1.

0 Executive Summary

New Food World Bangladesh Ltd (NFWBDL) is an eating establishment focusing on healthy, nutritious, and fast food to the local downtown
area. The New Food World Bangladesh Ltd will be an upscale specializing in a combination of fast hot or cold sandwiches and all kind of burger
plus specific recipes focusing on the Dhaka motijheel area. Based on this distinct menu, New Food World Bangladesh Ltd will follow a
differentiation strategy that will provide unique, or hard to find choices to deli customers. The company will be a sole proprietorship owned by
Md.Reaz Mahmood. Md.Reaz Mahmood will be providing Tk 2,00,000 capital investments and there will be an additional Tk 3,00,000 raised in
short-term loan. Entering into this market will not be easy; the industry is highly competitive, with periodic overcapacity, low margins, and low
entry/exit barriers. In addition, there are a large number of substitutes, and the suppliers to this market have a great deal of power. In order to
overcome these issues, the company has acquired an excellent locality in the downtown area and intends to provide a suitably upscale
environment to draw in the company's main target market segment, the business professionals. The company will seek to provide these
customers with the maximum number of services to create the greatest sales volume during the company's peak hours of operation. The
company will have a comprehensive marketing, advertising, and promotion campaign that will maximize word-of-mouth marketing and will
consist of radio, printed material, billboards and discounts. The company has planned to offer its products at a slightly higher price than that of
its competitors. This is to provide credibility to its clients as an upscale establishment that provides a unique menu. This will also provide the
funds to cover the higher than expected operating costs due to the differentiated and expanded menu. It is estimated that the company will
have sales over Tk 7,000,000 by year three, and maintain a healthy cash flow.

1.1 Mission

The New Food World Bangladesh Ltd will be an upscale deli specializing in a combination of fast hot or cold sandwiches and all kind of
burger plus specific recipes focusing on the Dhaka motijheel area. Based on this distinct menu, New Food World Bangladesh Ltd will
follow a differentiation strategy that will provide unique or hard to find choices to deli customers. This will provide Md.Reaz Mahmood
with the ability to charge slightly more for its food services than most competitors and return a significant profit.

1.2 Objectives

New Food World Bangladesh Ltd Seeks to achieve the following goals:
Improving the customer satisfaction through the good quantity of products.
Cash flow self sufficiency by the end of the first year.
Repay debt from original financing by the end of the second year.
Provide an income for founder-owner with income growth possibilities.
Four new outlets in the next five years in the other city in Bangladesh.
Sales over Tk 6 millions in the first year.
Sales of more than Tk 7 million by the third year.

2.0 Company Summary:
The form of the business is Sole Proprietorship business and the entire business owner is responsible for the business. The owner is jointly
and severally liable for all debts of the firm. New Food World Bangladesh Ltd established by one owner initially.





2.1 Ownership
Name of owner ship:
1. Md.Reaz Mahmood
Road no: 04, house no: 05, dhanmondi,
Dhaka-1207
Cell: 01727-290096
Email: sanjan_lightining@hotmail.com










in this business the profits and losses cases may be of the sole proprietorship business shall be bare by Md. Reaz mahmood among the as
under:

Name of partner Share of profit Share of loss
Md.Reaz mahmood 100% 100%

2.2 Start-up Summary

Start-up costs and initial financing are shown on the following table. Two will be investing Tk 200,000 of savings and guaranteeing a
loan for another Tk 300,000 with personal assets. In addition, the business will receive an interest-free loan from a family member of Tk
100,000, to be repaid within the first year.




Start-up:

Requirements
Start-up Expenses

Legal 500
Stationery etc. 300
Rent 1,000
Expensed Equipment 3,000
Other 1,000
Total Start-up Expenses 5,800
Start-up Assets

Cash Required 28,200
Start-up Inventory 0
Other Current Assets 2,000
Long-term Assets 24,000
Total Assets 54,200
Total Requirements 60,000



3.0 Products/Services:

New Food World Bangladesh Ltd offers a breakfast and lunch menu, fresh cold cuts, drinks, and take-out prepared dishes.
Breakfast will include such items as omelets, cereal, eggs, toast, yogurt, plus coffee and tea.
The lunch menu will consist of various cold cut sandwiches (turkey, roast, beef, etc.) plus prepared salads including:
Caesar Salad.
Greek Salad.
Watercress and Sesame Salad.
Homemade Potato Salad.
Italian Eggplant Salad.
Maury Island Cranberry Arctic Salad.

In addition, Md.Reaz Mahmood will be offering their own salmon dressing to compliment these offerings. Finally, New Food World
Bangladesh Ltd will offer its unique Pacific international style cuisine. This includes Md.Reaz Mahmood own creations such as:
Coos Bay Hot Crab Sandwiches.
Columbia Salmon Rolls.
Anacortes Seafood Burgers.
Smoked Salmon Sourdough Bread.
Hood River Fresh Apple Cake.
In addition, Md.Reaz Mahmood is negotiating with a local coffee and espresso provider to form a Strategic alliance that will allow New
Food World Bangladesh Ltd patrons to enjoy those products.

4.0 Market analysis summary:

4.1 market segmentation

We have three main markets:

People who work in the downtown area during the day, who will be looking for walk-in good food and
convenience for late breakfast and lunch.
Surrounding businesses looking for phone-in lunch for business meetings.
Workers with families looking for take-out food to take home for family dinner at the end of the workday.

Each of these market segments consists of people who either work in the downtown area or flow through this area during the normal
work week. As such, there will be an undetermined percentage of each market that will be seeking an eating establishment that will
meet the requirements of healthy food, fast service, and pleasant atmosphere. Furthermore, New Food World Bangladesh Ltd will
cater to the growing trend of middle-class professionals who seek a differing cuisine than that of the established food chain.

4.2 Target Market Segment Strategy

For the business market we need to focus on specific companies with specific opportunities. For individuals we need to lever off
word-of-mouth recommendations, probably depending on business customers.
The business market has the potential of providing large volume sales to the company during the peak hours of 11 a.m. to 2 p.m., both
through small groups of business people visiting (NFWBDL) and delivery orders. Satisfaction of this group will provide a vital long-term
revenue stream. For the business market, the company plans to do specific target marketing through flyers, business discounts,
billboards, and creating a record of fast delivery. Like------
1. Market Trends
2. Market Needs
3. Market Growth

5.0 Strategy and Implementation Summary:

The main thrust of strategy is to lever our ideal location and specialized cuisine into higher profits through sales volume and higher
prices. We understand the underlying needs and give the customer what they really need.




5.1 Marketing Strategy

Most of our marketing efforts have already been mentioned. Our marketing strategy focuses mainly on making our existence
known to the people working close to our location. It also depends on making our international Pacific theme known to those same
people.
We can focus on local marketing: our signage, a grand opening party, and flyers to local offices. Such as---
i. Promotion Strategy
ii. Positioning Statement
iii. Pricing Strategy

1) Promotion strategy
The company plans to use local radio as one of the means for promotion. Md.Reaz Mahmood is currently making arrangements to
have a grand opening party that will include having a local radio station participate and air it over the radio. In addition the
company is planning to use flyers to local businesses, direct mailers, billboards, etc. Billboards and radio will be used for the first
six months to establish customer awareness and product attractiveness. Mailers and flyers will then be used to advertise sales
promotions that will help bring in customers. One fortunate aspect of the restaurant business is that once a potential customer
steps into the establishment, the chances of purchase are very high. So the promotional plan will be to draw people in to the
NFWBDL and then seek to provide them with a superior eating experience.
2) Positioning statement
NFWBDL is most important market segment; given its location will be the business segment. Customers in this segment have a limited
amount of time for lunch or require a quick pick-up dinner with no hassles. Furthermore, these customers need to be able to purchase
their food with a wide variety of different monetary tools. This includes credit and debit cards, cash and checks. Finally, many of the
local business people will wish to accommodate the desires of out-of-town colleagues who desire to sample some of the local cuisine.
NFWBDL will satisfy these demands better than much of the local competition through delivery to nearby offices, accepting most
forms of payment, a rigorous plan to maximize speed of delivery, and of course our unique menu.
3) Pricing strategy
Our pricing strategy will focus on providing high quality, healthy food that is quick and has a unique flair. Because of this, we
expect to be able to charge somewhat more for our products than other stores, as long as the customers agree that the food is
better than average.

5.2 Competitive Edge

Our most important competitive edge is the location closer to our potential customers than any other. In addition, we have our Pacific
Rim theme that will attract customers looking for local cuisines.





6.0 Management Summary:

This is a small company with our employee categories including counter clerks, kitchen help, and busboys. We assume nine employees total,
the owner-founder plus four counter clerks, two in the kitchen, and two busboys.
The owner-founder will be in attendance during normal business hours, 7 a.m. to 6 p.m. five days per week. In addition, specific other
employees will have supervisory roles for times when owner-founder is not able to be present. Like-----
1. Management Team
2. Management Team Gaps
3. Personnel Plan
Personnel plan
The personnel plan shows in detail in the following table

Personnel Plan

Year 1 Year 2 Year 3

Sales forecast


7.0 Financial Plan:

The financial plan depends on initial
investment of Tk 2,00,000 from the
founder, plus a five-year loan of Tk 3,00,000, and another Tk 1,00,000, 10 month, interest-free loan from a family member. Much as we'd like
to bootstrap this business without initial investment, it just isn't worth it. The rest of the plan is reasonably conservative, but there does have
to be money at risk. The bank loan will be secured with real-estate owned by the founder.

7.1 Important Assumptions

Important general assumptions are shown in the following table.

General Assumptions

Year 1 Year 2 Year 3
Owner/founder 360000 450000 500000
Counter Clerks 720000 450000 600000
Kitchen 420000 300000 350000
Busboys 360000 150000 250000
Total People 9 9 9
Total Payroll 1860000 1350000 1700000

Year 1 Year 2 Year 3
Sales
Breakfast lines 1815850 1906640 2001970
Lunch lines 1406050 1476350 1550170
Coffee lines 1138760 1195700 1255480
Take-out dishes 1541350 1618420 1699340
Other 590200 619710 650700
Total Sales 6492100 6816820 7157660
Direct Cost of Sales Year 1 Year 2 Year 3
Breakfast lines 635550 724520 760750
Lunch lines 49210 561010 589060
Coffee lines 398570 454370 477080
Take-out dishes 539470 615000 645750
Other 236080 235490 247260
Subtotal Direct Cost of Sales 2301780 2590390 2719910
Plan Month 1 2 3
Current Interest Rate 10.00% 10.00% 10.00%
Long-term Interest Rate 10.00% 10.00% 10.00%
Tax Rate 30.00% 30.00% 30.00%
Other 0 0 0

7.2 Break-even Analysis

This is a preliminary break-even for now.
Break-even Analysis
Monthly Revenue Break-even 3,91,580
Assumptions:
Average Percent Variable Cost 35%
Estimated Monthly Fixed Cost 2,52,750

7.3 Projected Profit and Loss

We assume a slightly higher gross margin than industry standards for eating places, because we don't have the full slate of meals or servers.
Also, kitchen and busboy employees are not included in cost of sales, for simplicity.

Because we're new to this business, we've adjusted the profitability into normal range by adding a relatively large amount of additional
unutilized expenses. That gives us a buffer for the additional unforeseen expenses that we expect will come up. If they don't, then we'll be
more profitable than normal for the deli business.

Pro Forma Profit and Loss

Year 1 Year 2 Year 3
Sales 6492210 6816820 7157660
Direct Cost of Sales 2301780 2590390 2719910
Other kitchen expenses 360000 400000 450000
Total Cost of Sales 2661780 2990390 3169910

Gross Margin 3830430 3826430 3987750
Gross Margin % 59.00% 56.13% 55.71%

Expenses

Payroll 1860000 1350000 1700000
Sales and Marketing and Other Expenses 810000 575000 760000
Depreciation 0 0 0
Utilities 20400 24000 20400
Insurance 60000 66000 72000
Payroll Taxes 279000 202500 255000
Other 0 0 0

Total Operating Expenses 3033000 2217500 2811000

Profit Before Interest and Taxes 797430 1608930 1176750
EBITDA 797430 1608930 1176750
Interest Expense 36780 12570 0
Taxes Incurred 228190 478910 353030

Net Profit 532450 1117450 823730
Net Profit/Sales 8.20% 16.39% 11.51%


7.4 Projected Cash Flow

With the financing plan as projected, the business remains cash positive throughout the first three years. During year two and three, it is
expected that a significant amount of cash will be used to upgrade facilities and purchase new equipment.

Pro Forma Cash Flow

Year 1 Year 2 Year 3
Cash Received

Cash from Operations
Cash Sales 6492210 6816820 7157660
Subtotal Cash from Operations 6492210 6816820 7157660
Additional Cash Received
Sales Tax, VAT, HST/GST Received 0 0 0
New Current Borrowing 150000 0 0
New Other Liabilities (interest-free) 0 0 0
New Long-term Liabilities 0 0 0
Sales of Other Current Assets 0 0 0
Sales of Long-term Assets 0 0 0
New Investment Received 0 0 0
Subtotal Cash Received 6642210 6816820 7157660
Expenditures Year 1 Year 2 Year 3
Expenditures from Operations
Cash Spending 1860000 1350000 1700000
Bill Payments 4006250 4351190 460699 0
Subtotal Spent on Operations 5866250 5701190 6306990

Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out 0 0 0
Principal Repayment of Current Borrowing 198680 251320 0
Other Liabilities Principal Repayment 100000 0 0
Long-term Liabilities Principal Repayment 0 0 0
Purchase Other Current Assets 0 400000 0
Purchase Long-term Assets 0 500000 0
Dividends 250000 250000 600000
Subtotal Cash Spent 6414930 7102510 6906990
Net Cash Flow 227280 (285680) 250670
Cash Balance 509280 223600 474270



7.5 Projected Balance Sheet

The balance sheet shows that the negative net worth is gradually solved with profits later on. Debts are repaid ahead of schedule.

Pro Forma Balance Sheet

Year 1 Year 2 Year 3
Assets

Current Assets
Cash 509280 223600 474270
Inventory 249790 267230 261790
Other Current Assets 20000 420000 420000
Total Current Assets 779070 910820 1156060

Long-term Assets
Long-term Assets 240000 740000 740000
Accumulated Depreciation 0 0 0
Total Long-term Assets 240000 740000 740000
Total Assets 1019070 1650820 1896060
Liabilities and Capital Year 1 Year 2 Year 3
Current Liabilities
Accounts Payable 343300 358920 380420
Current Borrowing 251320 0 0
Other Current Liabilities 0 0 0
Subtotal Current Liabilities 594620 358920 380420
Long-term Liabilities 0 0 0
Total Liabilities 594620 358920 380420
Paid-in Capital 200000 200000 200000
Retained Earnings (308000) (25550) 491910
Earnings 532450 1117450 823730
Total Capital 424450 1291910 1515630
Total Liabilities and Capital 1019070 1650820 1896060
Net Worth 424450 1291910 1515630













Appendix
Pro Forma Cash Flow
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Cash Received

Cash from Operations
Cash Sales 353320 428020 478510 517330 532180 571120 489940 482680 630450 664590 703580 640490
Subtotal Cash from Operations 353320 428020 478510 517330 532180 571120 489940 482680 630450 664590 703580 640490

Additional Cash Received
Sales Tax, VAT, HST/GST Received 0 0 0 0 0 0 0 0 0 0 0 0
New Current Borrowing 0 0 75000 75000 0 0 0 0 0 0 0 0
New Other Liabilities (interest-
free)
0 0 0 0 0 0 0 0 0 0 0 0
New Long-term Liabilities 0 0 0 0 0 0 0 0 0 0 0 0
Sales of Other Current Assets 0 0 0 0 0 0 0 0 0 0 0 0
Sales of Long-term Assets 0 0 0 0 0 0 0 0 0 0 0 0
New Investment Received 0 0 0 0 0 0 0 0 0 0 0 0

Subtotal Cash Received 353320 428020 553510 592330 532180 571120 489940 482680 630450 664590 703580 640490

Expenditures Month
1
Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11
Month 12

Expenditures from Operations
Cash Spending 155000 155000 155000 155000 155000 155000 155000 155000 155000 155000 155000 155000
Bill Payments 13060 389620 324770 343370 359900 359730 385330 267380 296090 431970 407940 427080
Subtotal Spent on Operations 168060 544620 479770 498370 514900 514730 540330 422380 451090 586970 562940 582080

Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out 0 0 0 0 0 0 0 0 0 0 0 0
Principal Repayment of Current
Borrowing
3870 3910 3940 3970 4000 4040 4070 4110 4140 4170 154210 4240
Other Liabilities Principal
Repayment
0 0 0 0 0 0 0 0 0 0 0 100000



Long-term Liabilities Principal
Repayment
0 0 0 0 0 0 0 0 0 0 0 0
Purchase Other Current Assets 0 0 0 0 0 0 0 0 0 0 0 0
Purchase Long-term Assets 0 0 0 0 0 0 0 0 0 0 0 0
Dividends 0 0 0 0 0 0 0 0 0 0 0 250000
Subtotal Cash Spent 171930 548530 483710 502340 518900 518770 544400 426490 455230 591140 717150 936320

Net Cash Flow 181380 (120510) 69800 89990 13280 52350 (54460) 56190 175220 73440 (13560) (295840)
Cash Balance 463380 342870 412680 502670 515950 568300 513830 570030 745250 818690 805120 509280