Fast Food Restaurant Business Plan

1.0 Executive Summary

1.1 COMPANY & INDUSTRY
Nudlez, a Washington Corporation, is in the fast-food service industry. The company
has developed a unique business model that reduces overhead by utilizing mobile
vending units as opposed to brick and mortar stores. This is a very popular
alternative to dining in larger business centric cities.
1.2 PRODUCTS & SERVICES
Nudlez provides high quality, fast-served sian-styled meals, based on a central
theme of noodles. The meals cater for variety and are delivered fresh faster than
other noodle-based products. The meals are provided to the consumer initially
through mobile Noodle !ending "nits #N!"$s%, &hich provide &idespread point of
sale coverage. The N!"$s are state-of-the-art, complying &ith health regulations.
The first trial N!" &as tested in 'eattle in (uly )*++, receiving great response. The
N!" &ill become a product in itself, as Nudlez e,pands rapidly through franchising.
Nudlez is a globally transportable business.
1.3 MARKET ANALYSIS
!alued in )*++ at -.*/ billion, the domestic market for 0fast1 food is large and
segmented, &ith sian style foods representing . of the top 2 choices in 'eattle at
2/3 of the market. Nudlez &ill initially target central business district #C45%
lunchtime cro&ds, &here high-income earning but time-poor individuals are most
greatly concentrated. 'hopping malls, university campuses, &eekend markets, and
local business areas &ill then be targeted. 6vent catering and supermarket
convenience foods &ill be markets that Nudlez then diversifies into.
1.4 STRATEGY & IMPLEMENTATION
Nudlez &ill build brand recognition through its Noodle !ending "nits being placed
strategically throughout large cities$ business districts. 7nce brand recognition has
been achieved, catering services &ill be offered, and the Nudlez products &ill be
available in supermarkets. dditionally, Nudlez offers franchise opportunities to
help further e,pand its reach, along &ith adding an additional revenue stream.
1.5 MANAGEMENT
The o&ners have significant e,perience in8 the hospitality industry, advertising, and
business management. The founder previously o&ned t&o very successful Thai
restaurants in 'eattle but gre& tired of paying e,orbitant rent hoping customers
&ould turn up each night. 9is Nudlez concept takes the product to the street:
1.6 FINANCIAL PLAN
Nudlez has strong financials, and is al&ays cash flo& positive. ;evenues are
pro<ected to gro& to nearly -/=,***,*** by >ear /, &ith 64?T5 totaling
-./,***,***. n initial analysis indicates that only .** meals per day per N!" must
be sold to break even. The strong financial plan ensures that the company &ill be
attractive as an acquisition for e,it.
1.7 FUNDS REQUIRED & USE
The purpose of this business plan is to raise -.,/**,*** from an investor, in the
form of a convertible and redeemable note, providing a 2)3 compound annual
return. Nudlez is committed to the rollout of its @&ok-fresh$ fast food business in
)*++.
2.0 Company Summary
2.1 LEGAL ENTITY & OWNERSIP
Nudlez is trademark registered. Nudlez ?nc. &as incorporated in the 'tate of
Washington in Aarch )*++. Nudlez is currently equally o&ned by Ar. 5an 4illings
and Ar. 4ill Cook. They have already spent over -B/,*** in direct costs of product
testing and development, and &ill commit a further -)**,*** in )*++, prior to
funds being required from the investor. 4oth o&ners &ill each hold t&o voting
rights on the 4oard &ith the investor holding one.
2.2 ISTORY
fter running t&o successful Thai restaurants in 'eattle for five years, 5an 4illings
spent most of the past t&o years in Thailand looking at business opportunities.
While living there he ate almost e,clusively as the locals did, from street vendor
food outlets. Not only &as the food freshly cooked in front of him, but the visual
entertainment combined to augment the vibrant street culture. 9is initial thoughts
&ere, 0this is &hat$s missing from our staid cities in the "nited 'tates.1 "sing this
as his motivator he began to realize that there &ere also ma<or commercial
benefits to running a fast-food net&ork &here the ma<ority of outlets &ere not
restricted to one location. Cor a start, shop fronts in good locations are e,pensive.
The key to making such a venture successful domestically &ould be to ensure that
the vendor outlets are very hygienic, comply &ith health standards, serviced by an
efficient re-supply net&ork producing consistent meals, &ith professionalism and
quality paramount. 9e spent considerable time designing a purpose built Noodle
!ending "nit. 9e also moved back to 'eattle and rene&ed his ties in the culinary
community to elicit the design of fresh and tasty meals to be served from the N!".
The Nudlez brand &as born: ;ealizing the opportunity to seize a market niche
through rapid e,pansion, the inventor also <oined forces &ith an e,perienced
international business team to develop and implement that initiative.
2.3 FACILITIES & LOCATIONS
5uring the start-up phase of the business, food sales revenue &ill come from N!"
lunchtime customers in busy 'eattle C45 locations. small office &ill be setup in
'eattle that &ill serve as the headquarters of the company.
3.0 Products and Services
3.1 PRODUCT DESCRIPTION
The principal product of Nudlez is fast-served, quality, sian-styled individual
meals. The meals are based on a central theme of noodles, but have a fle,ible
degree of customization to suit the purchasers$ tastes. The second, but equally
important supporting product, is the mobile cooking unit used to prepare the
individual meals. This Noodle !ending "nit #N!"% has been specifically designed to
produce the Nudlez meals in the shortest time possible. While Nudlez &ill o&n and
operate some N!"$s, the bulk of the fleet &ill be purchased and operated by
franchisees.
These t&o products symbiotically solidify the Nudlez brand name. Nudlez is a state-
of-the-art stir-fry noodle street vending system. While Nudlez$s footprint in the
three ma<or metropolitan cities in Washington &ill be underpinned by the N!"
fleet and a smaller number of strategically placed Nudlez stores, the aim in year-2
is to diversify the revenue stream by selling the meal product alone in
supermarkets for home preparation and consumption.
3.2 FEATURES & !ENEFITS
Cast D ffordable Aeals
The N!" operator cooks the meals in front of the customer &ithin si,ty seconds,
using fresh ingredients. s implied by the Nudlez tagline @&ok fresh$, each serving
of noodles is a taste sensation, freshly cooked-to-order and served piping hot in a
convenient cardboard pail. Customers are invited to create their o&n noodle dish
follo&ing three easy steps8 'tep .8 'elect Noodle TypeE 'tep )8 dd 'auceE 'tep 28
Choose Frotein. Compared to the meals offered by competitors, Nudlez offers a
fresh, tasty, nutritious alternative. Nudlez may be slo&er than some fast food from
the point of order, but it is significantly fresher, more nutritious, and almost /*3
more profitable.
7ne secret to the speed of Nudlez meals is that the meats and vegetables are pre-
blanched and hygienically sealed in the same pail that the customer eventually
receives. The operator simply removes from the fridge, and combines &ith noodles
and sauce in the &ok.
Noodle !ending "nit
6ach N!" is completely self-contained, mounted on &heels and totally mobile. ?t is
delivered on-site each day by a custom designed mini-van and simply &heeled into
position. 'tabilizing legs are deployed, the roof pops up and it is ready to go: t
the end of the day it is simply &heeled back into the mini-van and returned to base
for cleaning and &aste removal. 6nsuring the speed of the N!" operation is the
Nudle-;ac. The Nudle-;ac is essentially a light&eight grid that is packed in the
meal production facility &ith the various meal options. The Nudle-;ac is self-
leveling and designed to fit perfectly in the N!"$s fridge.
6ach N!" cart is immaculately presented in stainless steel and branded in strong
colorful graphics. t night the noodle stand benefits from its o&n internal lighting.
Construction is of the highest quality kitchen-grade stainless steel. ?t is designed to
be versatile for use in <ust about any place &here it is legal to sell food from a
temporary stall. ?n comparison to standard @caravan-type$ vendor units, the N!"
has ma<or advantages in that it is8 cheaper to produce, smaller size for better site
access, self-sustaining po&er #no mains required short-term%, easily moved by one
person, unique look, hygienic and cheap to service.
3.3 COMPETITION
The range of competitors here spans the market dominants like Ac5onalds, to
sand&ich and sushi bars, to @vendor$ foods like kebabs. 9o&ever, &hen looking for
closer similarity to Nudlez$s offering, &e arrive at the specialized noodle-based
products provided by such companies as @Noodlist$. storefront operation located
close to Fioneer 'quare in 'eattle, the meal variety at @Noodlist$ is slightly broader.
9o&ever speed of preparation is significantly slo&er than Nudlez, necessitating the
addition of standard pre-cooked, oily and some&hat bland sian fare to satisfy the
@time-poor$ consumers. ?t is only this time constraint that is satisfied though, as
taste and nutrition are compromised. The lack of speed in the fresh cooked sian
fast food market is emphasized by another competitor, @9ot Wok$, offering noodle-
based meals in the 'ea-Tac ?nternational irport, &here a sign on the counter
informs consumers that meals may take up to thirty minutes to prepare. captive
consumer group is not being e,ploited here. Nudlez &ill change that.
@Wok in a 4o,$ is an 7regon competitor that intends to open stores in Washington
beginning in )*++. The company currently operates .G stores in the Facific
North&est. Aarket research indicates company revenue for )*++ reached -/
million, representing a gro&th rate of B= percent over the prior year. This gro&th is
encouraging to Nudlez, &hich through the use of its N!"$s and its other
competitive advantages &ill gain broader e,posure. The e,istence of such
competitors makes Nudlez an attractive acquisition or merger proposition.
3.4 COMPETITIVE EDGE"!ARRIERS TO ENTRY
"nique modality of fast-food availability, &ith unmatched preparation times
Ho&er capital costs and overheads and high margin unit sales through broad
e,posure.
9ealthy, fresh, fast, quality, price competitive alternative
Ne& funky, identifiable brand, professional approach and solid management
imed at segment of large market not currently e,ploited by the
competition
3.5 DEVELOPMENT
The founders of Nudlez have invested a total of -B/,*** in development of the
N!", and plan to spend an additional -)**,*** over the ne,t year on development
of the second generation N!". The @Ieneration-)$ N!" is currently under design,
maintaining versatility yet improving &ith the introduction of inventions such as
the Nudle-;ac.
4.0 ar!et "nalysis Summary
4.1 TARGET MARKET
With Nudlez, the term 0customer1 holds t&o meaningsE firstly as a reference to
0consumers1 &ho may purchase a meal from a Nudlez point of presence, and
secondly as 0entities1 &ith an interest in o&ning a Nudlez franchise. The primary
target 0consumer1 group for the first phase of Nudlez fits the profile of a medium
to high-income earner, &ith a healthy and fresh lifestyle orientation. The first
phase of the business plan is about gro&ing brand a&areness quickly &ith
customers of this profile. 'hortly after gro&ing the brand a&areness, as part of the
Nudlez rapid gro&th plans, franchisee customers looking for a self-employment
opportunity providing good income relative to the hours &orked &ill be targeted.
?nstitutions such as university campuses &ill also be targeted as potential
franchisees.
The profile &ill then e,tend through catering to the customer &ho is looking for a
relatively lo& cost, value-adding product to support private or corporate events.
This customer &ill be served at both the supermarket #5?>% and event catering
levels.
4.2 MARKET SI#E
With sales in e,cess of -.*/ billion, the market for fast food is substantial, and the
opportunity to build and gro& a ne& e,citing product &ith a strong brand is real.
sian style food represented appro,imately 2/3 of this revenue. lthough the
market is mature &ith heavy buyerJseller saturation, it is heavily segmented on
quality, style, modality and price, presenting opportunity for niche market
products such as Nudlez. Customers$ perception of @healthier$ is an important value
proposition. Nudlez provides this, &ith the added bonus of serving the meal
quickly.
The idea that desirable food could be prepared in a quick fashion appeals to a
sizeable portion of the marketE those in tourism, people engaged in a commercial
capacity, busy homemakers and students. These fe& e,amples are indicative of a
large and gro&ing collection of 0time poor1 individuals placing increasing value on
every spare moment of their day. Nudlez has the ability to match the ravenous
need for convenience &ith the utility that modern, fast paced lifestyles drive.
Nudlez negates boundaries of culture, age and preference, through a daily mission
to satiate appetites.
4.3 MARKET TRENDS
Today the contemporary food outlet must maintain its appeal &ithin an increasingly
health-conscious market. World&ide the 0diet1 continues to gain momentum and
this means that products &ith less appeal to the diet-conscious &ill suffer reduced
success. 6ntrepreneurs continue to derive e,traordinary profits from @health-
conscious$ ventures, for e,ample @(amba (uice$ #(amba (uice is a fruit-based snack
e.g. smoothies and drinks, &hich offers a fresh and healthy alternative to the
ma<or players$ product. (amba (uice e,pects -B* Aillion in revenue from its ./*
stores in )*++.% Nudlez is designed to make the most of the public$s increasing
nutritional conscience.
The economic environment for the successful outlet &ill take into account the
factors and conditions that influence the ability of its target market to afford its
product. Consumers today, particularly in business-centric cites, have a relatively
high disposable income. Nudlez &ill be priced competitively &ith e,isting
alternatives and &ill strive to attract market share through product differentiation.
4.4 SWOT ANALYSIS
'trengths
'trong product supported by great tasking meals &ith a strong focus on
quality, healthy and competitively priced meals in addition to the speed of
producing meals
'trong brand, &hich has been tested before full implementation. 6mphasis
on a fund brand culture
Aarket conditions are favorable &ith Nudlez offering ne& niche spark in an
other&ise static market
Ho& development risk as the product currently e,ists
6asy, lo& risk gro&th through short time to market and short time for N!"
construction as &ell as lo& cost per unit
Transferable business model as a result of similarities in trends and the "'
culture of street style food vending. bility to capitalize on brand and concept
&ith e,pansion through franchise and other market segments
Ho& management risk due to e,perienced team and the strong
diversification of skills and e,pertise K holistic results
9igh gross margins on meal products, &hich can be ma,imized by
negotiating bulk purchase agreements &ith &holesalers.
Weaknesses
5efendability of concept as the meal products cannot be patentedE this
needs to be addressed by building strong brand a&areness and establishing
copyright on total quality system. Cocus also on rapid gro&th and securing prime
sites in target markets
N!" restocking logistics is being addressed through N!" design, &hich
ensures breakeven results for a day$s trade &ithout restocking. Central production
facilities also being established to support restocking
'ite permits for street vending need to be established before
implementation of N!"$s, but also private sites &ill be secured to reduce
e,posure to local government issues
Froduct may be vulnerable to &eaken over time, &hich can be minimized
through product innovation and diversification
7pportunities
Niche-specific opportunities through monopolizing niche market by building
strong brand a&areness and leading the street food vending culture through being
vigilant &ith other vending business opportunities.
Ho& restriction to N!" operating hours means there can be diversity of
venues and access to a very diverse target customer group
Capitalize on diversity of venues and consumer groups to promote and
market e,pansion through event catering and franchise o&nership
?nternational e,pansion to 6urope, &hich has a strong culture for street
food vending and pre-prepared meals. Target strategic partner for <oint venture,
master franchise or sale of Nudlez
Threats
Hocal government regulations in relation to street vendors means permits
secured have minimum life period, ho&ever change in this area is slo&
!ulnerability to imitation products from competitors &ill be reduced
through rapid development of Nudlez products and brand.
'hort-term site permits means the Nudlez brand needs to be diversified
through catering, franchise and supermarket placement
'easonal demand for N!"$s meaning inconsistent returns. This can be
minimized through diversifying brand through catering, franchising and a
supermarket product line.
#.0 Strate$y % &mplementation
5.1 PILOSOPY
0To forge a ne&, vibrant, high quality brand in the fast-food sectorE to challenge
the established market by offering a fresh, tasty and professional alternativeE and
to build a robust business model founded on high-yield, lo& capital outlay
products.1
?t is our vision that Nudlez &ill e,pand predominantly through franchising
domestically and then to appropriate international markets. ?t &ill diversify
through catering and product placement in supermarkets. The possibility of trade
acquisition or merger also e,ists.
5.2 MARKETING STRATEGY
Iiven that the "nited 'tates is positioned .st in the top .* global markets for
&eekly fast food consumption, the marketing strategy is based on penetrating the
market rapidly. This &ill be achieved by placing the N!"$s in strategic locations
&here the likelihood of consuming a takea&ay meal is e,tremely high. 6,pansion of
numbers of N!"$s and stores through franchising &ill ensure that first mover
advantage is optimized. The net&ork is supported by an integrated total quality
management system ensuring consistency, &hich &ill be leveraged in the marketing
strategy. Capital outlay for franchisees &ill be lo& &ith o&ners earning more
dollars per hour &orked than other franchise options. 6,pected net profit after ta,
for franchisees is )*3.
5.3 SALES STRATEGY
The marketing ob<ective of Nudlez is to position itself so that consumers of fast
food are confident they are purchasing and consuming a healthy and fresh product,
enhanced by the overall delivery e,perience. The marketing ob<ectives are to8
;apidly establish a recognized brand through street vendor points of sale
supported by a smaller number of strategically placed hardstand stores
Fosition itself as a fresh, tasty and healthy alternative to traditional fast
food
Aaintain high gross margins on meal products
Capitalize on the brand through e,pansion using franchising and product
diversification, &hich &ill include catering and supermarket placement
Nudlez$s initial strategy &ill be focused &ithin Washington, commencing in 'eattle
then &ithin .= months e,pansion into 'pokane and the !ancouverJFortland
metropolis. 4eginning &ith company o&ned N!"$s and central production facilities,
rapid e,pansion &ill then be achieved through franchising in all target areas.
5.4 OPERATIONS
N!" production &ill be outsourced to a manufacturer in 'eattle and has been
estimated at -.),/** per N!". 6ach city &ill have company o&ned N!"$s, shops, a
central kitchen premises and support kitchens #hubs%.
Froduct Froduction and Freparation
;a& product has been sourced from selected 'eattle suppliers. ?t is a competitive
quality market, &ith room for a number of suppliers to diversify risk. The secret to
Nudlez$ fast delivery to the customer from moment of order is the blanching and
preparation process of the ra& product at the central kitchen premises and hub
sites. This &ill be overseen by our master-chef teams, adhering to strict health
regulations. ll ordering, stocking and quality controls &ill be managed on an in-
house computer based system enabling usage patterns to be monitored maintaining
ordering efficiency and minimizing &astage.
5.5 NVU S$%&'()*
unique system for N!" and store restocking, the Nudle-;ac is currently under
design. 6ssentially providing completely removable internal sectioning to the
refrigerators to hold the different meals available, it is spring-loaded so that &hen
one meal is removed, the ne,t meal raises to the top for easy access. t the
beginning of each day, a franchisee &ill arrive at their support kitchen &here the
Nudle-;ac, preloaded &ith the day$s meals, &ill be loaded directly into the N!"$s
fridge &ithout having to remove the N!" from the van providing an efficient
stocking system and minimizing the time meals spend out of refrigeration. Cor
large catering events, support vans &ill provide additional pre-stocked Nudle-;acs
to onsite N!"$s.
5.6 E+IT STRATEGY
?t is Nudlez ob<ective to be acquired by another fast food company &ithin five
years by posting large revenues and a substantial 64?T5. dditionally, merger
options, as &ell as an ?F7 may be considered at that time.
'.0 ana$ement Summary
6.1 ORGANI#ATIONAL STRUCTURE
Nudlez &ill be lead by 4ill Cook, C67. 9e &ill report to the founders and investors,
&hich &ill make up the board. The C67 &ill oversee the CC7, C?7, Cood and 9uman
;esources departments.
6.2 MANAGEMENT TEAM
With over =* years of sector diverse, international strategic and operational
combined e,perience, professionally qualified and &ith energetic personalities
critical to ensuring the Nudlez values, the o&ners and the management provide the
skills to deliver8
4ill Cook has run start-up business operations, &ith broad management skills
5an 4illings has o&ned and managed ) successful restaurants and an
advertising firm
5avid Noor is a financial &iz &ith broad entrepreneurial appreciation
ngela Iates is not your typical C?7, &ith a creative flair and eye for
efficiency
'heila rch brings the important 9; skills combined &ith a marketing bent
4ill Cook - C67 D 5irector #'ystems, 'trategy D Cinance%
4ill is a 'eattle boy, born and bred, &ith an intimate kno&ledge of the cultural and
niche diversities of 'eattle. 7riginally &ith an honors degree in Civil 6ngineering,
4ill &orked in the 'eattle construction industry from the =*$s boom time through
the recession of the early L*$s. Crom there he traveled overseas &orking in such
places as the "M, 4osnia #during the &ar%, ;omania and 9olland. The bulk of his
e,perience in these eight years centered on strategic management of start-up
ventures. These ranged from establishing critical engineering support facilities for
the "N in 4osnia, to e,pending 'hell$s retail net&ork across 6astern 6urope, to
property development ventures in ;omania. 4ill returned to 'eattle in )*++ to
utilize this broad strategic e,perience on home soil, initially focusing on the
property sector. 4ill has kno&n 5an for over )* years and quickly assessed the
potential of his Nudlez idea, convincing 5an that rapid e,pansion &as key to
securing the market niche. 4ill graduated his A4 &ith 9igh 5istinction in )*++.
5an 4illings - 5irector #Aarketing D Cood Technology%
fter a successful career in advertising culminating in the establishment of his o&n
'eattle based agency, 5an entered the hospitality industry. 9is first venture, Fad
;eal Thai, a Thai restaurant and takea&ay situated on bustling Fine 'treet, &as an
instant hit. n innovative and funky menu, supported &ith clever marketing
#including the use of real 4angkok Fad$s for delivery vehicles% sa& the business
achieve critical acclaim. ;ave revie&s in 'hort 4lack and Cheap 6ats to name a
fe&, &ere follo&ed by televised appearances on @'eattle Weekly$ and 'eattle$s
Cood Hover$s Iuide. second Fad restaurant opened in 4ellevue, and &as a&arded
the prestigious @4ent Cork1 a&ard. 5an sold the Fad enterprise in )*++ to pursue
business interests in Thailand. ?t &as here, &hile en<oying 4angkok$s vibrant street
food culture, &here the Nudlez concept &as born. 5an has a degree in 'cience
from the "niversity of Washington.
6.3 PERSONNEL NEEDS
?n the long term, the employeeJincome ratio &ill be appro,imately -.)/,*** per
employee. Nudlez &ill run a lean operation &ith an emphasis on sales and food
production. ?n years t&o and three the sales staff &ill gro& from )* to ..* people,
and the production staff &ill gro& from .) to )BB people. dministration &ill gro&
as needed.
(.0 Financial Plan
7.1 REQUIREMENTS
Nudlez &ill require -.,/**,*** from an investor. The funds &ill be used primarily
for the completion of one central and five suburban meal production facilities. The
funds &ill be e,pected in t&o rounds, -B/*,*** to begin operations, and a further
-B/*,*** seven months later #four months after revenues have commenced%.
The investor$s -.,/**,*** &ill be structured as a redeemable note, convertible to
./3 shareholding in Nudlez at the end of year-2. lternatively, redemption can be
done at this time providing a return of -2,N/*,*** #).2 times investment%, equating
to a compound annual return of appro,imately 2)3. The end of year-2 is good point
for possible investor e,it, as decisions on product e,pansion into supermarkets &ill
be made at this time.
7.2 USE OF FUNDS
Cunds &ill be used to initially finish development of the N!" and to establish fit
out central premises in 'eattle, including ?T infrastructure. / hubs and / sites &ill
initially be established in 'eattle, follo&ing that e,pansion into !ancouverJFortland
and 'pokane &ill begin.
7.3 INCOME STATEMENT PRO,ECTIONS
Nudlez &ill be profitable by the end of its first fiscal year, as sho&n in the attached
financial statements. The business &ill gro& dramatically in years t&o and three.
4reak 6ven nalysis
break even analysis, assuming zero catering and acquisition stores, reveals less
than .** meals per N!" and ./* per store need to be sold per trading day to
achieve break even.
7.4 ASSUMPTIONS
Number of average rain days for the 2 cities is .) per month. This equates
to appro,imately N*3 of the month, &hich &e have conservatively applied,
despite its lo& probability. The conservatism also allo&s for logistics accidents,
staff truancy, etc. to arrive at .2 trading daysJmonth for N!"$s. #6,clude
catering%
Total employment in the e,panded 'eattle C45 areas is estimated at over
2/*,***. Nudlez e,pects to capture less than )3 of this daily market from C45
N!"$s and stores
'eattle and FortlandJ!ancouver are similar sized markets, &ith 'pokane
being appro,imately half the size. ;evenue estimates reflect these ratios.
Ien-. and first Ien-) N!", testing and development costs totaling around
-B/,*** already spent by inventor are not included in financials.
Cirst Ien-) N!" &ill obtain homologation, meaning that the design has
blanket pre-approval &ith local government, reducing time and cost for individual
site permits.
Cirst .* N!"$s cost -.)/,***, including homologation.
Wastage is estimated at ./3 across all food related product #validated in
'eattle trials%. This &ill reduce once the @Nudle-;ac$ and associated ?T systems
are in place
Training, Ouality Aanagement 'ystems and Cranchise 7perations Aanuals
&ill be completed effectively for -))*,*** by the end of year ..