This document provides a business plan for a proposed restaurant called Salt & Pepper Restaurant. The restaurant will focus on providing healthy, nutritious fast food options. It will be located in Mumbai and target business professionals, college students, and families. The plan outlines the restaurant's products and services, which will include sandwiches, salads, fruit, yogurt, and coffee. It will operate as a quick-service restaurant focusing on a sandwich shop and coffeehouse concept to provide high-quality, healthy fast food options.
This document provides a business plan for a proposed restaurant called Salt & Pepper Restaurant. The restaurant will focus on providing healthy, nutritious fast food options. It will be located in Mumbai and target business professionals, college students, and families. The plan outlines the restaurant's products and services, which will include sandwiches, salads, fruit, yogurt, and coffee. It will operate as a quick-service restaurant focusing on a sandwich shop and coffeehouse concept to provide high-quality, healthy fast food options.
This document provides a business plan for a proposed restaurant called Salt & Pepper Restaurant. The restaurant will focus on providing healthy, nutritious fast food options. It will be located in Mumbai and target business professionals, college students, and families. The plan outlines the restaurant's products and services, which will include sandwiches, salads, fruit, yogurt, and coffee. It will operate as a quick-service restaurant focusing on a sandwich shop and coffeehouse concept to provide high-quality, healthy fast food options.
1. Executive Summary Salt & Pepper Restaurant is an eating establishment focusing on healthy, nutritious, and fast food to the college area in Mumbai. The Salt & Pepper Restaurant will be an upscale specializing in a combination of fast hot or cold sandwiches and salads plus specific recipes focusing on the healthy and nutrious food. Based on this distinct menu, Salt & Pepper Restaurant will follow a differentiation strategy that will provide unique, or hard to find choices to healthy food patrons. The keys to success for Salt & Pepper restaurant will be repeat business, an excellent location convenient to downtown businesses and its unique cuisine The company will be a owned by me and will be providing capital investment and there will be an additional raised in short term loan. Entering into this market will be easy; the industry is not highly competitive, with periodic overcapacity, high margins, and low entry/exit barriers. In addition, there is 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, college students and the families with their children who come for having healthy dinner. 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 Business plan On Salt & Pepper Restaurant, the company will earn revenues of approximately by year three, and maintain a healthy cash flow. 1.1 Objectives Salt & Pepper Restaurant seeks to achieve the following goals: Cash flow self sufficiency by the end of the first year. Repay debt from original financing by the end of the coming year. Provide an income for founder-owner with income growth possibilities. Page | 4
Becoming profitable in 2rd year, better profits on sales by year three. 1.2 Mission "Our restaurant will be a place where people come to relax, have a good time, and enjoy a great meal. From the moment our customers walk in the door, they are greeted by a warm atmosphere, subtle music, and friendly and courteous staff. Our goal is to give our customers total satisfaction and exceed their expectations through: Commitment to the continuous development and training of our staff Good corporate citizenship and supporting the development of the society and community Commitment to our Vision
1.3 Vision Salt & Pepper Restaurant Vision is to remain the leading fast food restaurant in Mumbai, by delivering total customer satisfaction through: Quality Service Cleanliness Value by the development, contribution & commitment of our staff.
1.4 Salt & Pepper restaurant Core Values Dream Big: We believe in the unlimited potential that lies within all people and are committed to providing opportunities for people to achieve their dreams
Work Hard: We believe that hard work and front-end effort are prerequisites for success Get It Done: We believe that achieving positive results is the key to continued success for everyone
Play Fair: We believe that winning teams play by the Golden Rule. We treat our customers, business partners and teams as they want to be treatedwith respect.
Have Fun: We believe that life is meant to be enjoyed. Success comes more quickly by having fun while working toward our objectives
Make A Difference: We believe that as a company and as individuals we have the responsibility to improve the quality of life for our employees and communities. Keys to Success The keys to success in this business are: Page | 5
1. Product quality: Food, coffee-based beverages, and entertainment are our products. They must be of the high quality and value. 2. Service: Our patrons are paying to have a good time. Their experience will suffer if service is not of the highest caliber. Each member of the staff will be courteous, efficient, and attentive. 3. Marketing: We will need to target our audience early and often. 4. Management: We will need to have a firm grasp on food, beverage, and labor costs. The dining/entertainment/coffeehouse experience must be delivered in a fashion that will not only inspire repeat business, but encourage word-of-mouth recommendations to others. Proper inventory, employee management, and quality control is key.
Page | 6
2. Company description Though the future looks bright for the food-service industry overall, there are no guarantees in this business. Even the most successful operators will tell you this isn't a "get rich quick" industry. It's more like a "work hard and make a living" industry. The name of my restaurant will be Salt & Pepper Restaurant, which means that we will serve healthy food. It has been formed as sole proprietorship firm. In which I would be the owner. Restaurants are classified into three primary categories: quick-service, midscale and upscale. Restaurant service style would be: Restaurants are classified into three primary categories: quick-service, midscale and upscale. My service style will be Quick-service restaurants are also known as fast-food restaurants. These establishments offer limited menus of items that are prepared quickly and sold for a relatively low price. In addition to very casual dining areas, they typically offer drive-thru windows and take-out service. When people think of fast-food restaurants, they often think of hamburgers and French fries, but establishments in this category also serve salads, hot dogs, sandwiches, pizza, salad with dressing on the side or fat free salad dressing, Fruit or fruit and yogurt i.e. Lassi, Fat free / low fat milk or water, Whole wheat rolls, Sandwiches, Coffee, Hotdog, Pizza, and the list goes on. 2.2 Start-up Summary The founders of the company are Miss. Shweta Narkhede and her family member Mr. Jayant Narkhede will focus on the managerial aspects, customer relationship management, and financial tasks along with promotional activities and Mr. Monty on the personnel issues.
Page | 7
3. Products and Services The purpose of any food service is to provide nutrition while offering the added benefit of tasting good. At Salt & Pepper Restaurant, customers will eat traditional favorites without the guilt of consuming unhealthy and heavy fast food. They will also have the opportunity to sample authentic, adventurous fare and increase their awareness of different coffee flavors. Selecting a Food Concept Restaurant patrons want to be delighted with their dining experience, but they don't necessarily want to be surprised. If you're anticipating a family-style steakhouse (based on the name or the dcor of the establishment), but you find yourself in a more formal environment with a bewildering--and pricey--gourmet menu, the surprise may keep you from enjoying the restaurant. Concepts will help my restaurant give a way to let patrons know in advance what to expect and also to provide some structure for their operation. Sandwich Shop: One reason sandwich shops are so successful is that they enjoy high profit margins. Sandwich shops can also change their menus quickly and easily to adapt to current tastes. For example, with the growing interest in health and nutrition in the India, sandwich shops have started offering more low-fat, healthy ingredients in their sandwiches, salads and other menu items. In addition, many sandwich shops have been able to keep up with workers who eat at their workplaces by adding delivery and catering to their sit-down and take-out operations. Sandwich shops can be differentiated by the foods they serve. Most sandwich shops serve only sandwiches, possibly with some side dishes or desserts. A delicatessen usually offers a more extensive menu, including sandwiches, prepared meats, smoked fish, cheeses, salads, relishes and various hot entrees.
Coffeehouse: With more than 400 billion cups consumed every year, coffee is the world's most popular beverage. But beyond the beverage itself, people frequent coffeehouses and espresso bars for a variety of reasons: to meet with friends, for a quick lunch and a drink to perk up the afternoon, or simply to start off each morning with a great cup of coffee to start off each morning. Most successful coffeehouses have heavy foot traffic and high-volume sales. The majority will serve up to 500 customers per day and manage up to five customer turnovers during the lunch hour, despite having limited floor space and modest seating capacity. Profit Page | 8
margins for coffee and espresso drinks are extremely high--after all, we're dealing with a product that's more than 95 percent water. Features and Benefits The food at Salt & Pepper Restaurant offers several unique benefits to the consumer. It will satisfy customers craving for a tasty and fast meal while meeting rising expectations for healthy alternatives. The food will be fresh, made to order, and low fat. Fresh fruits and vegetables increase flavor while lowering calories. Healthy Health Restaurant will offer Salads dressing, yogurt and different coffee ranges that are just as easy to eat on the go as fast-food hamburgers with less than half the fat. We also provide with some fast foods and some fixed meals for student as we are in location advantage of attracting lot of student. Product/Service Limitations Perishability of inventory is the major product limitation. Care must be taken to order proper amounts and use fresh foods immediately. The format of three to five changing entrees per evening will help mitigate this liability. Menus can be adjusted based on ingredient availability. Product/Service Liability Salt & Pepper Restaurant faces two major areas of costly liability.
Food poisoning is a real threat. The resulting medical costs and possible punitive damages can significantly affect the bottom line. Worse yet is the bad word of mouth resulting from such an incident. Safe food handling and employee sanitation must be constantly monitored. Proper training is essential. Along with proper training and systems, adequate insurance will be purchased. Facilities An existing restaurant-equipped building with adequate parking is being leased. Few modifications are necessary and most are cosmetic in nature. The building is 5000 square feet with a dining area of 1000 square feet enough to comfortably seat 50 patrons. Suppliers All the major food distributors in the region make regular deliveries to local grocers and restaurants. Negotiations are well under way with LOCAL dealers to deliver staples and seasonal produce. Specialty items will be purchased from National Foods Agency at least twice a week. Numerous other suppliers can be used if delivery issues arise. Local farmers markets will also be a source for fresh ingredients. Target Market: No single food-service operation has universal appeal. This is a fact that many newer entrepreneurs have trouble accepting, but the reality is that you will never capture 100 percent of the market. When you try to please everyone, you end up pleasing no one. So focus on the 5 or 10 percent of the market that you can get, and forget about the rest. With that said who is eating at restaurants? Our target market consists of Page | 9
college students, athletes, and families with children; they will be looking for healthy, inexpensive, and filling food. Primary market being college students. Secondary market being the parents with their children who want healthy food.
Page | 10
4. Marketing Mix Strategies Our Vision is for you to achieve a health nirvana every time you step into The Salt & Pepper. Marketing Programme Promotional and Positioning Strategy The slogan for our restaurant is Salt & Pepper, a place to acquire a healthy life at a livable price. Our slogan reflects our difference because while most establishments offer healthy choices on their menu, our entire menu is researched to be a healthy choice. Good health connotes a long life, and our customers can live well at our affordable prices. This is what separates us from our competitors. Marketing Mix The four strategies of the marketing mix (product, price, promotion and place) are interconnected. Action in one affects decisions in another. The order of dealing with each can vary, i.e. place can occur before promotion, etc. But first, the target population must be defined and then the strategies are directed toward this target population (market). 1- Product (the food items that are served at a restaurant) Product needs to be different, better, more dazzling than what is offered by the big food suppliers. Most restaurants are willing to pay a price premium for local farm-fresh food, but only if it exceeds the product supply or quality of what the mainstream vendors offer. So on the product part will be list of different items which we are going to serve. Salad with dressing on the side or fat free salad dressing Fruit or fruit and yogurt i.e. Lassi South and Punjabi Dishes Fat free / low fat milk or water Whole wheat rolls Sandwiches Coffee Hotdog Pizza And the list goes on.
2- Place (the restaurant and where it is located) Salt & Pepper will use direct marketing channels since it deals directly with its consumers. The location we have chosen for our Salt & Pepper Page | 11
restaurant is near the MET College campus. This will put the Salt & Pepper near most classrooms on campus along with near the majority of dorms on campus. Lastly, it will be near most of the sporting events that will take place on campus, which will help with sales to visitors of the campus. And it will be also good for the people coming to chawpaty where the family will be coming with their children. So they may also be created as source of revenue. 3- Price (costs of menu items) We want to convey a message of familiarity, understanding, and perhaps even friendship through our low prices. During the beginning of our new company, we will use the markup price strategy. Our skimming price strategy works with our target market mainly, because it is cheap. Therefore, since our target market consists of college students, athletes, and families with children, they will be looking for healthy, inexpensive, and filling food.
The Salt & Pepper gives the customer a simple price that is easy on the budget to accommodate a simple diet that is healthy for your body. If this mission is accomplished, we will be able to build a strong relationship with our more familiar customers. Accomplishing this will allow our business to grow. Our markup price strategy works with our target market mainly, because it is cheap. Therefore, since our target market consists of college students, one who works on his health and families with children, they will be looking for healthy, inexpensive, and filling food. It is important that we keep in the same pricing range as our competitors, because if we raise our prices too high, then we will fail to make sales, but if we reduce our prices too low, then we will lose money. We will use some of their ideas for discounts such as the punch cards. The punch cards really attract customers, since they know that one day after buying nine meals; they have a free meal coming to them. In addition, by using the punch cards, our revenue will dramatically increase, because those particular people with the cards will still have to buy a certain number of meals before they receive their free one. 4- Promote (the methods used to let consumers know about the restaurant and what it serves) The Salt & Pepper will have is the promotional opportunities that will encourage customers to return. These opportunities include punch cards for a meal on the house after a customers has purchased ten meals. There will also be a half priced meal if customer brings a friend. Telling a friend is the strongest mode of advertising there is and The Salt & Pepper will not overlook such Page | 12
an influence. Bringing a customer in for the first time is easy but making sure that the customer will return is the hardest part for any new business.
Opening day is a very important part in our promotional strategy. One promotional objective we will execute is if a customer brings in a friend, they will receive half-off their price. We will know if we accomplished this task because our cashiers will decide if the customer receives the half-off discount. Another objective we will execute is giving out free samples of our food in the hopes that our customers come back for more and be excited about trying the variety of healthy dishes. To determine if this is being accomplished, we will be participating, and by actually giving out the free samples we can research if the demonstrated foods have a higher growth in sales.
Page | 13
5. Market Research & Competition Its very important for any industry to carry out market research in order to serve their clients, in order to have good name. By conducting a market analysis I will be able to answer questions such as: What trends are emerging in the food service industry? What are the strengths and weaknesses of my competition? Is my location suitable? Does my concept fill a niche in the market? What is the potential number of customers I can serve per year? Consumers will spend a greater portion of their food rupees away from home; Competition in the food service industry will be more intense as growth continues; Major food service chains will increase their shares of both sales and units; Independent operators will be the main source of new restaurant concepts; Nutritional concerns will be critical at all types of food service operations; and Service will become a more important point of differentiation.
Competition Market conditions in my area will have a significant impact on the profitability of my restaurant. The strength of the local market affects how many customers my restaurant will serve and the menu prices that my restaurant can charge. Existing market area restaurants can provide valuable information to help me analyze demand and market opportunities. We can assess their competitive strengths and weaknesses and learn from their successes and failures. First, I will identify how many restaurants are in my market area. Then, will identify those restaurants that appeal to the types of customers (market segments) that I plan to serve. I would also identify all other restaurants located in my immediate area because they can also impact my Page | 14
business. Will be also referring to the Yellow Pages and my local Chamber of Commerce for listings of area food-service operations. It is also important for me to identify any market area restaurants that have closed, and for what reasons. Also, learn what new restaurants are planned for the market area and determine how they might affect mine operation. After identifying my competition, will visit and evaluate each restaurant. Speak with the manager of each operation, if possible. Will Use the below competition checklist as a guide for taking notes. After identifying my competition, visit and evaluate each restaurant. Speak with the manager of each operation, if possible. Use the competition checklist as a guide for taking notes.
Loyalty: The target market is majorly constructed by the busy customers. They may be loyal to one food centre. The element of loyalty is the biggest question as the nature and need of customers / consumers are concerned. Competitors may arise. Consumer Behaviour: The low-cultured people may spoil the environment of restaurant. Again the shops and corporates are very huge market, too potential and are not yet covered. These people tend to manage third food from tidy and unclean small marts. First mover advantage: This will be the first its kind of restaurant in this area. There are many small sandwich corners in the area but there isnt any structured restaurant. Staff : The tendency of the worker in this industry is to keep on changing the job. Even at the time of doing the full time job these people may join any contractual labor job and may remain absent for several days.
Page | 15
6. Management Plan Before deciding how to organize an operation, prospective entrepreneurs need to identify the legal structure that will be best suit the demands of the venture. So the management plan is part of business plan that describes the ventures form of ownership-that is proprietorship, partnership and corporation. In my Salt & Pepper restaurant, the method of creation will be sole proprietorship i.e. will be created by me. So that I can be able to have unlimited liability. But if I would have any plans for expansion in the future i.e. by opening a branch in other city then would change my management style to partnership. Legal form of business: Sole proprietorship Liability: here as we are sole proprietorship there is no distinction between business entity and the owners. Then, to satisfy any outstanding debt of the business, creditors may squeeze any assets the owners have outside the business. Cost of starting business: as per the various types of form of business the least expensive is proprietorship where the only costs incurred may be for filling for a business or trade name. There are several categories of personnel in the restaurant business: manager, cooks, servers, busboys, dishwashers. When my restaurant is still new, some employees' duties may cross over from one category to another. For example, my manager may double as the host, and servers may also bus tables. I will be sure to hire people who are willing to be flexible in their duties. My payroll costs, including my own salary and that of your managers, should be about 24 to 35 percent of my total gross sales. Job Design The primary responsibilities of each of the roles, in our restaurant shall be as described below: 1. Restaurant Manager: Overall management of the restaurant Supervision of restaurant Customer management Cash supervision Security concerns to be handled Retention of talents Growth of the restaurant 2. Serving Waiters: Serving of the dishes on tables Placement of dishes on table Coordination with the kitchen Effective order handling Serving of dishes 3. Order Taking Waiters: Receiving of orders from customers Allocation of tables to the serving waiters introducing the different delicacies to the guests tracking loyal and beneficial customers coordinating with kitchen and serving waiters 4. Chefs and Helper Menu management Preparation of dishes
Page | 16
When I start out, I'll probably need three cooks--two full times and one part time. Restaurant workers typically work shifts from 10 a.m. to 4 p.m. or 4 p.m. to closing. But one lead cook may need to arrive early in the morning to begin preparing soups, bread and other items to be served that day. One full-time cook should work days, and the other evenings. The part-time cook will help during peak hours, such as weekend rushes, and can work as a line cook during slower periods, doing simple preparation. Cooking schools can usually provide me with leads to the best in the business, but will look around and place newspaper ads before we hire. Customers will become regulars only if they can expect the best every time they dine at your restaurant. To provide that, I'll need top-notch cooks and chefs. Salaries for chefs and cooks vary according to their experience and your menu. Servers: My servers will have the most interaction with customers, so they need to make a favorable impression and work well under pressure, meeting the demands of customers at several tables while maintaining a pleasant demeanor. There are two times of day for wait staff: very slow and very busy. Schedule your employees accordingly. The lunch rush, for example, starts around 11:30 a.m. and continues until 1:30 or 2 p.m. Restaurants are often slow again until the dinner crowd arrives around 5:30 to 6 p.m. Because servers in most establishments earn a good portion of their income from tips, they're usually paid minimum wage or just slightly more. When my restaurant is new, I may want to hire only experienced servers so we don't have to provide extensive training. As we become established, however, we should develop training systems to help both new, inexperienced employees and veteran servers understand our philosophy and the image we want to project. Wages and Salaries
7. Operational Plan All business manufacturing or non manufacturing should include an operation plans part of business plan. Here in these section describes the flow of goods and services from production to the customer. As a service provider I would also need this section in the business plan in order to explain chronological steps in completing a business transaction. Here in my firm, performance often depends on location, facility layout and personnel, which can, in, turn affect service quality (including such factors as reliability, responsiveness and assurance).The process of delivering this service quality is what distinguishes one new service venture from another and thus needs to be the focus of operation plan. Operation plan begin by describing the location of my new venture. Then listing the advantages of the location, listing down the zoning regulations or tax considerations, access to transportation and whether my suppliers would be conveniently located. Depending on the location of the business, I will have to file articles of incorporation or organization. (Approval is quick.) Once established, Ill be able to secure a Sales Tax Identification Number, which registers my business with the State government. The next step: more paperwork. First, my physical space will have to meet all the local zoning laws governing restaurants. Then, once you install all my equipment, I have to pass muster with the local department of health services or a related restaurant regulation agency. (The governing bureaus vary state to state.)
In operation plan I need to decide From whom will merchandise be purchased? How will the inventory control system operate? What are the storage needs of the restaurant and how will they be promoted? How will the goods flow to the customer? What are the technology utilization requirements to service customers effectively? These operational analysis guidelines may be used by the manager of a single food service establishment for self-analysis, or by the unit manager's supervisor. Receiving, Storage, Issuing and Inventory It is important to control the functions of receiving, storage, issuing and inventory because of the thousands of money of merchandise involved, to maintain the quality level of food, to insure that what was ordered was delivered and that what is needed is available. It may Page | 18
be that my profit is shrinking at my back door-by pilfering of food, by accepting products below specifications, by items being short on count or weight and, most often, by paying for items that did not arrive. One employee will be trained to verify both quantity and quality of food and supplies received. This employee should have the authority and responsibility for receiving, storage, and issuing. Procedures must be designed to maintain the quality of the product and to minimize the loss of food and supplies through spoilage and theft. Foods should be checked for weight, count, quality, price, and for what was ordered. Extensions on the delivery ticket need to be checked. Then there will be management schedule unannounced spot-check at the receiving area to insure that established receiving procedures are followed? Are foods stored immediately after receipt, stored in the proper place, at the correct temperature, and properly rotated? A particular individual should be responsible for the merchandise in the storage area and see that the storage areas are properly secured.
8. Financial Plan We will start the Salt & Pepper restaurant with the investment of Rs.50000000 /-. Our start-up costs come to Rs.5 Crore which is mostly ,expensed equipment, furniture, painting, reconstruction, rent, start-up labor, working capital, marketing ,personnel, and legal and consulting costs associated with opening our restaurant.
Startup expenses (in Rs.) Legal expenses(registration) 100000 Office supplies 50000 Uniform(for chef and waiters) 50000 Rent 1000000 Outdoor patio and garden setting 20000 Furniture-2bigtable, 12medium,8small, 60 chairs, 20 bamboo chairs 500000 Cash register and software 30000 Bathrooms repair(labor/material 150000 Windows repair(material/labor) 50000 Floor and wall coverings 1000000 Paint 100000 Lighting and lamps 50000 Petrol and gas expenses 50000 Page | 21
Initial supply of food and beverages 1000000 Kitchen supplies and crockeries 250000 Music stereo/ TV 100000 High chair and booster seat-(4+4) 25000 Cleaning 50000 Water tanks 50000 Advertising and promotions 5000000 4 CD DAWN 250000 Generator 5KVa 100000 AC 700000 Balance will be kept as safety reserves. Page | 22
9. Risk factors Every new venture will be faced with some potential hazards, given the particular industry and competitive environment. So it is important for me as an entrepreneur to make assessment of risk in the following manner. First to indicate potential risk to the business and the discussion of might happen if these risks turn into reality. And finally I would suggest a strategy that can be employed either to prevent, minimize or respond to the risk should they occur A new entry involves considerable risk for me and my firm. Risk here refers to the probability, and magnitude, of downside loss, which could result in bankruptcy. The risk of downside loss is partly derived from my uncertainties over market demand, technological development and the actions of competitors. While it is true that more restaurants die than live, theres a say that the ones that die are the ones that never had a chance to survive. Many things can go wrong with a restaurant. But most of these flaws can be fixed at the planning stage. Overpricing is the number one killer. The second is poor control and mismanagement. This is why it is important to work with someone who knows the business and not just team up with a few friends, none of whom have any idea about running a restaurant, and hire a manager to do it for you. If I would be taking an existing restaurant format and opening a branch in a different city, then it is most important for me to understand the demographics of my new customers and price my menu accordingly. At the most we can use strategies to reduce or some or all of these uncertainties and there by reduce the risk of downward loss. These strategies depend on me, whether to choice about which customer group to serve and how to serve them i.e. scope.
As its a new entry into the market I have many risk factors, whether the restaurant will work or not, so to safe guard myself I would use narrow scope strategy, which would help me form a specific and small product range to a small number of customers groups in order to satisfy particular need. And by using these strategies I may also expertise or may not, but would help me form a particular group. So with these strategy I can reduce the risk associated with competition and other risk which is associated that market demands does not materializes as expected or change over the time. With more Indians travelling abroad and sampling international restaurants and cuisines, they are ready to experiment with their food. All this bodes Page | 23
well for the industry and my investment. And If I have a product that scores 7 out of 10, I have a hit on my hands. "It is like any other business. You have to control your costs and run a tight operation. If you manage to keep your prices down and your employees' hands off the till, that's half the battle won."