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Singles Bar Business Plan

Use this sample business plan to open up your own singles bar.




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Singles Bar Business Plan

Executive Summary

Colloquy Grog Shop is a unique local bar/coffee/tapas house that provides a friendly, effective place singles can meet. Colloquy Grog Shop is not your typical bar where people go to meet other singles, it has a unique service called the structured conversation system that is quite effective for allowing singles to meet each other and provide them with valuable insight into the other person through reflective conversation.

The structured system provide an atmosphere that lowers inhibitions and breeds confidence, allowing singles to meet other singles and gain insight into their personality by way of thoughtful discourse. Meeting people is one of the biggest hurdles for 25-45 year old singles. Colloquy Grog Shop provides this group with an effective solution to this problem. Colloquy Grog Shop will reach profitability by year two and will have earned comfortable profits of by the end of year three.

1.1 Objectives

The objectives for the first three years of operation include:

  • To create a local tavern/coffee shop whose primary goal is to exceed customer’s expectations.
  • To increase the number of clients by 20% per year.
  • To develop a sustainable start-up business surviving off of its own cash flow.

1.2 Mission

Colloquy Grog Shop’s mission is to provide a neighborhood bar/coffee shop where single people can meet. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. Our services will exceed the expectations of our customers.

1.3 Keys to Success

The keys to success will be to constantly address our customer’s needs.

Company Summary

Colloquy Grog Shop is a bar/coffee shop designed to bring together singles and create an environment that allows people to comfortably meet each other.  This is done through a structured conversation system that eliminates uncertainty regarding the social dynamic by creating structure through the use of conversation topics assigned to each table.  This structure allows people to be feel more comfortable in meeting new people at the bar/coffee shop because the uncertainty of how to act is eliminated, the structure guides the interaction with the people at the table.

The Colloquy Grog Shop will be set up in the hip, upcoming industrial area of NW Portland.  This area is a rapidly emerging night stop for the targeted demographic.  Because the rented space will be an old warehouse the lease costs are quite reasonable.  The tradeoff for the very reasonable lease is slightly higher tenant improvements required at start up.

2.1 Company Ownership

Colloquy Grog Shop is an Oregon corporation solely owned by Karen Kibbutz.

2.2 Start-up Summary

Colloquy Grog Shop will incur the following start-up costs:

  • Commercial espresso machine.
  • Commercial coffee machine, grinder.
  • Refrigerator and freezer.
  • Dishwasher.
  • Bar counter and bar stools.
  • Eight tap beer system (including refrigerator unit) and pint glasses.
  • Point of sale terminal with cash register.
  • Computer system with CD-RW, printer, Microsoft Office, QuickBooks Pro and an Internet connection.
  • 15 four-top tables and 60 chairs.
  • Installation of sinks in the bar area.
  • Commercial oven and range.
  • Large counter.
  • Assorted cook ware and utensils.
  • Three telephones, fax machine and copier.
  • Renovations.


Colloquy Grog Shop sells the following:

  1. Eight microbrew beers on draft and in bottles: beer is served for two reasons.  One, alcohol reduces inhibition, making it easier for people to meet and interact. Two, draft beer generates wonderful profits.  Microbeers are chosen because they are of higher quality than large production beers and our target segment prefers them.
  2. Espresso, cappuccino, coffee, and other coffee/espresso drinks: coffee and coffee-related drinks are hugely popular, particularly in the Pacific Northwest.  Northwesterners expect good coffee/espresso at most food/drink establishments and it is often associated with good conversation.
  3. An assortment of different tapas: tapas are chosen because they can be relatively easy to make, the offerings can be changed frequently, and tapas are more community oriented, meaning they are designed for a table/multiple people to share.  This reinforces Colloquy Grog Shop mission of bringing new people together.

The service offerings are based on a system for singles to meet new people.  This is accomplished through a structured conversation system.  The Grog Shop is divided into two sections: a smaller section of tables for general customers, and another larger section for singles to come and meet new people.

The singles section is composed of 4-top tables (tables for seating for four). Each table will be marked with a topic of conversation in the center.  Throughout the evening as there is turnover of the table or the conversation is exhausted, the server will introduce a new topic. The topics are far reaching, some are recent news or sports, while others are intelectual, and some are philosophical.  The bulk of the topics will be of the latter varieties as people that are interested in meeting people through the conduit of conversation will typically prefer heavier stuff to provide more insight into that person.

If you ask a majority of single 25-45 year olds, most will say they have difficulty meeting new people.  Regular bars are not an ideal place to meet people because beyond their visual image, it is quite difficult to learn anything material about the person to determine if there are commonalities. The typical bar has loud music and is not geared up for serious conversation.

Colloquy Grog Shop creates a setting in a bar/coffee shop that encourages thoughtful conversation, allowing patrons to gain insight into the other singles.  The key to the conversation system is structure.  The rules are clearly established.  Singles sit down at specific tables and discuss the assigned topic of conversation. The conversation is used to elicit insight into the other person, their values and perspectives as well as implicit, and sometimes explicit, insight to their background and past.

The structured conversation system is successful because it is reduces ambiguity or uncertainty in the singles social scene allowing people to feel more comfortable in the setting and open up more to the new people.  Additionally, for intellectually-minded people, it allows them to find people with similar interests, whether the similarity is based in the topic of conversation of more generally in conversation itself.

Market Analysis Summary

Colloquy Grog Shop’s market can be broken down into two different groups, singles and non-singles.  Both groups are well educated and are middle to upper-middle class.

Colloquy Grog Shop competes within the bar/coffee shop industry with a market niche focusing on singles activities.  By concentrating on these single activities, Colloquy Grog Shop also faces competition from other singles groups.

4.1 Market Segmentation

Colloquy Grog Shop’s customers can be broken down into two groups: singles, and non-singles.  The non-singles group is smaller by virtue of the fact that if you are meeting someone whom you already know, the two of you can come up with the topic of conversation yourself, therefore, Grog Shop offers this group less value.  The demographics for the non-singles is similar to the singles, to be listed below. The demographics of the singles are:

  • Single: self evident.
  • Professional: this characteristic is intuitive since the the underlying element of Colloquy Grog Shop is thoughtful conversation, and most, if not all professionals are intelligent and appreciate thought-provoking conversation.
  • Income over $40,000: this to a large degree correlates to the fact that they are professional.  The one exception are teachers who are underpaid relative to their contribution to society.
  • Age 25-45: the largest group of singles looking for companions.

4.2 Target Market Segment Strategy

Colloquy Grog Shop strategy will be based on communicating Grog Shop’s value to the targeted segments.  This will be done through a variety of methods.  The first method will be strategically placed advertisements.  One place that will be used for advertisements is the Willamette Weekly, the liberal arts magazine that details all of the entertainment in Portland.  This will be the main source of advertisements because the demographics of their readership are fairly similar to Colloquy Grog Shop’s demographics.

Another source of marketing will be done with strategic relationships with companies that have similar customer demographics.  One prime example is the Multnomah Athletic Club.  While the clubs patrons are not necessarily overwhelmingly single, the rest of the demographics match.  The MAC is a fairly exclusive downtown athletic club that by virtue of the memberships costs, attracts professionals.  The strategic relationship with be mutually beneficial where both organizations will develop visibility for each other.

The other form of advertising will be using “grassroots” methods where customers will be given coupons for their friends to try Colloquy Grog Shop for the first time.  The coupon will be an economic incentive for the newcomer to try Colloquy Grog Shop.  The coupon also has the added force of a referral from a friend.

4.3 Industry Analysis

Colloquy Grog Shop competes within the general bar/coffee shop industry.

The bar industry is a very broad industry.  Participants in the industry do not seriously focus on specific niches.  Sure there is a flavor to specific bars, but it is not an overwhelming trait.  An example of this might be a sports bar that will typically have multiple TVs with sports on.  Beyond this “decoration,” there is not a significantly prevailing theme other than the place that serves alcohol.  The value that bars offer is a place where someone can go to get alcohol in a social setting.  A secondary benefit is an opportunity to meet people.  Please see the Product and Services section for commentary on the effectiveness of a bar’s ability for people to meet people.  To conclude, most bars have some sort of theme, but overriding theme is a place to socially consume alcohol.

The coffee shop industry is made up of diverse coffee shops that typically serve coffee and assorted coffee drinks as well as various food offerings.  Coffee shops are places where people will go to enjoy their favorite coffee beverage, to read a newspaper and relax, or to meet people and engage in conversation.  This last purpose of a coffee shop is an unstructured, unstated purpose.  It takes place at the hands of the patrons as opposed to a concerted effort by the establishment.

4.3.1 Competition and Buying Patterns

The competition comes from several different sources.

Bars: there are many different types of bars or taverns.  Some are better than others for meeting people, however, none have the business mission to bring together singles.

Coffee shops: coffee shops are typically an easy-going social setting that does lend itself for people to meet others.  Conversations occur in part because of the historical underpinning of coffee houses, in part by virtue of the fact that the background music is not blaring. Coffees shops rarely have any type of organized activities to bring singles together.

Other events activities aimed at bringing together singles: one phenomenon that has started in New York City and moved to a few other larger cities (not including Portland) is an activity that has a long rectangular table that always has one seat opposing the other.  People will sit down and with females on one side and males on the other (this seating arrangement is for heterosexual gatherings, the homosexual gatherings will obviously have the same sex on both sides) and will have a limited number of minutes (usually 10) to chat.

Typically, conversations can be be about anything, however you are not to reveal the job/profession that you are involved in, beyond that, anything is fair game.  The table rotates and you end up speaking with a lot of different people. You then create a list of the top five that you would like to speak with again and if the matching person also has you on their list, phone numbers are released to the two people.  Another activity might be some sort of outdoor activity like hiking or rafting and it is organized as a singles event.  There are also other type of singles events, too numerous to mention.  Lastly, there are resources like personal sections in local papers where people can post or respond to personal advertisements.

Every person has their own method of meeting people, some more useful than others.  Colloquy Grog Shop predicts singles will abandon or at least supplement their current method of meeting people with the Grog Shop’s activities as they are thoughtfully designed to achieve the goal of introducing like minded individuals.

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Restaurants & Bars

Restaurant Sample Business Plan

This sample business plan will provide you with the ideal guidelines for opening up a Mediterranean restaurant.




Click here to view this full business plan

Restaurant Business Plan

Executive Summary

On the Water is a new Mediterranean restaurant on the Sunset Strip. On the Water will target both fun-seeking as well as sophisticated diners looking for good food in a fascinating atmosphere.

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On the Water will seek to earn 85% gross margins through an innovative setting, a wonderful menu, and an experienced restaurateur.

The Market

On the Water will be targeting locals and tourists who are active restaurant seekers. There will be a special focus on young adults with $15K-$60K of income looking for good food and a great time. In addition to the young adults with money to spend, On the Water will also be targeting adults and tourists known to frequent Sunset Blvd.

The general demographics are males and females ages 20-50 with some or all of a college education. In addition to local Hollywood area people, On the Water will also serve party animals from neighboring cities and tourists.

Historically, if there is a dip in the general economy, the restaurant industry is usually effected far less that the overall economy. To some degree this is because of people’s perception that food, regardless whether it is from the grocery or a restaurant is a fundamental necessity of life and spend accordingly.

The Service and Products

One thing that is always consistent with On the Water is their impeccable service. All server staff hired have extensive experience and all go through three weeks of training, ensuring benchmarked customer service.

On the Water’s services are all delivered in their extraordinary atmosphere which includes a comprehensive art and culture collection from Mediterranean Europe. This provides an authentic surrounding that at times seems to distract everyone as they analyze the wealth of artifacts on display.

The menu is Lily Valdivia’s pride. It is a culmination of over 20 years of cooking. The menu contains traditional favorites such as hummus, baba ganouj, and tabouli.

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These favorites are differentiated through the use of the freshest organic ingredients. Most people are not aware of how much better the items taste when they are prepared with the freshest ingredients and made with love. Other menu items are kebobs, chutneys, flat breads and desserts. Everything is fresh, homemade, and prepared daily.

The restaurant is led by Lily Valdivia, an industry veteran. Her restaurant experience began 12 years ago as a server. She quickly moved up to fine dining serving where she perfected her formal, customer-centric serving approach.

For the last five years Lily has been the manager at a European restaurant with over $2.5 million in annual sales. As mentioned earlier, Lily started cooking 20 years ago as a child in Greece. Lily came from a large family and it quickly became her responsibility to cook for the entire family.

Her mother, who had three generations of traditional recipes, trained her. Lily quickly mastered these and began experimenting with her own dishes. The feedback from her family was always very positive. She knew one day she would have to parlay this skill into a business opportunity.

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On the Water is forecasted to reach profitability by month two. Sales are forecasted to reach $1,785,000 by year two and grow to $2,345,000 by year three. We forecast a high net profit on these sales.

1.1 Objectives

  • Sales increasing to more than $2,345,000 by the third year.
  • Keeping gross margin at approximately 80%.
  • Improve inventory turnover to two-hundred turns next year in year two, and to 240 in year three.

1.2 Mission

On The Water is a business that envelopes fine dining of unique mediterranean taste and an excellent bar and grill atmosphere. The mission is not only to have great tasting food, but have efficient and friendly service.

Our dining environment is not only welcoming and sophisticated, it is unique in design, with walls on almost all sides that are constantly wet with running water and a lush jungle ceiling that will hang from above. We concentrate on customer satisfaction and quality food that is always fresh and specially selected.

We will not judge a customer on class or dress. We want the On The Water grill to be place people can enjoy a good meal and meet new friends at our tropical Mediterranean Honey bar located inside the restaurant.

Company Summary

On The Water creates and serves a wild atmosphere for dining and eloquent mediterranean feasts for people who love the restaurant and bar scene, as well as a good time spent out on the town. Its customers are creative, fun-seeking, and sophisticated diners who wish to be best served by the restaurant they choose.

2.1 Company Ownership

On The Water is a sole-proprietorship business owned in majority by its founder and president Lily Valdivia. The business employs the owner, one investor and eight employees.

2.2 Start-up Summary

Our start-up expenses come to $61,450 which is mostly expensed equipment, rent, and legal and consulting costs associated with opening our first restaurant. We also require $69,000 of start-up assets, which includes $22,000 cash and $45,000 of long-term assets. The start-up costs are to be financed some by direct owner investment, as well as with the help of a major investor.

Products and Services

On The Water provides delicious mediterranean cuisine, with friendly, efficient service and atmosphere. We are especially focused on providing a unique environment for people to dine and meet.

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We have a full Mediterranean Honey bar for young adults and adults to enjoy drinks and music. We also provide the value of flawless and creative staff at a “hip” location located on Sunset Strip with valet included.

Market Analysis Summary

On The Water focuses on local and tourist active restaurant seekers, with special focus on young adults with a $20-30,000/year income and a desire for good food and a fascinating atmosphere as our target market.

4.1 Market Segmentation

Our target market segmentation is divided between young restaurant seekers with money to spend, as well as other adults and tourists who are known to frequent Sunset Blvd. for recreational enjoyment. Defining the high-end crowd is difficult because most of Sunset Strip goers are such.

We generally know the characteristics of our clientele with our available demographics of the area, our personal crowd would consist of young adults (ages 20-29) and adults (ages 30-50), both male and female, usually at least one year of college if not already fully graduated.

Our geographics include people from the local Hollywood area, party animals from other neighboring cities, and tourists from other states and countries.

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The psychographics of our clientele include “yuppies, big spenders, club hoppers, baby boomers, Sunset rats, etc…”  The buying patterns of our clientele will be people who like to spend money on pampering themselves, on quality food, feeling special, projecting an image of wealth, trying new things, and thrill seeking.

4.2 Target Market Segment Strategy

On The Water will focus on attracting young adults and adults ages 20-55, with an annual income of at least $15,000 to $60,000.

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We will concentrate on the high-end spenders who enjoy new restaurants, eating out, a fun atmosphere, and high-end food and service.

We want the yuppies, baby boomers, high-end clubbers, tourists with money, wealthy image seekers and compulsive spenders. We focus on these specific groups because these are the types of people who frequent other clubs and restaurants like ours on Sunset Blvd. They are the ones that are willing to spend their money on good dining and service at high prices.

We generally know the characteristics of our clientele with our available demographics of the area, our personal crowd would consist of young adults and adults ages 20-55, both male and female, usually at least one year of college if not already fully graduated.

Our geographics include people from the local Hollywood area, party animals from other neighboring cities, and tourists from other states and countries.

The psychographics of our clientele include “yuppies, big spenders, club hoppers, baby boomers, Sunset rats, etc…”  The buying patterns of our clientele will be people who like to spend money on pampering themselves, on quality food, feeling special, projecting an image of wealth, trying new things, and thrill seeking.

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Restaurants & Bars

Nightclub Sample Business Plan Sample

If you are looking into starting a nightclub then this sample business plan is a great guide.





If you are looking into starting a nightclub then this sample business plan is a great guide. Use this example to compile your own.

1. Executive Summary

The Nightclub will be the premier, high-energy, themed dance and nightclub in Waldport, Your State. Our goal is to remain a step ahead of our competition through an exemplary service provision.

We expect our guests to have more fun during their leisure time. We will provide more video and electronic technology per square footage than anyone else in the region.

A simple, yet unique, themed menu and atmosphere will create a sense of ‘belonging’ for locals and tourists alike. Our operating credo is: “happy enthusiastic employees create happy enthusiastic guests.”

Download: Free Business Plan Template Download

The main objectives of the development of this new venue are:

  • Capitalise on excellent location opportunity with swift commitment to the new Town Square development.
  • To launch the venue with a highly publicised grand opening event in the summer of Year 1.
  • To maintain tight control of costs, operations, and cash flow through diligent management and automated computer control.
  • To maintain a food cost below 33% of food revenue.
  • To maintain a total beverage cost below 25% of beverage revenue.
  • To exceed $3 million in annual sales by the fourth year of plan implementation.

The keys to success in achieving our goals are:

  • Provide exceptional service that leaves an impression.
  • Consistent entertainment atmosphere and product quality.
  • Managing our internal finances and cash flow to enable upward capital growth.
  • Strict control of all costs, at all times, without exception.

2. Company Summary


The key elements of The Nightclub’s concept are as follows:

  • Entertainment and dance based themes – The company will focus on themes that have mass appeal.
  • Distinctive design features – The Nightclub will be characterised by the elaborate dance club situated in a spectator setting which comfortably accommodates 350 guests. The area will also offer three private sky boxes which can be combined for use in a conference or private party setting. This room is intended for special events and daily use. The adjoining dining room and bar would present an inviting and relaxing atmosphere, which displays a collection of musical and dance memorabilia. A live dj will coordinate the events and entertain the patrons with music and games during music breaks and off-times.
  • Location, location, location – One of the major advantages that The Nightclub will have over its competition will be its location in the new, high-profile Your Town Centre.
  • Gaming – The Nightclub will provide several interactive style video games and pool tables to provide for both additional entertainment and revenue.
  • Quality food – All would be lost without special attention being paid to the level of food quality. A simple menu offering foods similar to those found at a premier venue. Traditional ‘bar’ appetizers will be on hand for people craving nachos, wings, or quesadillas while they drink and enjoy themselves.
  • Exceptional service – In order to reach and maintain a unique image of quality, the Nightclub will provide attentive and friendly service through a high ratio of service personnel to customers, and will also invest in the training and supervision of its employees. We estimate nearly one service staff member for every 35 guests.

2.1 Start-up Summary

The company is seeking a loan for start-up purposes for a new entertainment venue in Waldport. Funds needed to accomplish goal referenced above will be $x.x million.

Related: How do I start a bar or club?

The applicant will require the entire $x.x million to finish project build-out. We will utilise the anticipated loans in the amount of $x.x million to build out the approximate 10,000 square foot space and purchase equipment necessary for the start-up of a new nightclub venue. The following tables and charts illustrate the capital requirements.

2.2 Company Ownership

The Nightclub is a privately-held LLC, the details of which have not been solidified as of the date of this publication. The LLC consists of three principals DD, HK, BK. D D holds a BS in business administration from the The State University. He has held restaurant management positions for the PepsiCo Corporation.

He successfully opened and managed two nightclubs, and went on to open other operations including a sports bar. He is currently in his fifth year in the hotel industry, where he manages a successful sales department.

HK holds a BA in Industrial Media Management, with a concentration in marketing.

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She has held a financial analyst position with Lockheed Martin and L3 Communications for two years. BK has been managing a staff for eight years. He is currently in his fifth year in the automotive industry, where he is a successful finance manager.

3. Services


The emergence of the Main Street area of Waldport represents a unique opportunity for a high-energy, dance-themed venue. The development’s central location, demographics, and lack of direct competition are major advantages to this project.

Related: Free Job Description Template Download 

The proposed venue will provide a local solution to the lack of social atmosphere and live sports venues geared primarily toward the 21-35 age group in the Waldport area and will help keep late night entertainment expenditures within the localised region.

The new venue will specialise in high-energy themes, a quality video and gaming area, and will offer beer, wine and an array of liquors and mixed drinks. In addition, the venue will sell non-alcoholic beverages such as soft drinks, juices and bottled water.

A “casual” food menu consisting mostly of appetizers and small entrees ranging in cost from six to nine dollars will also be available. The initial hours of operation will be 11:00 P.M. to 2:00 A.M., four nights a week. The establishment will draw primarily from the Waldport market while attracting guests from the area’s other surrounding cities and towns.

4. Market Analysis Summary


The concept and management of the Nightclub has been well received, and has been offered key placement at the centre of Waldport’s new First & Main Town Centre development. This commercial centre spans 138 acres and promises an immediate primary trade population of 332,000 people with a secondary population of 164,000 people.

The Boulevard at the Avenue average daily traffic counts are currently 53,000, and will increase to 72,000 by 2003 following the Boulevard’s connection northward to I-25 in 2001. At the centre of the complex will be a 16-screen Cinemark and IMAX theatre opening March, 2000.

The Centre’s planners having met the Nightclub’s management and have reviewed the concept. They have indicated that the Nightclub is “exactly” what they were looking for and wish to place it directly in front of the theatre. The annual projected traffic for what Cinemark is calling their ‘flagship’ location is 1.4 million people, which exceeds their current Tinseltown location at the arena.

The Nightclub will be a 10,000 square foot unit, which will also house the company’s corporate business office. The dance club and bar will accommodate 750 people.

With Waldport’s rapidly growing population, the variety of the Nightclub from across the country would create mass appeal for all of the Nightclub’s customers. The store will be equipped with state-of-the-art audio and video systems like none other found in Your City.

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It will serve the need for a true nightclub in Waldport. The general appearance will be clean, open, and pleasing to the customer. The demographics are favourable, with minimal competition from other dance-themed venues and bars.

4.1 Market Segmentation

We see The Nightclub as appealing to three major market segments. Fortunately, the long, late night hours of operation help The Nightclub lend itself to multiple segment appeal. Our market segmentation scheme allows some room for estimates and nonspecific definitions.

Childless Young Professionals – Due to our proximity to the IMAX and Cinemark theatres, we must appeal to single adults and young couples. Whether it is a group of friends or a couple out to see a movie together, these people need a place to eat/drink either before and/or after their movie.

These customers will range in age from 27 to 40. The Nightclub will appeal to this category by switching the tempo and entertainment to be more appealing to adults as it gets later into the evening. We also anticipate a 15% annual growth rate in tandem with the growth rate of Waldport and through increased popularity.

College Students – By creating an environment that is appealing to college students, we secure a natural progression between the high school student and the young professional. Through word of mouth, the Nightclub expects realise an increase of five percent annually from this segment.

Tourists and Business Travelers – More and more business and travelers and tourists are finding themselves in Waldport every year as is made evident by the increased demand and subsequent expansion of the local airport. We plan to reach these people through direct marketing to local hotel patrons.

We anticipate a 20% annual growth rate in this segment. As our relationships grow with the local hotels, so too will the word of mouth recommendations from the hotel staff as well as the patronizing of our restaurant by their families.

Our future plan is to publish a simple website in order to create awareness to any traveler who wants to take an advanced look at the club before their visit.

4.2 Target Market Segment Strategy

Our strategy is based on serving our niche markets exceptionally well. The nightclub enthusiast, the tourist and business traveler, the local nightclub crowd, the local service industry as well as groups going out together, can all enjoy The Nightclub experience.

The marketing strategy is essential to the main strategy:

  • Emphasise exceptional service.
  • Create awareness of The Nightclub’s unique features.
  • Focus on our target markets.

We must charge appropriately for the high-end, high-quality service and food that we offer. Our revenue structure has to match our cost structure, so the wages we pay and the training we provide to assure superior quality and service must be balanced by the fees we charge.

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Part of the superior experience we offer is the simplicity o the menu items. While being unique, they are relatively inexpensive and easy to prepare. While a premium is appropriate for the experience, the pricing has to be balanced in accordance with what we are serving.

All menu items will be moderately priced. We expect an average guest expenditure of $12.50 for beverages and $7.50 for the percentage of our guests who choose to take advantage of our food menu.

Our target customer spends more than the industry average for moderately priced establishments. This is due to our creating an atmosphere that encourages longer stays and more spending, while still allowing adequate table turns due to extended hours of appeal.

4.3 Service Business Analysis

High energy and dance themed venues have significantly impacted cities from coast to coast in the nineties. Los Angeles’ Hollywood, New York’s Times Square, and Seattle’s Pioneer Square are just a few examples. Entrancing their audiences with high-powered lights, sound, music, and interactive entertainment, these venues are still one of the highest cash flow businesses in the world.

Our localised studies have shown that the average person will spend three to four hours per weekend in this type of an environment and will spend an average of twenty to fifty dollars in that time frame. As we approach the new millennium, this trend shows no signs of declining.

The typical venue of our style is open from 8:00 P.M. to 2:00 A.M., and within this time frame, the venue can achieve gross revenues anywhere from $3,500 to $25,000, nightly.

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The primary sources of revenue in a venue of this type are high volume traffic, coupled with comparably nominal spending. In addition to alcohol revenues, we will also generate substantial revenues from food sales that can typically range from seven to ten dollars per person, and admission fees that range between five and ten dollars per admit.

Entertainment venues in the late 1980’s and 1990’s focused on high-energy light and sound, multiple source video screens, and participative events. This relatively simple concept is still quite popular today. However, these concepts have greatly evolved with society.

In recent years this industry has become more sophisticated with the availability of new technology. Larger metropolitan areas have taken this technology to new heights with sound, lighting, video and interactive designs that create an exciting and memorable experience.

Fortunately, no one in Your State area has been a pioneer in this specific segment of the industry as of the date of this report.

Additionally, the nightclub and bar industry is shifting towards a more entertainment-oriented concept. Guests of these venues are not only offered a dynamic place to gather and mingle, but also a place to participate in the entertainment through interactive contests, theme nights, and other events.

We intend to heavily utilise entertainment-oriented marketing in an effort to withstand the perpetual shift in trends and cater to as large a client base as possible.

Nightclubs and other drinking establishments rely heavily on their primary suppliers. The primary suppliers are the various beverage distributors that provide the establishment with both alcoholic and non-alcoholic beverages.

The alcoholic beverages (beer, wine, and liquor) are the primary sources of income in this industry. Other beverage suppliers also play a crucial role by providing non-alcoholic beverages. These are either served alone or mixed with alcohol.

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In the area, all major brands of alcoholic beverages are available, in addition to several regional brands of beer. Initial research shows that the major distributors in the market have a high rating in both product availability and delivery.

4.3.1 Main Competitors

The Nightclub competition lies mainly with other casual facilities and less with conventional and chain entertainment establishments. We need to effectively compete with the widely held idea that you can’t get good service anymore, while maintaining the idea that being out can be a lot of fun.

Our polling has indicated that consumers think of atmosphere, price, and quality respectively. Additionally, price was frequently mentioned by pointing out that if the former concerns are present then they are willing to pay more for the experience.

Our review of the market concludes that there are four entertainment venues that can be considered direct competition to the proposed new venue. We do realise that the proposed venue will also compete indirectly for every entertainment dollar spent in the Waldport area.

Related: Free Competitor Analysis Example

The main competitors of the Nightclub will be:

Club A
Hours of Operation: 5:00 P.M.-2:00 A.M.
Wednesday through Saturday
Capacity: 300
Wednesday College Night ($1 beers)

  • This nightclub appeals to a college crowd seeking cheap drinks.
  • The club is known for being dingy and dirty.

Bar B
Hours of Operation: 10:00 A.M.- 2:00 A.M.
Monday through Sunday
Capacity: 400
Thursday College/Ladies Nights

  • This club appeals to 25-35 year olds.
  • Pool and video games are central focus.
  • Dancing is pushed to the back of the club.

Grill C
Hours of Operation: 6:00 P.M.-2:00 A.M.
Wednesday through Saturday
Capacity: 250

  • This club’s target customer is 25 to 45 years old / middle class or above.
  • This club is known for its older, dressed up crowd and cramped space.

Club D
Hours of Operation: 11:00 A.M.-2:00 A.M.
Monday through Sunday
Capacity: 350

  • This club’s target customer is 25 to 45 years old.
  • This club is known for live jazz and blues entertainment and their draught beers.

4.3.2 Business Participants

The Nightclub will be part of the restaurant and bar industry, which includes several kinds of businesses:

  • Locally Operated Bars and Nightclubs – This genre usually appeals to the local neighbourhood clientele. This same client base dictates that the average price structure be drastically scaled down in order to create “regulars.”
  • Nightclub Entertainment Complexes – This type of complex represents the concept we will most closely compete with. They are typically placed in high traffic locations and are normally treated as destination entertainment. An admission charge is usually in place and the associated price structure is also most like our proposed structure. Thankfully there is not an abundance if this type of entertainment within our region.
  • Conventional Dining – Primarily owned by large national chains, usually less than 10,000 square feet, focused on serving good quality food in a reasonable amount of time in a dining room setting. The service and food quality are superior to that of a fast food establishment. People go there to eat and leave when they’re done eating since there’s rarely a reason to stay.
  • Formal Dining – Similar to conventional dining yet offering a higher quality of food and service for the added expense. As with the conventional dining facilities, there is little interaction and when people are done eating, they leave.
  • Casual Dining – Commonly building upon conventional dining with the addition of a bar, playing of music and sporting events on numerous televisions. Some establishments offer their own brand of beer made on the premises. The food quality and service are at best, similar to that found in a conventional dining experience.
  • Chain Entertainment – Typically manifested in each market through the Hard Rock Cafes, the Planet Hollywoods, etc. We expect to create an atmosphere that thrives on its trendy feel. These chain entertainment venues can not hope to draw the same “hip” clientele.

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Restaurants & Bars

Pizzeria Franchise Sample Business Plan

Opening any pizzeria franchise requires a detailed business plan such as this sample.




Click here to view this full business plan

Pizzeria Franchise Business Plan

Executive Summary

The following plan is based on years of experience, is highly focused and promises to follow a path of prosperity.  It is based on conservative sales figures, and actual sales may be higher. The projections contained herein are authentic and will be used as the budget for the business. 4 Moons Pizzeria will show a profit almost immediately, and will increase sales and profits each year thereafter.

1.1 Objectives

The objective is to lease a site at 555 West Blue Plum Lane. We will need to remodel the interior according to the Franchisor’s design. We plan to duplicate and massage the successful formula used by Franchisor. We will use our own personal strategies and skills to create our own success in our 4 Moons Pizzeria. We plan to train our crew to ensure outstanding results in quality food and customer service. Our objectives are as follows.

  • Be the first 4 Moons Pizzeria in Nevada
  • Provide the highest quality product, duplicating Franchisor’s successful pizzerias in Oregon
  • Give top notch service in a quick and efficient manner
  • Keep our menu simple to maintain low food cost
  • Maintain the competitive, fast-casual dining at the mid-range price point
  • Use marketing strategies to build volume quickly
  • First year sales over $677,000 with a 6% growth yearly
  • Maintain and expand an outstanding reputation as being the best neighborhood pizzeria

1.2 Mission

4 Moons Pizzeria exists for the purpose of generating sales and profit. Because we are a service business, we will also exist to serve our customers. These two reasons for our existence are inextricable. If one aspect does not exist, the other will cease to exist.

  • We will always offer a fresh product and welcoming environment
  • We will remain cheerful, courteous, well trained, and focused on pleasing our guests
  • We will strive to become the first destination of choice for those in our neighborhood and community
  • Our staff will be offered a workplace where they can prosper and grow in a dignified, fun, and rewarding manner
  • We will give support to and contribute to our community schools, churches, groups, and businesses

1.3 Keys to Success

Our policy of being operating managing members is to make sure we pass by every table to greet, visit with, or at least send a smile to our guests.

We will visit any table or answer to any phone call that has feedback, positive or negative. We will use every means available to satisfy our customers.

We will be committed to the success and happiness of our staff.

We will be committed to providing quality food and beverage at all times.

We will consistently follow the franchisor’s proven methods.

Company Summary

Established in 1958, 4 Moons Pizzerias are an award winning, “Home of the brick oven Pizza”. They offer a comfortable, friendly ambience, with its new “Modern Pizzeria” design. The menu features pizza, hot calzones, strombollis, sandwiches, baked pastas, and fresh tossed salads. The pizza dough is made fresh everyday on site. Beverages include soft drinks, imported and domestic beer, micro brews, and an impressive wine list.  Food ingredients are the finest available including USDA Choice meats.

2.1 Company Ownership

We are an LLC,  limited liability company, with four managing owners holding an equal share (25%) and interest in the franchise.

Carol Mittani: General Managing Owner – Hands-on management of all daily restaurant and company operations.
Steve Solutrian: Vice Managing Owner / Sales and restaurant operations. Hands-on management of daily operations and sales trends.
Diane Solutrian: Vice Managing Owner / All office procedures. Hands-on management of daily operations.
Rikard Mittani: Vice Managing Owner / Marketing and future finances and investments. Hands-on management of daily operations.

2.2 Start-up Summary

We hope to take advantage of an existing structure located at 555 West Blue Plum Lane, at Lakeside Center. It is 2,828 square feet. We will remodel according to the Franchisor’s designs to make our concept both visually and functionally suitable.

Construction is estimated at $214,630 – see attached “Franchisor’s Construction Cost Sheet” for item breakdown.*

Start-up cash on hand is estimated for 3 months working capital, inventory, labor and rent.

Short-term assets include phone equipment, smallwares, booths, chairs, tables, pendants, sconces, and lighting.

Long-term assets include all kitchen equipment, POS system, and signage.

*Confidential and proprietary information omitted from this sample plan.


4 Moons Pizzerias are comfortable and inviting. We are a fast-casual operation with dine in, take-out, and delivery. The decor and theme are centered around the cutting edge open kitchen with brick arches and distinctive lighting. Our energy and atmosphere will appeal to families, groups, and schools.

The real power and energy of the pizzeria will come from the attentive and courteous service provided by our managers and staff. Our fresh menu will be prepared by our motivated kitchen team, and carefully orchestrated to provide the best service to our customers who are our priority. We will have at least one manager on duty at all times.

Our hours are Sunday thru Thursday 11 am. to 10 pm. Friday and Saturday 11 am. to 11 pm. Take out available during store hours. Delivery hours are 4 pm to closing everyday we are open. We will offer delivery all day on Saturday and Sunday and some holidays.

Market Analysis Summary

Ohno is one of the fastest growing cities in America with Nevada being voted the best small business state in the country. Ohno is a community diverse in the arts and culture. We have a strong labor market, low taxes, affordable housing, and natural amenities making Ohno an attractive place to live and do business.

The greater Ohno metropolitan area population has grown one third through the last decade and is projected to grow 11.4% in the next five years.

The median age is 36 years old with household incomes averaging $65,895. With a strong local economy we have a population with disposable cash for dining and entertainment.

According to the Nevada Restaurant Association, Nevada restaurants are expected to lead the nation in sales growth at 7.6%.  Nevada is also the fastest growing state in the union.

4.1 Market Segmentation

4 Moons target market is a three mile radius of site location. Within the three mile operating radius is a population of 121,705. The total number of households in this area is 48,839 with an average income of $58,197.

This area is densely populated, and a desirable part of town in which to live. It is an under-served portion of town, especially to the west up to the Caughlin Ranch area. It  is on one of the most traveled corridors in Ohno, Blue Plum Lane. Located near two of Ohno’s most popular malls, Parklane and Shopper’s Square.

Our target market includes adults 20 to 54 years old who socialize and have families. Children are a big part of our market, at a third of the population is this area. Ages 4 to 19 prefer pizza over any fast food and often influence family dining decisions. According to one study, 93% of the U.S. population eats pizza. If we sold one pizza per month with an average of $17.00 per household, we would generate $721,141 in one month. This illustrates that with effective marketing, superior product, and proper management we will reach and exceed our projected sales goals.

In this area we have some of the best schools. 4 Moons Pizzerias provides support for local area school groups and sports teams, as well as local church groups. We will be involved through providing sponsorships, discounts, and donations.

4.2 Target Market Segment Strategy

We haven’t ruled any one group or class out in our target market area. Just about everyone eats pizza. Most residents in this area have busy schedules, and find value in exceptional and timely service, as well as mouth watering, delightful food. We believe most everyone will appreciate our value based menu and family atmosphere. We have a strong commitment to community involvement including sponsorship for school/group teams.

We strongly believe we will overcome any competition in our area. The local competition includes Sticky Paws Pizza, Damynos, Gridlow’s Pizza, Hoopla Take-and-Bake, Clodhopper’s, and Little Sayzar. Most of these are at least two miles from our location and are no competition to our concepts, ideals, fresh products, and welcoming service.

4.3 Service Business Analysis

Pizza Statistics:

  • Represent 17% of all restaurants.
  • Americans eat approximately 100 acres of pizza a day.
  • Pizza is a $32+ billion per year industry with continuing overall restaurant growth.
  • Accounts for 10% of all food service sales.
  • 93% of Americans eat pizza at least once a month.
  • 67% of Americans order pizza for a casual evening with friends.
  • Children between 3-11 prefer pizza over all other food groups.

4.3.1 Competition and Buying Patterns

4 Moons Pizzerias are competitive in the mid price point, fast casual dining market. With an average ticket of $17.00, we are priced above Hoopla Take-and-Bake and Damyno but below Squaretable.

Quality, Quick, and Simple is the goal of 4 Moons Pizzerias. The customers are provided with the highest quality product. Store design provides a warm and friendly environment for all.

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