingredients, friendly service and a space where neighbors and families want to come back. Diners want good food, a fair price and service that treats them well, and many neighborhoods have too few choices that are not chains. Many restaurants fail in the first years because costs get out of control, service is inconsistent or the menu is too large. We will win guests by keeping the menu focused, controlling food and labor costs and making every guest feel welcome. Here is what our numbers show. We expect sales of about $540,000 in Year 1, growing to about $1,160,200 by Year 5 as we build a loyal base of regulars and add lunch, takeout and catering. We expect a loss of about $46,100 in Year 1 while we build our customer base, then a profit from Year 2 (about $54,100), growing to about $203,200 by Year 5. We need $296,500 in total. That covers $209,500 in startup costs (a commercial kitchen, dining room furnishings, a build-out, opening inventory, permits and licenses, insurance, staff training, a sign and a lease deposit) and a cash cushion of about three months of bills. I am putting in $20,000 of my own money, and I am asking for $276,500. The startup costs include a build-out of the space and a lease deposit. I am Linda Fisher, the owner. These numbers are estimates based on the assumptions listed at the end of this plan, not promises.

Company Description

Hearth and Table will be a limited liability company (LLC) in Idaho, owned by Linda Fisher. We will work from a leased storefront of about 2,200 square feet with a kitchen, a dining room and a small bar. What we believe. Serve honest food made with care, keep the menu focused, treat staff and guests well and watch every dollar. What we offer:
- Lunch and dinner, dine-in and takeout. - A focused menu that changes with the seasons. - Beer, wine and non-alcoholic drinks. - Catering and private events for small groups. - Gift cards and loyalty rewards. Licenses and insurance. Restaurants are heavily regulated. We need a business license, a food service permit and inspections from the health department, food manager certification, a certificate of occupancy and fire inspection, a sign permit and, if we serve alcohol, a state liquor license (which can take months and cost thousands of dollars). Our county requires a food service permit with a plan review, and our state liquor license takes about four months. We carry general liability, property and workers' compensation insurance, follow wage and tip rules and label allergens as required. Where things stand today. I have worked in restaurants for twelve years, including five as a chef, I have run a weekend pop-up for a year and I have looked at three spaces.

Problem & Opportunity

Diners near us want a good meal at a fair price, and a place that feels like theirs. 1. Too many chains. Many neighborhoods have few independent restaurants. 2. Inconsistent quality. Some places are great one night and poor the next. 3. Long waits. Slow service and long waits turn guests away. 4. High prices. Many diners feel they pay more and get less. How we know people want this. My pop-up sold out 14 weekends in a row, and 200 people joined my email list.

Products & Services

What we sell. 1. Food sales. Meals served in the restaurant and for takeout. Our plan assumes an average of about $24 per meal in Year 1, rising to about $26 by Year 5. Ingredients and direct costs run about $8 per meal. We expect about 18,000 meals in Year 1 (about 360 a week), growing to about 36,000 a year by Year 5. 2. Beverage sales. Drinks served with meals and at the bar. Our plan assumes an average of about $9 per drink in Year 1, rising to about $10. Direct costs run about $2 per drink. We expect about 12,000 drinks in Year 1, growing to about 23,000. Our prices. Entrees $18 to $30. Appetizers $9 to $14. Beer and wine $7 to $12. How it works for the customer:
1. A warm welcome and a table or a quick takeout order. 2. A short menu, with clear allergen information and a server who knows the food. 3. Food made to order and delivered hot. 4. A friendly goodbye, a loyalty reward and an invitation to return. Gross margin, explained. "Gross margin" is the share of each sale left after paying for materials and direct job costs. Our plan shows about 66% in Year 1. That money pays the owner and crew, vehicle costs, insurance and other bills.

Market Analysis

Who will hire us:
- Neighbors who want a good meal close to home. - Families and groups celebrating together. - Workers on lunch breaks. - Local offices and groups ordering catering. Where we will work. A corner storefront on Main Street in a walkable area with parking, near an office park and two neighborhoods. Season. Restaurants are busiest on weekends and evenings, and around holidays. Summer patios and winter specials help balance the year. We watch sales by day and hour and adjust the schedule. Our plan is careful on purpose. About 360 meals a week in Year 1 is about 50 meals a day, a pace a small kitchen and floor team can handle well.

Competitive Landscape

Other choices customers have:
1. Other restaurants in the area. Maple Bistro (a made-up name) charges about $22 for an entree; known for atmosphere, but inconsistent service. 2. Chains and fast food. Cheap and consistent, but impersonal. 3. Grocery stores, delivery apps and meal kits. Convenient, but not the same experience. How we will win customers: a focused menu, consistent quality, friendly service, fair prices and a welcoming space.

Marketing & Sales Strategy

How people will find us. - A free Google business listing with photos, hours and the menu, and a simple website. - Social media photos of food and people, and posts about specials and events. - An opening-week event and partnerships with nearby businesses. - Asking every happy guest for a review, and a loyalty program. - Catering and private event offers to local groups. Marketing budget. About $12,000 a year. The sign, logo, menu design and website are paid for from startup costs.

Operations Plan

How the business runs day to day. Daily operation. The owner and general manager run the floor, the chef runs the kitchen and the team handles service. In Year 1 we have an executive chef and about six full-time equivalents of front-of-house and kitchen staff, growing as sales grow. Each day has an opening and closing checklist, prep lists, par levels for ingredients and a weekly count of inventory. Equipment. About $120,000 to start: range, ovens, fryers and grill; hood, ventilation and fire suppression; walk-in cooler, freezer and reach-in refrigeration; prep tables, sinks and smallwares; dishwashing station; point-of-sale system and kitchen display; dining tables, chairs and bar; beverage equipment: taps, coolers and ice machine; sound system, TVs and decor. We set aside about $8,000 to $10,000 a year for repairs and replacements. Upkeep. Equipment cleaned daily and serviced on schedule, refrigeration temperatures logged, the hood cleaned regularly and the dining room deep-cleaned weekly. Safety. Food safety training for every employee, proper storage and temperatures, fire safety and suppression systems, safe knife and equipment use, slip prevention and responsible alcohol service. Running costs in Year 1: rent and utilities about $60,000, marketing about $12,000, admin and insurance about $10,000. Scheduling and billing. A point-of-sale system with online ordering and scheduling software, with daily sales and labor tracked.

Management & Organization

Who runs the business. Linda Fisher, owner. As owner and general manager I will run the restaurant, manage staff, order supplies, watch costs and handle the money side of the business. I plan to pay myself $52,000 a year in salary in Year 1. Team. I plan to hire an executive chef at about $58,000 a year from Year 1, and a front-of-house and kitchen team (counted in full-time equivalents) at about $26,000 a year each: six in Year 1, growing to ten by Year 5. People who will help us: a bookkeeper or tax preparer, an insurance agent, and a free mentor from SCORE or the Small Business Development Center (SBDC). Michael Perry serves as a key volunteer advisor.

Milestones Narrative

Our goals and when we plan to reach them. - Before starting: sign the lease, get permits and licenses, build out the space, buy and install equipment, hire and train staff, and open. Target start: September 2027. - First year: serve about 18,000 meals and 12,000 drinks, for about $540,000 in sales. - Year 2: add front-of-house and kitchen staff as sales grow, about $790,000 in sales, and a profit of about $54,100. - Years 3 to 5: grow to one executive chefs and about $1,160,200 in sales by Year 5. Growth depends on hiring good people and winning the work, so treat the later years as goals, not promises. What we check every week: sales by day and hour, food cost, labor cost, waste, reviews, and cash in the bank.

Funding Request

How much we need and how we will use it. Total needed: $296,500. This number comes from the Funding Need Calculator in this plan. It adds up: - Startup costs of $209,500, listed item by item in the Startup Costs section (about $120,000 for the kitchen, ventilation, refrigeration, dining room, bar and point-of-sale system, $40,000 for floors, restrooms, paint and lighting, $8,000 for opening food and beverage inventory, $6,500 for the health permit, business license, food manager certification and liquor license, $11,000 for insurance and pre-opening staff training, $3,000 for entity formation, lease review and bookkeeping, $6,000 for the sign, logo, menu and website, and $15,000 for the lease security deposit). - A cash cushion of about $87,000: the deepest cash dip in the early months plus about three months of bills, so slow weeks do not put the business at risk. Lenders call this "cash cushion." - Together that comes to about $296,500 (rounded up to the nearest $500), which is the total we are planning for. Where the money comes from: - My own money: $20,000. - Amount requested: $276,500. Kind of funding we are looking for: an SBA 7(a) loan through a local bank or community lender. How we will pay it back. We expect a loss of about $46,100 in Year 1 while we build our customer base, then a profit from Year 2 (about $54,100), growing to about $203,200 by Year 5. With this funding, the business has money in the bank every year of the plan. The loan is planned at 11.25% interest over 10 years, the most the SBA allows for a loan this size, so payments of about $3,848 a month are already included in our cash flow. What we are offering the lender: our equipment and my personal guarantee A smaller first step, if needed. If we cannot raise the full amount right away, we can start smaller and grow into this plan: - Phase 1: start with a food truck, a pop-up or a catering business, with a small menu, while keeping your current job. Startup can be under $10,000. - Phase 2: once you have a following and a proven menu, lease a storefront and follow this plan. To plan the smaller start, make a copy of this plan (use Duplicate) and lower the numbers to match. The $6,500 permits and licenses line includes a liquor license, which can cost far more depending on the state and has its own eligibility rules. All numbers in this plan are estimates. We will update them as real results come in.

Appendix Notes

Documents to attach before you send this plan:

- Your resume (one page is fine) and any licenses or certificates. - A personal financial statement (a list of what you own and what you owe; lenders usually provide a form). - Business registration papers and your EIN (your business tax number from the IRS, free at irs.gov). - Proof of insurance, or a quote. - Your lease or letter of intent, if you have one. - Quotes for the equipment and build-out. - Your menu or price list. - Photos of your product or past work, if you have them. - Your menu with costs and prices, and your sample weekly schedule. - Your liquor license application, if you will serve alcohol. If you don't have any of this yet, no worries - let's continue. The assumptions behind our numbers (change them in the Financials section to match your own):
- Food Sales: about $24 per meal in Year 1, rising to $26; about $8 per meal in direct costs; about 18,000 meals in Year 1, growing to 36,000. - Beverage Sales: about $9 per drink in Year 1, rising to $10; about $2 per drink in direct costs; about 12,000 drinks in Year 1, growing to 23,000. - Owner salary: $52,000 a year. Executive chefs: $58,000 a year each, from one in Year 1 to one in Year 5. - Front-of-house and kitchen staff (full-time equivalents): $26,000 a year each, from six in Year 1 to ten in Year 5. - Other yearly costs in Year 1: rent and utilities about $60,000, marketing about $12,000, admin and insurance about $10,000. - Tax rate: 21%. - Every dollar amount is an estimate. Replace them with your own quotes and research.

Startup Costs