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Executive Summary of a Restaurant: Template & Example

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  • December 29, 2023
  • Business Plan , Executive Summary

the business plan template of a restaurant

An executive summary for a restaurant business plan is key to illustrating the vision and strategy of your dining establishment. This summary is essential in conveying the unique aspects of your restaurant, especially its location, concept, size, supply chain, etc. It should effectively communicate your restaurant’s potential in a competitive landscape , highlighting how it differentiates itself with a distinct culinary experience and service.

In the executive summary, a two-slide PowerPoint format is recommended. The first slide should focus on the restaurant’s location, size, supply chain, and operations, underlining its appeal to the target demographic. The second slide should emphasize the expertise of the management team and the financial objectives of the business, presenting a comprehensive overview of the restaurant’s potential in the dynamic FSR market.

the business plan template for a restaurant

Restaurant Business Plan

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Executive Summary: Page 1

the executive summary slide of a restaurant business plan (page 1)

Business Overview

The business overview should detail the restaurant’s specific features, such as its seating capacity, ambiance, and supply chain practices. It’s important to emphasize how the restaurant caters to its target demographic through its strategic location and operational model.

Example: “[Your Restaurant Name],” located in [specific area or neighborhood], covers [total square footage] sq ft and includes a main dining area, bar, and outdoor patio, offering a total of [number of seats] seats. The restaurant’s commitment to quality is reflected in its locally sourced produce and sustainable supply chain practices, catering to a diverse clientele.

Market Overview

This section involves analyzing the size, growth, and trends of the full-service restaurant market. It should address the industry’s digital transformation, health-conscious dining preferences, and eco-friendly practices, positioning the restaurant within the broader market context.

Example: “[Your Restaurant Name]” enters a U.S. full-service restaurant market valued at $293 billion. The restaurant’s focus on technology, healthier menu options, and sustainability aligns well with current market trends and consumer preferences, setting it apart from six main competitors in the area.

Executive Summary: Page 2

the executive summary slide of a restaurant business plan (page 2)

Management Team

Detailing the management team’s background and expertise is crucial. This section should highlight how their experience in culinary arts and restaurant management contributes to the success of the restaurant.

Example: The Executive Chef and Co-Owner of “[Your Restaurant Name]” leads menu development and kitchen operations, ensuring high-quality food preparation and presentation. The General Manager and Co-Owner manages daily operations, staff, customer service, and financial aspects, ensuring a seamless dining experience.

Financial Plan

This section should outline the restaurant’s financial goals and projections, including revenue targets and profit margins, providing a clear picture of its financial aspirations and health.

Example: “[Your Restaurant Name]” aims to achieve $2.7 million in annual revenue with an 11% EBITDA margin by 2028. This financial goal is supported by a focus on quality dining experiences, strategic marketing, and operational efficiency, positioning the restaurant for growth in the competitive full-service restaurant market.

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Restaurant Business Plan Template

Written by Dave Lavinsky

Restaurant Business Plan

You’ve come to the right place to create your restaurant business plan.

We have helped over 100,000 entrepreneurs and business owners with how to write a restaurant business plan to help them start or grow their restaurants.

Below is a restaurant business plan template to help you create each section of your business plan.

Restaurant Business Plan Example

Executive summary, business overview.

Bluehorn Restaurant & Steakhouse is a new restaurant and steakhouse located in Oklahoma City, Oklahoma. The menu of Bluehorn Restaurant & Steakhouse will include bistro-type dishes that are authentically created and crafted by acclaimed Chef Peter Logan. It will be located in the trendy part of town, known as the Plaza District. The restaurant will be surrounded by classy art galleries, live theater, high-end restaurants and bars, and expensive shopping.

Owned by emerging restaurant operators Chef Peter Logan and Anastasia Gillette, Bluehorn Restaurant & Steakhouse’s mission is to become Oklahoma City’s best, new restaurant for patrons to celebrate their next big event, have a nice date night, or gather with friends or family for a fun evening while dining over finely crafted entrees, desserts, and cocktails.

Products Served

The following are the menu items to be offered by Bluehorn Restaurant & Steakhouse:

  • Soups & Salads
  • Gourmet sides
  • Wine, Beer & Spirits

Customer Focus

Bluehorn Restaurant & Steakhouse will target adult men and women between the ages of 21 – 65 with disposable income in Oklahoma City, Oklahoma. Within this demographic are millennials, young professionals, newlyweds, young families, more established families, and retirees. Because of the pricing structure of the menu, the patrons will likely be upper middle class to the wealthy population of Oklahoma City.

Management Team

Bluehorn Restaurant & Steakhouse is owned and operated by fellow Oklahoma City natives and culinary enthusiasts, Chef Peter Logan and Anastasia Gillette. Both come with a unique skill set and complement each other perfectly. They formerly worked together at another OKC fine dining establishment and made a great team for serving guests delectable food and wine while ensuring the highest level of customer service.

Chef Peter will manage the kitchen operations of Bluehorn Restaurant & Steakhouse, while Anastasia will oversee front of the house operations, maintain and ensure customer service, and manage all reservations.

Financial Highlights

Bluehorn Restaurant & Steakhouse is seeking $300,000 in debt financing to open its start-up restaurant. The funding will be dedicated for the build-out and design of the restaurant, kitchen, bar and lounge, as well as cooking supplies and equipment, working capital, three months worth of payroll expenses and opening inventory. The breakout of the funding is below:

  • Restaurant Build-Out and Design – $100,000
  • Kitchen supplies and equipment – $100,000
  • Opening inventory – $25,000
  • Working capital (to include 3 months of overhead expenses) – $25,000
  • Marketing (advertising agency) – $25,000
  • Accounting firm (3 months worth and establishment/permitting of business) – $25,000

executive summary of a business plan of a restaurant

Company Overview

Bluehorn Restaurant & Steakhouse is a new restaurant and steakhouse located in Oklahoma City, Oklahoma. Bluehorn Restaurant & Steakhouse will serve a wide variety of dishes and beverages and will cater to the upper middle class to wealthier population of Oklahoma City. The menu of Bluehorn Restaurant & Steakhouse will include bistro-type dishes that are authentically created and crafted by acclaimed Chef Peter Logan. It will be located in the trendy part of town, known as the Plaza District. The Plaza District is one of Oklahoma’s trendy neighborhoods and is considered the “it” area for newlyweds, millennials, professionals, and young singles. The restaurant will be surrounded by classy art galleries, live theater, high-end restaurants and bars, and expensive shopping.

Owned by emerging restaurant operators Chef Peter Logan and Anastasia Gillette, the restaurant’s mission statement is to become the best new steak restaurant in OKC. The following are the types of menu items Bluehorn Restaurant & Steakhouse will serve- shareables, steaks, soups, gourmet sides and salads.

Bluehorn Restaurant & Steakhouse History

Bluehorn Restaurant & Steakhouse is owned by two Oklahoma City natives, Chef Peter Logan and Anastasia Gillette. They have both worked around the country in fine dining establishments and have a combined twenty years in the restaurant industry. Upon working alongside each other at another fine dining establishment in Oklahoma City, the two of them became good friends and decided to venture into owning their own restaurant.

Chef Peter is the kitchen guru and critically acclaimed chef, while Anastasia manages the front of the house and is a certified Sommelier. Together, with both of their expertise and knowledge, Bluehorn Restaurant & Steakhouse is destined to become Oklahoma City’s next big restaurant.

Industry Analysis

The Restaurant industry is expected to grow to over $220 billion in the next five years.

Consumer spending is projected to grow. The Consumer Confidence Index, a leading indicator of spending patterns, is expected to also grow strongly, which will boost restaurant industry growth over the next five years. The growth in consumer confidence also suggests that more consumers may opt to segment their disposable income to eating outside the home.

Additionally, an increase in the number of households earning more than $100,000 annually further contributes to the industry growth, supporting industry operators that offer more niche, higher-end products.  This group is expected to continue to grow in size over the next five years.

The urban population represents a large market for the industry. Specifically, time-strapped individuals living in urban areas will likely frequent industry establishments to save time on cooking. The urban population is expected to increase, representing a potential opportunity for the industry.

Customer Analysis

Demographic profile of target market, customer segmentation.

Bluehorn Restaurant & Steakhouse will primarily target the following customer profile:

  • Upper middle class to wealthier population
  • Millennials
  • Young professionals
  • Households with an average income of at least $75k
  • Foodies and culture enthusiasts

Competitive Analysis

Direct and indirect competitors.

Bluehorn Restaurant & Steakhouse will be competing with other restaurants in Oklahoma City. A profile of each competitor is below. The Press Located in the trendy area known as the Plaza District, The Press has reimagined our favorite foods of the surrounding regions through the lens of home.

The menu consists of appetizers, soups, burgers and sandwiches, bowls, main dishes, sides, desserts, and a large selection of alcoholic beverages. The Press serves craft beer, domestic beer, wine spritzers, house cocktails, wine, and mimosas. They also offer brunch. The menu of The Press is affordable with the most expensive dish being $16. The wine menu is also not pretentious as the wine is sold either by the glass or bottle, with the most expensive bottle being $52 for the Gruet Sparkling Brut Rose. Oak & Ore Oak & Ore is a craft beer and restaurant in OKC’s Plaza District. They have a 36-tap beer selection and offer vegetarian, vegan, and gluten free dining options. Oak & Ore offers a rotating, 36-tap selection of their favorite brews from Oklahoma and around the world. Each beer is thoughtfully paired with a craft beer-inspired dining experience.

The food menu of Oak & Ore offers starters, salads, wings, fried chicken, sandwiches, tacos, banh mi, and sides. They also have a selection of kids dishes so the whole family can enjoy comfort food while sampling one of their delectable beers.

The Mule OKC The Mule is a casual, hip restaurant offering a large beer and cocktail menu plus sandwiches and more. Located in the constantly growing and buzzing hub that is the Plaza District, The Mule takes the timeless favorite and contorts it into a whole menu of wild offerings.

There is also a fantastic assortment of soups offered and The Mule shakes up a seasonal list of cocktails designed by their bar staff. During the winter months, patrons can stave off the cold with their versions of hot toddies and buttered rum. For the beer drinkers, they always have a reliable line-up of fresh cold brews on draft, as well as a wide selection of can.

Competitive Advantage

Bluehorn Restaurant & Steakhouse offers several advantages over its competition. Those advantages are:

  • Gourmet dishes elegantly prepared to the finest standard.
  • Selection of steaks sourced from local Oklahoma farms.
  • An exclusive and unique wine menu that includes a wine selection of all price points.
  • Highly sought after location: Bluehorn Restaurant & Steakhouse will be located in the trendy and attractive neighborhood known as The Plaza District.
  • Trendy, welcoming, and energetic ambiance that will be perfect for a night out or a celebration.

Marketing Plan

Promotions strategy.

The marketing strategy for Bluehorn Restaurant & Steakhouse is as follows: Location Bluehorn Restaurant & Steakhouse’s location is a promotions strategy in itself. The Plaza District is a destination spot for locals, tourists, and anyone looking for the trendiest food fare in Oklahoma City. The Plaza District is home to OKC’s most popular bars and restaurants, art galleries, theaters, and boutique shopping. The millennials, young professionals, and foodies will frequent Bluehorn Restaurant & Steakhouse for the location itself.

Social Media Bluehorn Restaurant & Steakhouse will use social media to cater to the millennials and Oklahoma City residents. Chef Peter and Anastasia plan to hire an advertising agency to take professional photographs of the menu items and location to create appealing posts to reach a greater audience. The posts will include pictures of the menu items, as well as upcoming featured options. SEO Website Marketing Bluehorn Restaurant & Steakhouse plans to invest funds into maintaining a strong SEO presence on search engines like Google and Bing. When a person types in “local fine dining restaurant” or “Oklahoma City restaurant”, Bluehorn Restaurant & Steakhouse will appear in the top three choices. The website will include the full menu, location, hours, and lots of pictures of the food, drinks, and steaks. Third Party Delivery Sites Bluehorn Restaurant & Steakhouse will maintain a presence on sites like GrubHub, Uber Eats, Doordash, and Postmates so that people looking for local food to be delivered will see Bluehorn Restaurant & Steakhouse listed near the top.

Operations Plan

Operation functions:.

The company will hire the following:

  • 4 sous chefs
  • 2 bartenders
  • 2 hostesses
  • The company will hire an advertising agency and an accounting firm

Milestones:

Bluehorn Restaurant & Steakhouse aims to open in the next 6 months. The following are the milestones needed in order to obtain this goal.

7/1/202X – Execute lease for prime location in the Plaza District.

7/2/202X – Begin construction of restaurant build-out.

7/10/202X – Finalize menu.

7/17/202X – Hire advertising company to begin developing marketing efforts.

8/15/202X – Start of marketing campaign

8/22/202X – Final walk-thru of completed restaurant build-out.

8/25/202X – Hire team of sous chefs, servers, and bussers.

9/1/202X – Decoration and set up of restaurant.

9/15/202X – Grand Opening of Bluehorn Restaurant & Steakhouse

Bluehorn Restaurant & Steakhouse will be owned and operated by Chef Peter Logan and Anastasia Gillette. Each will have a 50% ownership stake in the restaurant.

Chef Peter Logan, Co-Owner

Chef Peter Logan is an Oklahoma City native and has been in the restaurant industry for over ten years. He was trained in a prestigious Le Cordon Bleu Culinary Academy in San Francisco and has worked in some of the nation’s most prestigious fine dining restaurants. His tenure has took him from the west coast to the east coast, and now he’s back doing what he loves in his hometown of Oklahoma City.

Chef Peter will manage the kitchen operations of Bluehorn Restaurant & Steakhouse. He will train and oversee the sous chefs, manage inventory, place food inventory orders, deal with the local food vendors, and ensure the highest customer satisfaction with the food.

Anastasia Gillette, Co-Owner

Anastasia Gillette was born and raised in Oklahoma City and has garnered over ten years in the restaurant industry as well. While in college, Anastasia worked as a hostess at one of the area’s most prestigious restaurant establishments. While there, she was eventually promoted to Front of the House Manager where she oversaw the hostesses, servers, bussers, bartenders, and reservations. Her passion always led to the beverage portion of the restaurant so she obtained her Sommelier certificate in 2019. With her wine education, Anastasia is able to cultivate an interesting and elegant wine selection for the restaurant.

Anastasia will oversee front of the house operations, maintain and ensure customer service, and manage all reservations. She will also be in charge of the bar and wine ordering, training of front of the house staff, and will manage the restaurant’s social media accounts once they are set up.

Financial Plan

Key revenue & costs.

The revenue drivers for Bluehorn Restaurant & Steakhouse will come from the food and drink menu items being offered daily.

The cost drivers will be the ingredients and products needed to make the menu items as well as the cooking materials. A significant cost driver is the fine dining equipment, serving dishes, and beer and wine glasses. Other cost drivers will be the overhead expenses of payroll for the employees, accounting firm, and cost of the advertising agency.

Funding Requirements and Use of Funds

Bluehorn Restaurant & Steakhouse is seeking $300,000 in debt financing to open its start-up restaurant. The breakout of the funding is below:

Financial Projections

Income Statement

  Balance Sheet

  Cash Flow Statement

Restaurant Business Plan FAQs

What is a restaurant business plan.

A restaurant business plan is a plan to start and/or grow your restaurant business. Among other things, it outlines your business concept, identifies your target customers, presents your marketing plan and details your financial projections.

You can  easily complete your restaurant business plan using our Restaurant Business Plan Template here .

What Are the Main Types of Restaurants?

There are many types of restaurant businesses. Restaurants can range in type from fast food, fast casual, moderate casual, fine dining, and bar and restaurant types. Restaurants also come in a variety of different ethnic or themed categories, such as Mexican restaurants, Asian restaurants, American, etc.  Some restaurants also go mobile and have food trucks.

How Do You Get Funding for Your Restaurant Business Plan?

Restaurant businesses are most likely to receive funding from banks. Typically you will find a local bank and present your business plan to them. Another option for a restaurant business is to obtain a small business loan. SBA loans are a popular option as they offer longer loan terms with lower interest rates.

What are the Steps To Start a Restaurant Business?

1. Develop A Restaurant Business Plan - The first step in starting a business is to create a detailed restaurant business plan that outlines all aspects of the venture. This should include potential market size and target customers, the services or products you will offer, pricing strategies and a detailed financial forecast.  

2. Choose Your Legal Structure - It's important to select an appropriate legal entity for your restaurant business. This could be a limited liability company (LLC), corporation, partnership, or sole proprietorship. Each type has its own benefits and drawbacks so it’s important to do research and choose wisely so that your restaurant business is in compliance with local laws.

3. Register Your Restaurant Business - Once you have chosen a legal structure, the next step is to register your restaurant business with the government or state where you’re operating from. This includes obtaining licenses and permits as required by federal, state, and local laws. 

4. Identify Financing Options - It’s likely that you’ll need some capital to start your restaurant business, so take some time to identify what financing options are available such as bank loans, investor funding, grants, or crowdfunding platforms. 

5. Choose a Location - Whether you plan on operating out of a physical location or not, you should always have an idea of where you’ll be based should it become necessary in the future as well as what kind of space would be suitable for your operations. 

6. Hire Employees - There are several ways to find qualified employees including job boards like LinkedIn or Indeed as well as hiring agencies if needed – depending on what type of employees you need it might also be more effective to reach out directly through networking events. 

7. Acquire Necessary Restaurant Equipment & Supplies - In order to start your restaurant business, you'll need to purchase all of the necessary equipment and supplies to run a successful operation. 

8. Market & Promote Your Business - Once you have all the necessary pieces in place, it’s time to start promoting and marketing your restaurant business. This includes creating a website, utilizing social media platforms like Facebook or Twitter, and having an effective Search Engine Optimization (SEO) strategy. You should also consider traditional marketing techniques such as radio or print advertising. 

Learn more about how to start a successful restaurant business:

  • How to Start a Restaurant Business

Where Can I Get a Restaurant Business Plan PDF?

You can download our free restaurant business plan template PDF here . This is a sample restaurant business plan template you can use in PDF format.

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How to Write a Restaurant Business Plan

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When starting a business—no matter what type of business that may be—a business plan is essential to map out your intentions and direction. That’s the same for a restaurant business plan, which will help you figure out where you fit in the landscape, how you’re going to differ from other establishments around you, how you’ll market your business, and even what you’re going to serve. A business plan for your restaurant can also help you later if you choose to apply for a business loan .

While opening a restaurant isn’t as risky as you’ve likely heard, you still want to ensure that you’re putting thought and research into your business venture to set it up for success. And that’s where a restaurant business plan comes in.

We’ll go through how to create a business plan for a restaurant and a few reasons why it’s so important. After you review the categories and the restaurant business plan examples, you can use the categories to make a restaurant business plan template and start your journey.

executive summary of a business plan of a restaurant

Why you shouldn’t skip a restaurant business plan

First-time restaurateurs and industry veterans alike all need to create a business plan when opening a new restaurant . That’s because, even if you deeply understand your business and its nuances (say, seasonal menu planning or how to order correct quantities), a restaurant is more than its operations. There’s marketing, financing, the competitive landscape, and more—and each of these things is unique to each door you open.

That’s why it’s so crucial to understand how to create a business plan for a restaurant. All of these things and more will be addressed in the document—which should run about 20 or 30 pages—so you’ll not only have a go-to-market strategy, but you’ll also likely figure out some things about your business that you haven’t even thought of yet.

Additionally, if you’re planning to apply for business funding down the line, some loans—including the highly desirable SBA loan —actually require you to submit your business plan to gain approval. In other words: Don’t skip this step!

How much do you need?

with Fundera by NerdWallet

We’ll start with a brief questionnaire to better understand the unique needs of your business.

Once we uncover your personalized matches, our team will consult you on the process moving forward.

How to write a restaurant business plan: Step by step

There’s no absolute format for a restaurant business plan that you can’t stray from—some of these sections might be more important than others, for example, or you might find that there’s a logical order that makes more sense than the one in the restaurant business plan example below. However, this business plan outline will serve as a good foundation, and you can use it as a restaurant business plan template for when you write your own.

Executive summary

Your executive summary is one to two pages that kick off your business plan and explain your vision. Even though this might seem like an introduction that no one will read, that isn’t the case. In fact, some investors only ask for the executive summary. So, you’ll want to spend a lot of time perfecting it.

Your restaurant business plan executive summary should include information on:

Mission statement: Your goals and objectives

General company information: Include your founding date, team roles (i.e. executive chef, sous chefs, sommeliers), and locations

Category and offerings: What category your restaurant fits into, what you’re planning to serve (i.e. farm-to-table or Korean), and why

Context for success: Any past success you’ve had, or any current financial data that’ll support that you are on the path to success

Financial requests: If you’re searching for investment or financing, include your plans and goals here and any financing you’ve raised or borrowed thus far

Future plans: Your vision for where you’re going in the next year, three years, and five years

When you’re done with your executive summary, you should feel like you’ve provided a bird’s eye view of your entire business plan. In fact, even though this section is first, you will likely write it last so you can take the highlights from each of the subsequent sections.

And once you’re done, read it on its own: Does it give a comprehensive, high-level overview of your restaurant, its current state, and your vision for the future? Remember, this may be the only part of your business plan potential investors or partners will read, so it should be able to stand on its own and be interesting enough to make them want to read the rest of your plan.

Company overview

This is where you’ll dive into the specifics of your company, detailing the kind of restaurant you’re looking to create, who’s helping you do it, and how you’re prepared to accomplish it.

Your restaurant business plan company overview should include:

Purpose: The type of restaurant you’re opening (fine dining, fast-casual, pop-up, etc.), type of food you’re serving, goals you have, and the niche you hope to fill in the market

Area: Information on the area in which you’re opening

Customers: Whom you’re hoping to target, their demographic information

Legal structure: Your business entity (i.e. LLC, LLP, etc.) and how many owners you have

Similar to your executive summary, you won’t be going into major detail here as the sections below will get into the nitty-gritty. You’ll want to look at this as an extended tear sheet that gives someone a good grip on your restaurant or concept, where it fits into the market, and why you’re starting it.

Team and management

Barely anything is as important for a restaurant as the team that runs it. You’ll want to create a section dedicated to the members of your staff—even the ones that aren’t yet hired. This will provide a sense of who is taking care of what, and how you need to structure and build out the team to get your restaurant operating at full steam.

Your restaurant business plan team and management section should have:

Management overview: Who is running the restaurant, what their experience and qualifications are, and what duties they’ll be responsible for

Staff: Other employees you’ve brought on and their bios, as well as other spots you anticipate needing to hire for

Ownership percentage: Which individuals own what percentage of the restaurant, or if you are an employee-owned establishment

Be sure to update this section with more information as your business changes and you continue to share this business plan—especially because who is on your team will change both your business and the way people look at it.

Sample menu

You’ll also want to include a sample menu in your restaurant business plan so readers have a sense of what they can expect from your operations, as well as what your diners can expect from you when they sit down. This will also force you to consider exactly what you want to serve your diners and how your menu will stand out from similar restaurants in the area. Although a sample menu is in some ways self-explanatory, consider the following:

Service : If your brunch is as important as your dinner, provide both menus; you also might want to consider including both a-la-carte and prix fixe menus if you plan to offer them.

Beverage/wine service: If you’ll have an emphasis on specialty beverages or wine, a separate drinks list could be important.

Seasonality: If you’re a highly seasonal restaurant, you might want to consider providing menus for multiple seasons to demonstrate how your dishes (and subsequent purchasing) will change.

Market analysis

This is where you’ll begin to dive deeper. Although you’ve likely mentioned your market and the whitespace you hope to address, the market analysis section will enable you to prove your hypotheses.

Your restaurant business plan market analysis should include:

Industry information: Include a description of the restaurant industry, its size, growth trends, and other trends regarding things such as tastes, trends, demographics, structures, etc.

Target market: Zoom in on the area and neighborhood in which you’re opening your restaurant as well as the type of cuisine you’re serving.

Target market characteristics: Describe your customers and their needs, how/if their needs are currently being served, other important pieces about your specific location and customers.

Target market size and growth: Include a data-driven section on the size of your market, trends in its growth, how your target market fits into the industry as a whole, projected growth of your market, etc.

Market share potential: Share how much potential there is in the market, how much your presence will change the market, and how much your specific restaurant or restaurant locations can own of the open market; also touch on any barriers to growth or entry you might see.

Market pricing: Explain how you’ll be pricing your menu and where you’ll fall relative to your competitors or other restaurants in the market.

Competitive research: Include research on your closest competitors, how they are both succeeding and failing, how customers view them, etc.

If this section seems like it might be long, it should—it’s going to outline one of the most important parts of your strategy, and should feel comprehensive. Lack of demand is the number one reason why new businesses fail, so the goal of this section should be to prove that there is demand for your restaurant and show how you’ll capitalize on it.

Additionally, if market research isn’t your forte, don’t be shy to reach out to market research experts to help you compile the data, or at least read deeply on how to conduct effective research.

Marketing and sales

Your marketing and sales section should feel like a logical extension of your market analysis section, since all of the decisions you’ll make in this section should follow the data of the prior section.

The marketing and sales sections of your restaurant business plan should include:

Positioning: How you’ll describe your restaurant to potential customers, the brand identity and visuals you’ll use to do it, and how you’ll stand out in the market based on the brand you’re building

Promotion: The tools, tactics, and platforms you’ll use to market your business

Sales: How you’ll convert on certain items, and who/how you will facilitate any additional revenue streams (i.e. catering)

It’s likely that you’ll only have concepts for some of these elements, especially if you’re not yet open. Still, get to paper all of the ideas you have, and you can (and should) always update them later as your restaurant business becomes more fully formed.

Business operations

The business operations section should get to the heart of how you plan to run your business. It will highlight both internal factors as well as external forces that will dictate how you run the ship.

The business operations section should include:

Management team: Your management structure and hierarchy, and who is responsible for what

Hours: Your hours and days of operation

Location: What’s special about your location that will get people through the door

Relationships: Any advantageous relationships you have with fellow restaurateurs, places for sourcing and buying, business organizations, or consultants on your team

Add here anything you think could be helpful for illustrating how you’re going to do business and what will affect it.

Here, you’ll detail the current state of your business finances and project where you hope to be in a year, three years, and five years. You’ll want to detail what you’ve spent, what you will spend, where you’ll get the money, costs you might incur, and returns you’ll hope to see—including when you can expect to break even and turn a profit.

Financial statements: If you’ve been in business for any amount of time, include existing financial statements (i.e. profit and loss, balance sheet, cash flow, etc.)

Budget: Your current budget or a general startup budget

Projections: Include revenue, cash flow, projected profit and loss, and other costs

Debt: Include liabilities if the business has any outstanding debt or loans

Funding request: If you’re requesting a loan or an investment, lay out how much capital you’re looking for, your company’s valuation (if applicable), and the purpose of the funding

Above all, as you’re putting your financials together, be realistic—even conservative. You want to give any potential investors a realistic picture of your business.

Feel like there are other important components but they don't quite fit in any of the other categories (or make them run too long)? That’s what the restaurant business plan appendix section is for. And although in, say, a book, an appendix can feel like an afterthought, don’t ignore it—this is another opportunity for you to include crucial information that can give anyone reading your plan some context. You may include additional data, graphs, marketing collateral (like logo mockups), and more.

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The bottom line

Whether you’re writing a restaurant business plan for investors, lenders, or simply for yourself and your team, the most important thing to do is make sure your document is comprehensive. A good business plan for a restaurant will take time—and maybe a little sweat—to complete fully and correctly.

One other crucial thing to remember: a business plan is not a document set in stone. You should often look to it to make sure you’re keeping your vision and mission on track, but you should also feel prepared to update its components as you learn more about your business and individual restaurant.

This article originally appeared on JustBusiness, a subsidiary of NerdWallet.

On a similar note...

Your Restaurantbusiness

How to Write a Restaurant Business Plan: A Step-by-Step Guide

  • Business , Restaurants
  • April 1, 2023

If you’re planning to start a restaurant, writing a business plan is a crucial step. A well-written business plan serves as a roadmap for your restaurant, outlining your goals, strategies, and financial projections. It’s also a document that potential investors or lenders will want to see before they consider investing in your restaurant.

Writing a restaurant business plan can seem daunting, but it doesn’t have to be. The key is to break it down into manageable sections and take it one step at a time. In this article, we’ll walk you through the essential elements of a restaurant business plan and provide tips on how to write each section effectively.

Executive Summary

The executive summary is a critical part of your restaurant business plan, as it provides an overview of your entire plan. It should be concise and clear, highlighting the most important aspects of your business plan.

In this section, you should include:

  • A brief introduction to your restaurant concept and target market
  • Your mission statement and core values
  • A summary of your management team and their experience
  • A description of your menu and pricing strategy
  • A financial summary, including startup costs, projected revenue, and profit margins

Keep in mind that the executive summary is often the first part of your business plan that potential investors or lenders will read. Therefore, it’s important to make a strong first impression and clearly communicate the key points of your plan.

Overall, the executive summary should be no more than one or two pages long, and should be written in a clear and concise manner. It should be easy to read and understand, and should leave the reader with a clear understanding of your restaurant concept and the potential for success.

Market Analysis

Before starting a restaurant business, it is essential to conduct a thorough market analysis to understand the market trends, competition, and target customers. The market analysis section of the business plan should provide a detailed overview of the restaurant industry’s current state and future growth potential.

One way to conduct market research is by analyzing industry reports, such as those published by the National Restaurant Association. These reports provide valuable insights into consumer trends, industry growth rates, and market size. Additionally, researching local competition and their offerings can help identify gaps in the market and opportunities for differentiation.

Another critical aspect of market analysis is identifying the target market. Understanding the demographics, preferences, and behaviors of potential customers is crucial in developing a successful restaurant concept. This information can be gathered through surveys, focus groups, and analyzing customer data from similar businesses.

Finally, it is essential to analyze the economic and regulatory environment in which the restaurant will operate. Factors such as minimum wage laws, health and safety regulations, and taxes can significantly impact a restaurant’s profitability.

Overall, a comprehensive market analysis is crucial in developing a successful restaurant business plan. By understanding the market trends, competition, and target customers, entrepreneurs can create a unique concept that meets the needs of their customers and stands out in a crowded industry.

Menu and Services

One of the most important aspects of a restaurant business plan is the menu and services section. This section outlines the types of food and beverages that will be offered, as well as the overall dining experience that customers can expect.

When developing your menu, it’s important to consider the target market and what types of cuisine they prefer. It’s also important to consider the cost of ingredients and the profit margins for each dish. Offering a variety of options, including vegetarian and gluten-free choices, can help attract a wider customer base.

In addition to the menu, the services section should outline the overall dining experience. This includes details such as the style of service (e.g. casual, fine dining), the ambiance of the restaurant, and any additional services offered (e.g. catering, delivery). It’s important to consider the competition in the area and what unique services or experiences your restaurant can offer to stand out.

Tables and bullet points can be useful in conveying information about the menu and services. For example, a table could be used to list the different menu items and their prices, while bullet points could be used to highlight any special promotions or events.

Overall, the menu and services section of a restaurant business plan is crucial in outlining the types of food and experiences that customers can expect. By carefully considering the target market, competition, and costs, you can develop a menu and service offering that will attract and retain customers.

Marketing and Sales Strategies

Marketing and sales are crucial components of any restaurant business plan. Without effective marketing and sales strategies, your restaurant may struggle to attract customers and generate revenue. In this section, we’ll discuss some key strategies for promoting and selling your restaurant’s products and services.

Target Market

Before you can develop effective marketing and sales strategies, you need to identify your target market. Who are your ideal customers? What are their demographics, interests, and behaviors? By understanding your target market, you can tailor your marketing and sales efforts to appeal to their specific needs and preferences.

Online Presence

In today’s digital age, having a strong online presence is essential for any business. Make sure your restaurant has a professional website that showcases your menu, location, and hours of operation. You should also create social media accounts on platforms like Facebook, Twitter, and Instagram. These channels can help you connect with potential customers and promote your restaurant’s offerings.

Promotions and Special Offers

Offering promotions and special deals can be an effective way to attract new customers and encourage repeat business. Consider offering discounts on certain menu items or hosting special events like wine tastings or live music nights. You can also use email marketing campaigns to promote your restaurant’s latest offerings and deals.

Customer Service

Finally, don’t overlook the importance of excellent customer service. Providing a positive dining experience can help you build a loyal customer base and generate positive word-of-mouth referrals. Train your staff to be friendly, attentive, and knowledgeable about your menu and offerings.

Management and Staffing

One of the key factors for any successful restaurant is having a strong management team in place. This includes a general manager, kitchen manager, and front-of-house manager. Each of these positions has unique responsibilities that are critical to the restaurant’s success.

The general manager oversees all aspects of the restaurant, including finances, marketing, and staffing. They are responsible for creating and implementing policies and procedures that ensure the restaurant runs smoothly and efficiently.

The kitchen manager is responsible for managing the kitchen staff, ordering supplies, and ensuring that all food is prepared to the highest standards. They must have a deep understanding of food safety and sanitation regulations, as well as excellent organizational and communication skills.

The front-of-house manager is responsible for managing the waitstaff, bartenders, and host/hostess staff. They must have excellent customer service skills and be able to handle any customer complaints or issues that arise. They are also responsible for creating schedules and ensuring that the restaurant is properly staffed at all times.

When it comes to staffing, it’s important to hire people who are passionate about the restaurant industry and committed to providing excellent customer service. This includes waitstaff, bartenders, and kitchen staff. It’s also important to provide ongoing training and development opportunities to ensure that staff members are equipped with the skills they need to succeed.

Having a strong management team and dedicated staff is critical to the success of any restaurant. By investing in your team and creating a positive work environment, you can ensure that your restaurant is well-positioned for long-term success.

Financial Analysis and Projections

As you develop your restaurant business plan, it is essential to include a section on financial analysis and projections. This section should provide a detailed overview of your restaurant’s financial health and future growth potential. Here are some key elements to include:

Revenue Projections

One of the most critical aspects of your financial analysis is revenue projections. This section should include a detailed breakdown of your restaurant’s expected revenue streams, including food and beverage sales, catering, and any additional revenue streams. Use tables and charts to make this information more accessible to readers.

Cost Analysis

Another essential component of your financial analysis is a detailed cost analysis. This section should include a breakdown of all your restaurant’s expenses, including rent, utilities, food costs, and labor costs. Use bullet points to make this information easier to read and understand.

Cash Flow Analysis

Your financial analysis should also include a detailed cash flow analysis. This section should provide an overview of your restaurant’s cash flow, including cash inflows and outflows. Use tables and charts to make this information more accessible to readers.

Profit and Loss Statement

Finally, your financial analysis should include a detailed profit and loss statement. This section should provide an overview of your restaurant’s revenue, expenses, and net income. Use tables and charts to make this information more accessible to readers.

By including a detailed financial analysis and projections section in your restaurant business plan, you can provide potential investors and lenders with a clear picture of your restaurant’s financial health and future growth potential. Use tables, bullet points, and other HTML tags as necessary to make this information more accessible to readers.

Here are a few additional resources that can help you with your restaurant business plan:

  • Sample business plans:  Look for sample business plans online to get an idea of what a successful restaurant business plan looks like. You can find templates and examples on websites such as Bplans, LivePlan, and SCORE.
  • Industry research:  Conduct thorough research on the restaurant industry to understand your target market, competition, trends, and challenges. Use resources such as the National Restaurant Association, industry publications, and market research reports.
  • Financial projections:  Use financial modeling tools such as Excel or software such as LivePlan to create realistic financial projections for your restaurant. Make sure to include all costs, revenue streams, and contingencies.
  • Legal requirements:  Consult with a lawyer to ensure that you have all the necessary permits, licenses, and contracts in place. This includes registering your business, obtaining food and alcohol licenses, and complying with health and safety regulations.

Remember that your restaurant business plan should be a living document that you update and refine regularly. It should guide your decision-making, help you secure funding, and keep you focused on your goals. With a well-written and well-researched business plan, you can increase your chances of success in the competitive restaurant industry.

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Restaurant Business Plan: Step-by-Step Guide + examples

Dreaming of opening a 🍴 restaurant? Passion, creativity, and delicious food are key. But for long-term success, a business plan is essential too.

Maja Jankowska's photo

Maja Jankowska

executive summary of a business plan of a restaurant

Are you dreaming of owning your own restaurant? Picture the sizzle of a hot skillet, the laughter of satisfied guests, and the fulfillment of sharing your culinary creations with the world. But before you dive into this flavorful adventure, there’s a crucial ingredient you can’t overlook: a winning restaurant business plan.

Restaurant business plan with step by step guide

What is a business plan for?

A business plan is a vital document for every restaurant owner. It provides a roadmap for success, helps secure funding, guides financial and operational decisions, mitigates risks, and facilitates effective communication. 

Just like any other business, a restaurant needs a well-crafted business plan to ensure its success and sustainability. Without a business plan, you risk operating in the dark, making decisions on a whim, and facing unexpected challenges that could have been avoided. 

Investing time and effort into creating a solid business plan sets your restaurant on the path to achieving your culinary dreams and exceeding customer expectations.

Create Restaurant’s Business Plan in these 9 steps:

✔️ 1. Start with an executive summary ✔️ 2. Describe your concept ✔️ 3. Conduct Market analysis ✔️ 4. Define your management and organization ✔️ 5. Give a sample “yummy”  Menu ✔️ 6. Create design and branding ✔️ 7. Provide a Location ✔️ 8. Establish Marketing plan ✔️ 9. Define Financial plan

1. Executive summary

The executive summary is like the appetizer of your restaurant business plan – it’s the first bite that leaves a lasting impression. Its purpose is to capture the essence of your entire plan and entice time-crunched reviewers, such as potential investors and lenders, to delve deeper into your vision. It’s worth noting that the executive summary should be the final section you write.

To craft a concise and captivating summary, it’s crucial to highlight key points, including your unique concept, target market, and financial projections. Additionally, bear in mind that the executive summary sets the tone for the rest of your plan, so it’s essential to make it irresistible and leave readers yearning for more.

When it comes to the executive summary of your restaurant business plan, brevity is key . You have only one page to capture the attention of readers, but don’t worry, it’s definitely doable. Here’s what your executive summary should include:

  • Restaurant concept : What does your business do?
  • Goals and vision : What does your business want to achieve?
  • Restaurant differentiation : What makes your menu/concept different, and what sets you apart?
  • Projected financial state : What revenue do you anticipate?
  • The team : Who is involved in the business?

2. Describe your concept

In the world of restaurant business plans, there’s a section that holds immense importance. It’s the one that answers two fundamental questions: Who are you, and what do you plan to do?

This is the section where you fully introduce your company, and it deserves special attention. Share all the important details that paint a vivid picture of your unique business. Include the restaurant’s name, location, and contact information. Additionally, provide relevant details such as the chef’s background and what makes your restaurant stand out in the market.

Curious about concept creation? Watch our short video featuring a summary of an example restaurant concept below! 👇

Now is your opportunity to showcase your vision and establish a unique identity for your restaurant. Utilize this section to highlight what sets you apart and capture the reader’s imagination.

3. Market analysis

Market analysis helps you understand your potential customers, competition, and overall restaurant market trends. It’s like having a crystal ball to shape your restaurant’s success.

Target audience 

When it comes to your potential market, you want to know how many people are hungry for what you’re serving. Sounds exciting, right? To estimate this, you’ll gather data on your target customers, like their age group or preferences, and combine it with industry trends. It’s like finding the perfect recipe to satisfy their cravings.

Competition

Now, let’s tackle the competition. Every restaurant has rivals, even if they’re serving a unique dish. It’s crucial to identify direct or indirect competitors and understand what makes you stand out. Are you offering affordable prices, a one-of-a-kind experience, or catering to a specific niche? Highlight your “secret sauce” that sets you apart from the rest.

Market analysis for restaurant’s business plan

Market analysis also involves a SWOT analysis. Don’t let the jargon scare you. It simply means evaluating your strengths, weaknesses, opportunities, and threats. Think of it as a superhero assessment for your restaurant. Identify what you excel at, areas for improvement, potential market opportunities, and external factors that could impact your success.

example of SWOT analysis for the restaurant

Example of SWOT analysis for a restaurant

Remember, market analysis is like a compass guiding your restaurant’s journey. It helps you make informed decisions, attract investors, and stay ahead of the game. So, embrace the power of market analysis, and let it shape the destiny of your delicious dining destination.

4. Management and organization

Effective management and organization are critical for success in the restaurant sector. This section of your business plan introduces the talented individuals who will lead your restaurant to new heights.

Outline your legal structure, whether it’s an S corporation, limited partnership, or sole proprietorship, providing key information for stakeholders.

Showcase your management team using an organizational chart to highlight their roles, responsibilities, and contributions. Their expertise and guidance are crucial for seamless operations and exceptional customer experiences.

With a strong management team in place, your restaurant is poised for success. They are the driving force behind your journey to greatness. Let’s meet the key players who will make it happen!

Streamline your operations and optimize your financial performance With resOs , you can efficiently manage reservations, track inventory, analyze sales data, and streamline your overall workflow. Get your FREE plan

5. Sample “yummy” Menu 

In the restaurant industry, your menu plays a main role as the core product. Include a section in your business plan that highlights key details about your menu offerings to engage readers.

If you offer a diverse range of dishes, provide a brief overview of each category. Alternatively, if your menu focuses on specific specialties or signature dishes, provide more detailed descriptions for each item.

You can also mention any upcoming menu additions or unique culinary creations that will enhance profitability and attract customers.

6. Design and branding 

When it comes to starting a restaurant, don’t underestimate the power of design and branding. They’re the secret ingredients that can make your establishment truly stand out. Think about it – when customers walk through your front door, what do they see? The right design and branding can instantly captivate their attention and make them feel right at home.

So, take some time to envision the overall aesthetic and mood you want to create.

Do you imagine a cozy and rustic setting or a sleek and modern vibe?

Let your creativity shine through! Include captivating photos of similar restaurants that inspire you and give potential investors a glimpse of your vision.

And don’t forget about your logo! If you’ve already designed one, proudly showcase it in your business plan. It’s the visual representation of your restaurant’s personality and will help establish brand recognition.

Custom design of your restaurant booking system with resOS

resOS’ customizable interface for your booking system

Stand out in the competitive restaurant industry with resOS’ customizable booking management system . Personalize every aspect of the interface to reflect your restaurant’s unique brand identity. Seamlessly integrate your logo, colors, and visual elements, creating a cohesive and immersive experience for your guests. With resOS, you have the power to revolutionize your restaurant’s image and leave a lasting impression.

Details matter too! Share your plans for specific design elements , from the choice of furniture to the color palette that will adorn your space. The more you paint a vivid picture, the more investors and customers will be enticed by your unique ambiance.

7. Location

For a restaurant, location can make or break the business. Occasionally, a restaurant concept is so good that people go out of their way to find it. But, more realistically, your location needs to be convenient for your target market. If it’s hard for your customers to get to you, hard for them to park, and not something they notice as they drive by, they’re unlikely to check your restaurant out.

In your business plan, make sure to discuss the potential locations that you hope to occupy, assuming you haven’t already secured the location. Explain why the location is ideal for your target market and how the location will help attract customers.

Unlock the potential of your restaurant’s location and streamline reservations with resOS. Our platform offers seamless integration with Reserve With Google , allowing customers to easily discover and book tables directly from Google search results and maps. By enabling this feature, you’ll maximize your restaurant’s visibility and attract more diners with just a few clicks. Experience the power of location-based reservations with resOS .

Be sure to explain the complete costs of your location and what kinds of renovations will be necessary to open your restaurant.

8. Marketing plan

In today’s competitive restaurant industry, it’s important to showcase your marketing strategy to investors. They want to know how you’ll create buzz and keep it going before and after your grand opening.

executive summary of a business plan of a restaurant

Create a winning business plan with a strong marketing focus. Our Restaurant Business Plan Steps Graphic (👆 see above) is your visual guide, including key marketing strategies. Download or save for later and plan your path to success.

Whether you’ve enlisted a top-notch Marketing company or have a solid ready-to-go marketing plan, highlight your chosen path. Discuss the unique strengths of your selected agency and why they stand out, including their notable clients. Alternatively, showcase your in-house plan, leveraging social media, your website, and valuable media connections.

A well-crafted marketing plan holds the key to differentiating your restaurant and attracting customers. Prepare to tantalize taste buds and offer an exceptional dining experience. Stay in tune with the latest restaurant industry trends, leverage effective marketing tools, and optimize your online presence. 

Lastly, integrate a robust restaurant booking system to streamline reservations and enhance the overall customer experience. With these strategic elements in place, success is within your reach.

9. Financial Plan

Financial analysis is a crucial part of your restaurant’s business plan. It helps investors assess the profitability of your concept and whether it’s a worthwhile investment. In this section, you’ll outline how you plan to allocate your funds in the first year and provide projections for costs and revenues.

Here are the 🔑 key components to include:

Investment Plan: Explain the initial investment costs, such as kitchen equipment, furniture, employee wages, legal fees, marketing expenses, and working capital. This shows how you’ll use your funds effectively.

Profit and Loss Projection: Estimate your restaurant’s costs and sales figures in the profit and loss statement. Consider factors like the size of your establishment, your target market, and the existing competition in your chosen location.

Break-Even Analysis: Show investors the monthly revenue you need to achieve to cover all your expenses and reach profitability. This analysis considers overhead costs, operational expenses, and factors that may affect revenue fluctuations throughout the year.

Claim your FREE plan on resOS today! Ready to revolutionize your business management? Join resos.com for FREE and take control of your operations. ✅ Seamless calendar integration ✅ Customizable booking forms ✅ Automated reminders ✅ Real-time availability updates Don’t miss out! Sign up now at resos.com and experience stress-free scheduling. Your time is valuable, so claim your FREE plan today!

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Restaurant Business Plan Example Executive Summary Template

  • Great for beginners
  • Ready-to-use, fully customizable Doc
  • Get started in seconds

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Looking to open a restaurant? The key to success is a well-crafted business plan that showcases your concept, target market, and financial projections. But where do you start? ClickUp's Restaurant Business Plan Example Executive Summary Template is here to help!

With this template, you can:

  • Clearly outline your restaurant concept and unique selling proposition
  • Identify your target market and develop marketing strategies to reach them effectively
  • Provide a snapshot of your financial projections and potential profitability

Whether you're seeking investment or simply need a roadmap for your restaurant's success, this template has you covered. Start planning your dream restaurant today!

Benefits of Restaurant Business Plan Example Executive Summary Template

When it comes to presenting your restaurant business plan, the executive summary is your chance to make a killer first impression. By using our Restaurant Business Plan Example Executive Summary Template, you'll enjoy the following benefits:

  • Clearly communicate your restaurant concept, target market, and competitive advantage
  • Impress potential investors and lenders with a professional and well-structured summary
  • Showcase your marketing strategies to attract and retain customers
  • Provide accurate and compelling financial projections to demonstrate the profitability of your venture

Main Elements of Restaurant Business Plan Example Executive Summary Template

Create a comprehensive and professional restaurant business plan with ClickUp’s Restaurant Business Plan Example Executive Summary template.

  • Custom Statuses: Track the progress of your business plan with custom statuses such as In Progress, Final Review, and Approved.
  • Custom Fields: Input essential information about your restaurant, including target market, competitive analysis, financial projections, and marketing strategies, using custom fields to ensure all necessary details are included in your business plan.
  • Different Views: Utilize different views such as Document Outline View, Table of Contents View, and Full-Screen View to easily navigate, organize, and present your executive summary template.

How to Use Executive Summary for Restaurant Business Plan Example

If you're starting a new restaurant and need help writing your business plan, follow these steps to effectively use the Restaurant Business Plan Example Executive Summary Template:

1. Understand the purpose

The executive summary is a crucial part of your restaurant business plan as it provides an overview of your entire plan and captures the attention of potential investors or lenders. It should be concise, yet compelling, highlighting the key points of your business plan and enticing readers to learn more.

Use the Docs feature in ClickUp to access the Restaurant Business Plan Example Executive Summary Template and familiarize yourself with its purpose and structure.

2. Gather relevant information

Before you start writing your executive summary, gather all the necessary information about your restaurant business. This includes details about your concept, target market, competitive analysis, marketing strategies, financial projections, and any unique selling points that set your restaurant apart.

Utilize the Table View in ClickUp to organize and track all the information you need for your executive summary.

3. Write a captivating introduction

The introduction of your executive summary should grab the reader's attention and provide a clear and compelling overview of your restaurant concept. Highlight what makes your restaurant unique, such as its cuisine, atmosphere, location, or innovative business model. This section should captivate the reader and make them want to continue reading.

Use the Whiteboards feature in ClickUp to brainstorm and outline your introduction, ensuring it effectively communicates the essence of your restaurant.

4. Summarize key sections of your business plan

In this section, provide a concise summary of the key sections of your business plan. Highlight important information such as your target market analysis, competitive analysis, marketing strategies, operational plan, and financial projections. Be sure to include key metrics and highlight the potential for success.

Utilize the Milestones feature in ClickUp to break down each section of your business plan and summarize the key points in your executive summary.

By following these steps and utilizing ClickUp's features, you can effectively use the Restaurant Business Plan Example Executive Summary Template to create a compelling and comprehensive executive summary for your restaurant business plan.

add new template customization

Get Started with ClickUp’s Restaurant Business Plan Example Executive Summary Template

Potential restaurant owners and entrepreneurs can use this Restaurant Business Plan Example Executive Summary Template to create a compelling executive summary that highlights the key aspects of their restaurant concept.

First, hit “Add Template” to sign up for ClickUp and add the template to your Workspace. Make sure you designate which Space or location in your Workspace you’d like this template applied.

Next, invite relevant members or guests to your Workspace to start collaborating.

Now you can take advantage of the full potential of this template to create an impactful executive summary:

  • Use the Introduction section to provide a concise overview of your restaurant concept and its unique selling points
  • In the Target Market section, describe your ideal customer demographics and explain how your restaurant meets their needs
  • Detail your competitive advantage in the Competitive Analysis section, highlighting what sets your restaurant apart from the competition
  • Lay out your marketing strategies in the Marketing Plan section, including online and offline tactics to attract customers
  • Present your financial projections in the Financial Plan section, including sales forecasts, expenses, and profitability analysis
  • Customize the template to fit your specific business model and goals
  • Review and revise the executive summary to ensure it is clear, concise, and compelling

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Home >> #realtalk Blog >> Manage a business >> How to write a resta…

How to write a restaurant business plan

By Andrea Nazarian

executive summary of a business plan of a restaurant

If you’re thinking about starting an eatery, the first big step is making a restaurant business plan. A good plan helps you get funding for your restaurant, helps you run things smoothly, and sets you up for success. 

Many who start restaurants don’t make a detailed business plan because it can be time consuming. But without a solid restaurant plan, it can be like trying to hit a target without knowing where to aim.

It’s also hard to get investors interested in your restaurant if you don’t have a proper plan. And even if you do find someone, not having the right plans, rules, and predictions can make your restaurant fail.

In this post, we’ll give you a breakdown of the different components of a solid restaurant business plan, giving you the tools you need to do well in the food industry.

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1. Executive summary

An executive summary is like the teaser trailer for a movie—it grabs attention and gives a quick peek into what’s coming.The restaurant business plan is the part that sums up everything in a nutshell. 

It’s like telling a friend about your restaurant idea in just a few sentences. 

That’s what the executive summary does for your plan. It introduces the main information people need to know: your mission (what you’re all about), the concept you’re cooking up, how you’ll make it happen, a sneak peek at costs, and the expected money you could make. 

This summary is very important because it’s the first thing investors see. 

It’s like a “Why should you care?” note that convinces investors your plan is worth reading. So, it’s a tiny powerhouse that can make or break the impression of your whole restaurant business plan.

2. Company description

This section of your restaurant business plan is where you give a full introduction to your company. Begin with your restaurant’s name and location, including contacts and important details. Add your key contact info and briefly talk about your experience.

The next part of your description should focus on the restaurant’s legal status and lay out short-term and long-term goals. Offer a quick market study to show your grasp of local food industry trends and explain why your restaurant will thrive in this market.

3. Financial analysis 

Having a solid financial plan is crucial when creating a restaurant business plan. It’s like having a roadmap for your restaurant’s financial success. 

To make this plan, it’s smart to hire an experienced accountant who knows a lot about running restaurants. This accountant should understand important restaurant details, like how many seats your place will have, how much customers might spend on average, and how many people you plan to serve each day.

This information is important because it helps you figure out if your restaurant idea can generate enough money to cover costs and bring in profits. It also helps you plan a create a budget and plan costs for your establishment. 

Profit and loss statement

Your accountant should make a “profit and loss” statement that predicts how much money you might make and spend in the first few years. They’ll also figure out when your restaurant might start making enough money to cover all its costs – that’s called the “break-even” point. 

Plus, they’ll help you plan how much money you’ll need to start and run the restaurant.

Remember, having a strong financial plan is vital. It shows investors that you’ve thought about money carefully and helps you understand the real costs of owning a restaurant. 

4. Market overview

The market overview section of your business plan connects closely with the market analysis in the restaurant business plan, which we’ll cover in the following section. 

Your market overview should explore the present economic situation that might affect your restaurant, and explain your strategies to overcome them. 

Things like location, menu, competition, marketing, and service quality can directly affect your restaurant’s success. On the broader scale, economic conditions, inflation, consumer confidence, government regulations, and cultural trends in the whole economy can also have an impact.

Make sure your market overview covers as many of these influencing factors as possible.

5. Market analysis 

The market analysis section of your restaurant business plan should be split into three parts: industry analysis, competition analysis and marketing analysis.

Industry analysis

Your industry analysis should answer the following questions. Who are you aiming to attract? What are the characteristics of the people your restaurant will serve? 

This section explains to investors who your intended customers are and why they might choose your restaurant over others.

Competition analysis

It’s simple to think everyone will come to your restaurant, but making it a reality means looking at your competitors. Which restaurants already have a following in your desired location? 

Note things like their prices, hours, menu style, and how their place looks. Then, make sure this section explains to investors what makes your restaurant different from your competition.

Marketing analysis

Investors will want to know how you’ll get the word out about your restaurant. How will your marketing stand out from others? How will you attract your target customers? What special deals will you offer? It’s all essentially a marketing plan . 

Breaking down the market analysis like this helps investors understand how you plan on promoting your restaurant and helps you figure out how to shine in a crowded restaurant market.

The menu is crucial for your restaurant’s launch; it’s the key product you offer. While a final version may not be ready, having a mock-up is important for your restaurant business plan.

Keep it simple. Include a select few items, as too many choices can confuse customers. Make sure to highlight any special “signature” dishes at the top of the list to give customers an idea of your cuisine. 

Add your logo and choose a design that fits your style. If designing is a challenge, online resources can help. 

Including pricing in your sample menu is also essential.  Your prices should mirror the financial analysis, showing your target price range. Menu engineering matters and can help you increase profits over time. 

7. Location

Selecting your restaurant’s location should match your intended customers. While an exact spot might not be certain, you should have a few options in mind.

When explaining potential locations to investors, provide detailed info about each and explain why it’s ideal for your restaurant. Cover aspects like size and the usual customer profiles.

Your chosen restaurant location should align with your target customers. Though a precise spot might not be locked in, you should have a few possibilities.

When discussing potential locations with investors, furnish ample details for each and clarify why it suits your restaurant. Highlight square footage and the typical customer base.

8. External tools 

To bring your restaurant dream to life, you’ll need external support. Jot down the names of professionals you’ll use, like accountants and designers. Include software tools you’ll use such as POS systems and reservation systems. 

These aids improve your restaurant’s functionality. Clarify to investors the importance of each and their contributions to your venture.

Homebase is an employee management software for restaurants. From smart scheduling, time clocks, payroll management, Homebase is built for full-service restaurants. Use Homebase for free employee scheduling, timesheets, and much more at your restaurant.

In your restaurant business plan’s company description, owners get a quick intro with some details. Your Team section should expand on the restaurant management crew, a key part of your workforce .

Investors understand you might not have the entire team finalized yet, but having a few members is a good start. Use the current talent to highlight the combined work experiences they bring.

10. Restaurant design

In this restaurant design section, you have the chance to impress investors with your ideas. If you lack professional mock-ups, that’s alright. Instead, craft a mood board to convey your vision. Gather images that match your restaurant’s intended vibe.

Remember, restaurant design goes beyond appearances. It encompasses elements like software systems and kitchen equipment.

How to format your restaurant business plan

When working on your restaurant business plan, having different formats to present to different groups can be beneficial. The information needs to remain consistent, but the length and presentation can be adapted to fit different situations. 

Here, we’ll cover the four common business plan formats to suit various scenarios.

Elevator pitch

An elevator pitch offers a brief summary of your business plan’s executive summary. Instead of diving into details, it’s a quick teaser used to spark interest during short encounters. It should last around 30 to 60 seconds, highlighting key points.

A pitch deck involves a slideshow and spoken presentation to encourage discussion and further exploration of your plan. It typically covers the executive summary, using graphs to illustrate market trends and benchmarks. 

Some people add sections for upcoming products or samples, but this might not apply to a restaurant plan.

Stakeholder plan (external)

This written presentation details your business model for customers, partners, and potential investors. It can vary in length but should be well-written and focused on an external audience. 

Use it to persuade others to engage with your business.

Management plan (Internal):

The management plan outlines operational details for smooth business functioning. Unlike the stakeholder plan, this is for internal use. It includes specifics for owners and managers, written with candor and informality as external stakeholders are less interested.

Conclusion: Crafting Your Restaurant Business Plan for Success

Starting a restaurant is an exciting journey, but without a well-structured restaurant business plan, it’s like setting sail without a map. 

Your restaurant plan is your guiding light – it helps you secure funds, manage operations, and pave the way for triumph. 

While creating a solid plan may seem daunting, don’t be discouraged. Follow the instructions outlined in this post and see the immense benefits making a plan will bring.

FAQs about Restaurant Business Plans

Why do i need a restaurant business plan.

A restaurant business plan is essential because it helps you secure funding, run your restaurant smoothly, and increases your chances of success. Without it, starting a restaurant can be like trying to hit a target in the dark – you won’t know where to aim.

What’s the most important part of a restaurant business plan?

The executive summary is the most critical part. It’s like a teaser trailer for a movie, grabbing investors’ attention and giving them a quick overview of your restaurant idea, mission, concept, costs, and potential earnings. It’s your chance to convince them that your plan is worth reading.

How do I analyze the financial aspects of my restaurant in the plan?

You’ll need a solid financial plan, which includes a profit and loss statement. It’s like a roadmap for your restaurant’s financial success. To create this plan, consider hiring an experienced accountant who understands restaurant details like seating capacity, average customer spending, and daily customer volume. 

This information helps you determine if your restaurant can cover costs and make a profit.

Why is market analysis important in a restaurant business plan?

Market analysis is crucial because it helps you understand your target customers, competitors, and marketing strategies. It answers questions like who your customers are, what makes your restaurant unique, and how you plan to attract them. This analysis is key to standing out in a competitive restaurant market.

How should I present my restaurant management team in the plan?

In the team section, introduce your restaurant management crew. Even if you haven’t finalized your entire team, highlighting the work experiences of current members is a good start. Investors want to see that you have capable hands steering the ship.

Remember:  This is not legal advice. If you have questions about your particular situation, please consult a lawyer, CPA, or other appropriate professional advisor or agency.

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BUSINESS PLAN     BUTCHER HOLLOW BAR BQ

1020 Allen Ave. St. Louis, Missouri 63104

The proprietors of this new restaurant plan to take advantage of their market research, which indicates there is a great interest and very little competition in a specific area of St. Louis for a barbecue restaurant.

EXECUTIVE SUMMARY

  • THE COMPANY—PRESENT SITUATION

PRODUCT DESCRIPTION

Market analysis—customers, competition, marketing strategy—advertising, promotion & public relations.

  • PRICING & PROFITABILITY

SUMMARY & USE OF FUNDING

Financial projections.

Butcher Hollow Bar BQ will be an eat-in, carry-out restaurant, specializing in evening and weekend leisure dining. St. Louis is recognized as one of the prime barbecue markets in the country. The Soulard neighborhood, future home of Butcher Hollow, is known as one of our area's most popular and successful nightlife hubs.

What makes Butcher Hollow Bar BQ special as a business proposition? New restaurant openings are known to be risky. What have we done to neutralize these risks and assure success?

First, we have identified an unfulfilled market for our exceptional product. Careful research has demonstrated a 66% positive response by a representative sampling of our primary and secondary geographical markets. We have learned that people living in Soulard and Lafayette Square, or within reasonable driving distance, would patronize a good eat-in or carry-out Bar BQ restaurant in Soulard if one were available. Further research of the population demographics of this area reveals a lifestyle most conducive to eating out often, as frequently as three times per week.

Management has also identified a very viable commuting market that frequents the Soulard area, availing themselves of the many attractive restaurants, bars, and bistros. These customers travel there from downtown employment, stadium events, and other entertainment centers such as Union Station, Laclede's Landing, and Kiel Auditorium. Many look forward to a stop in historic Soulard. Butcher Hollow Bar BQ will be a welcome addition to this ambiance, offering to the area a delectable barbecue fare not currently available.

Many thousands of people also work in an near the Soulard area and often unwind after work at one of the many bistros. Butcher Hollow intends to be part and parcel of this scene, offering superb Bar BQ, frosted steins of beer, along with convenient carry-out. Relaxed patio dining is also planned for use during pleasant weather.

Tom and Helen Carter bring both experience and formal training to the food service field. Tom operated the successful Tom's Cafeteria in the garment district for some eight years. Both he and Helen have a wealth of experience in food service and hospitality management.

Butcher Hollow Bar BQ also has a sound marketing plan directed at our three identified markets. Viable market, good promotion, and an excellent product, backed up by sound and experienced management will go a long way to assuring success of the business venture.

Our anticipated capitalization consists of a budget of $45,000, including $15,000 owner's equity along with $30,000 borrowed capital. Owner's equity derives from joint savings of Mr. and Mrs. Carter.

The operating plan provides for proprietor withdrawals of $1,000 per month for the first 12 months of operation. Mrs. Carter will continue her employment as Assistant Front Desk Manager at the Crest Downtown Hotel.

Careful and conservative projections anticipate a first year net of $12,000 on sales of $113,000. It should be noted that the first year P/L reflects certain initial sales promotional activities that, while burdensome during that period, are expected to yield long-term results.

Our second year projected profit is $30,500 on sales of $146,000 yielding a 38.1% return on investment.

THE COMPANY— PRESENT SITUATION

Butcher Hollow Bar BQ, a proprietorship, will be a husband and wife operated business. Both Tom and Helen Carter will bring with them experience in food service and related hospitality fields. The concept of Butcher Hollow Bar BQ is to offer a limited but highly popular menu, aimed at a clearly defined market. It is expected that at least 50% of the business will be carryout. An outside beer garden facility is also planned for nice weather. Barbecue will, of course, be prominent, but other dishes known to have great appeal in the area will also be featured.

The business will be situated in the Soulard neighborhood. This is a high profile rehabbed community with a high concentration of residential units occupied by young professionals as well as established neighborhood blue-collar workers. The Soulard neighborhood is well known for its social scene consisting of many small bars, restaurants, and bistros. The focal point is Soulard Market, an open-air produce market some 200 years old and a national historic landmark. Many people are attracted to the area for its ambiance, and its establishments cater not only to neighborhood people but to customers commuting to suburbia from downtown employment and stadium events.

Mr. and Mrs. Carter's start-up capital consists of $15,000 derived from savings. Mrs. Carter will continue her present employment as assistant front desk manager at the Crest Downtown Hotel, and will work weekends at Butcher Hollow. Mr. Carter will be employed full-time from start-up and has resigned his job as food and beverage manager of Holiday Inn Southtown.

Butcher Hollow Bar BQ will originally target the leisure and recreational dining market. This will heavily emphasize Friday, Saturday, and Sunday business. For the first 12-month period, it is expected that the business will remain closed on Monday, opening from 4:00 PM to 11:00 PM Tuesday through Thursday, 11:00 AM to 11:00 PM Friday and Saturday, and 11:00 AM to 9:00 PM on Sunday. In addition to the local trade, these hours allow us to capture the afterwork commuter as well as those stopping off after the ballgame for barbecue and a beer.

Fridays present a special market. In addition to the normal influx of Friday evening business, Butcher Hollow will be catering to the known habit of working people to treat themselves special for lunch on Friday. Featured dishes will be the soon-to-be-famous Butcher Hollow Bar BQ or the special Jack salmon and spaghetti platter available only on Friday. The latter is known to be very popular for lunch or dinner in South St. Louis, and along with the Butcher Hollow special sauces, can attract a great deal of business.

Saturdays and Sundays, both afternoons and evenings, present great opportunities for the leisure dining trade, and our menu and carry-out promotions will be designed to maximize these opportunities.

The Soulard area also is known as a great business lunch community. While barbecue is not a good lead item for business lunch, other speciality items can be added at a future time when the lunch trade is targeted. Initially, we do not intend to compete for lunch business except on Friday when most Soulard restaurants are hopelessly overloaded. A special luncheon menu is presently being refined for possible inclusion with an expansion of hours during our second year.

Tom Carter will head the husband and wife team of Tom and Helen Carter, as he devotes fulltime to the planning, installation, and start-up of Butcher Hollow Bar BQ. Tom, 43, holds an Associate Degree in Food Service Management from Forest Park Junior College. Upon graduation, he entered his chosen field as assistant chef at Bevo Mill under the original management of Chef Ulrich. He stayed at Bevo for 8 years, gaining experience in all phases of experience in food preparation and kitchen management. When Bevo Mill closed in 1975, Mr. Carter, using a small inheritance coupled with an SBA loan, acquired an existing cafeteria in the St. Louis garment district. He renamed the operation Tom's Cafeteria and operated it for 8 years until 1983. Tom's Cafeteria specialized in breakfast and lunch for workers in the garment and shoe trade along Washington Avenue just west of downtown St. Louis. Mr. Carter was hands-on in all phases of the business management. This business prospered and he was able to retire the SBA loan in the allotted five-year period. However, due to a decline in the garment and shoe business in the immediate area, the building in which Tom's Cafeteria was located closed down, and Tom lost his lease. Because of the decline in the area, he did not seek to relocate but obtained employment as assistant food and beverage manager at the Holiday Inn Southtown. The close-down of Tom's Cafeteria was orderly and all debt was retired as agreed.

After eighteen months at Holiday Inn Southtown, Tom was promoted to manager of food and beverage, a position he held until he recently resigned to devote full-time to Butcher Hollow Bar BQ.

Helen Carter, 38, also has extensive experience in food service and hospitality fields. As a young person, she started working in fast-food operations, and while attending the University of Denver, School of Hotel and Restaurant Management, she worked in a variety of food and beverage service capacities, usually as waitress or hostess, and on one occasion for about a year in food preparation. Circumstances did not permit her to obtain her degree, and she returned to St. Louis. She obtained employment at the Crest Downtown Hotel and is presently assistant front desk manager.

Tom and Helen Carter have been married for 14 years. Tom is working full-time to start up Butcher Hollow Bar BQ. Helen is assisting in her off-duty hours and will work Friday, Saturday, and Sunday upon opening. This will not conflict with her present employment, and she intends to continue on at Crest Downtown until Butcher Hollow Bar BQ has reached the point of requiring and being able to support her full-time services.

Barbecue is, of course, the lead item at Butcher Hollow Bar BQ. The Butcher Hollow Bar BQ comes as the result of many years of experimenting and refining different recipes and techniques. The sauce is a special recipe that has been lovingly developed by the proprietors and tested hundreds of times on willing guests, both at home and at food establishments where the Carters have presided. The technique itself is also special, calling for extra effort, but yielding terrific results. The Butcher Hollow Bar BQ people know how to put out production volume without losing any of the delightful, delectable texture and tastes that will bring the customers back time and again.

Our plan calls for opening with a fairly limited menu, featuring barbecue ribs, barbecue pork steaks and barbecue chicken halves. Also offered will be Jack Salmon (Whiting) with spaghetti. These will be available as plates, which will include entree and two side dishes, or as sandwiches. The Jack Salmon will be offered with our delicious barbecue sauce on the side.

Another speciality of wide appeal will be our meatball and spaghetti platter, served with a knockout garlic cheese bread. All of our sauces are homemade—the spaghetti sauce a private Old World recipe, and the meat balls, our own sensational mix of meat and spices.

Another offering will be a side dish of golden parmesan potatoes, a delicious accompaniment to barbecue that has received many raves. Some people like to make a meal of them by themselves. We also have special recipes for potato salad and slaw. Our intent is to bring as much effort and expertise to our side dishes and sauces as we do our entrees. This will make the food at Butcher Hollow Bar BQ extra special and keep the customers coming back for more. Nothing mundane or ordinary will be served.

We also have a nice array of entrees that we are holding in reserve, or that we may feature as weekly specials, one at a time. These recipes come from a special private collection that have been refined over many years by the Carters.

The Setting

Butcher Hollow Bar BQ will not be served in an ostentatious setting. The Soulard neighborhood lends itself to nice, storefront cafes, and in this type of setting, barbecue can be best enjoyed. Checkered tablecloths and pitchers of beer set the scene for good times, good food, and enjoyable surroundings. A bricked patio with picnic tables and yellow lights permit a beer garden annex in pleasant weather and, of course, carry-out customers are made especially welcome in a comfortable alcove. We expect a significant part of our business to be carry-out because barbecue is traditionally eaten at home.

Soft drinks, wine coolers, and draft beer are the beverages of choice at Butcher Hollow. We anticipate eight tables for four, four tables for two, four booths accommodating four to six, and two tables for six, for total seating of eighty-four.

The name Butcher Hollow is intended to conjure up a relaxed, rustic mood, nothing fancy, and not associated with a specific theme. Our decor will generally be mixed and matched chairs and furnishings with a goodly amount of Americana thrown in. Much of this will be derived from the near-antique collectables that the Carters have been accumulating over the years in anticipation of this type of establishment.

Butcher Hollow Bar BQ has identified four distinct target markets which will comprise our customers. They consist of:

  • Primary residential population of the Soulard and Lafayette Square neighborhoods.
  • Secondary residential population of the Near South Side and South St. Louis proper sections.
  • Commuting population that works downtown and travels through Soulard, often stopping for a refreshment on the way home. Accesses to highways 40, 44, and 55 are found in our immediate area and lend themselves for easy access. Additionally, spin-off crowds from stadium events and Kiel Auditorium also are markets that will avail themselves of post game or post concert recreational dining or carry-out. The planned new arena and downtown football stadium complex can only add to the customer mix. The near proximity of Union Station and Laclede's Landing also provide traffic through our area, which we intend to entice with our delectable Butcher Hollow Bar BQ.
  • Another market is the working population of the Near Southside, which offer great opportunities for Friday lunch and after-work gatherings. Anheuser-Busch, Monsanto Chemical, and Ralston Purina are three of many large employers having upscale workers with disposable income for leisure activities.

Market Survey

To obtain consumer feedback for our idea, a telemarketing survey was instituted in the fall of 1995 for the purpose of polling the primary and secondary residential population to learn their reaction to an eat-in and carry-out barbecue-style restaurant. Twelve hundred complete conversations were conducted by telephone in the zip codes of 63104, 63118, 63110, and 63116. Among the key questions asked were: If there were a good barbecue restaurant in the Soulard neighborhood, would you patronize it either for eat-in or carry-out? Sixty-six percent responded affirmatively, and their answers were further tabulated as follows:

22% once a month or more frequently 56% every couple of months 12% a couple times per year 10% about once a year

About 75% indicated a preference for carry-out.

Profile of Customer Base

The demographics of the four zip codes comprising the residential population of our primary geographic target market reveal characteristics very supportive of a viable customer base for Butcher Hollow Bar BQ. Our primary area consists of some 52,500 households, with a median adult age of 42 years. Approximately 22% have incomes of over $50,000, with 36% having income of $30,000 to $49,000. Statistics published in the July 1995 edition of Eating Out , a leading trade journal, reveal that families with median incomes of over $30,000 and median ages over 40 eat out two to three time per week, among the highest in any category.

With approximately 50% of our primary residential target market falling within this profile, and coupled with the response to our in-house survey revealing 66% of those surveyed indicating a predisposition to patronize a good barbecue-style eat-in or carry-out restaurant, we feel that we have identified a location that is most amenable to the product that we will be providing.

Additionally, 25% of our business is expected to come from persons commuting from downtown employment, shopping, cultural and sports activities. While en route their residences in South County and West County, many people often stop in Soulard and the adjoining neighborhood of Lafayette Square to partake of the local amenities.

Another 25% is expected to come from people employed in the immediate area but living elsewhere. Some of the larger employers are:

Restaurant

Many workers from these firms are known to frequent the establishments of Soulard after working hours, with Fridays being a high point in the week.

St. Louis is known as one of the major barbecue consuming areas of the country. Indeed, we lead the nation in the per capita consumption of prepackaged barbecue sauce sold at the retail level. Barbecue restaurants have traditionally been very popular in St. Louis as well. Two of the most popular are situated in the Affton area, just outside of what we consider our secondary market.

One of these restaurants, Phil's Bar BQ, is a second-generation establishment, tracing its roots back to North St. Louis with some fifty years of continuous operation. Roscoe McCrary reigns supreme in North St. Louis, a distinct market in itself, with Mr. McCrary's Bar BQ being both well known and highly sought by consumers from all over the metro region. McCrary's Bar BQ is often preferred fare in the post game St. Louis Cardinals clubhouse and is widely regarded as being among the best.

Suburban St. Louis County has become home for several very popular barbecue restaurants. Charlotte's Rib attracts a large following in the Ballwin/Manchester area and Damons for Ribs, a national chain, has recently opened a second location to complement its Crestwood restaurant.

KC Masterpiece Bar BQ has expanded its sphere of influence all the way from Kansas City to our own West County suburbs. Reports are that the initial store is doing excellent business with customers waiting on Friday and Saturday evenings.

Without a doubt, barbecue is popular in St. Louis. But, until the arrival of Butcher Hollow Bar BQ, South St. Louis and the Near South Side have had no convenient purveyor.

The closest place is a church-sponsored barbecue carry-out operation of long standing in the six hundred block of South Broadway that is open 24 hours a day, Friday, Saturday, and Sunday only, and does a land-office business, although offering no amenities.

During the annual Mardi Gras Festival and the St. Patrick Day celebrations, many of the restaurants and bars of Soulard erect temporary barbecue pits to cater to the heavy foot traffic. It is easy to observe that these are among the most popular stops with the celebrants. Often people congregate 3 and 4 deep around the stands, clamoring for service, as the delectable smoke and fragrance waft into the surrounding air. Butcher Hollow Bar BQ feels there is a demonstrated need for a good barbecue eat-in or carry-out restaurant in Soulard, and we intend to fill that need.

Opening a new food establishment is often seen as one of the more risky business ventures because of the known high rate of failure of new restaurants. The proprietors of Butcher Hollow Bar BQ feel that we have effectively minimized these risks by careful market research and by bringing considerable food service management and entrepreneurial experience to the project.

Tom and Helen Carter are well-trained both by formal education and by many years of experience in restaurant service and management. Additionally, Mr. Carter was owneroperator of a successful restaurant for eight years in St. Louis during which he retired a $25,000 SBA loan in a timely fashion.

As this Business Plan will reflect, careful planning and preparation have gone into the concept and the execution of this plan. Positive consumer reaction, favorable demographics, and strategic location combine to assure Butcher Hollow Bar BQ a viable market.

Another risk that is effectively minimized is that of surviving what is sometimes known as the starvation period for many start-up businesses; i.e., the first six months to a year while customers become aware of your establishment. While the Business Plan calls for a proprietor's draw of $1,000 per month, this is of course contingent upon conditions. With Mrs. Carter maintaining her present position of employment and both she and Mr. Carter working at Butcher Hollow, the new business can operate with a minimum of payroll load, thus minimizing a significant cost factor for all new businesses. As she continues working at the Crest Downtown Hotel, the household living expenses can be met by her salary.

Traditional casualty risks will be covered by Business Owners' insurance, ample to cover all assets and with a $500,000 public and product liability umbrella.

Butcher Hollow Bar BQ has a three-pronged marketing strategy aimed at our three identified target markets.

As we expect 50% of our business to come from the residential population of our primary and secondary areas, we will be promoting Introductory Specials through ads in two heavily circulated community newspapers, the South St. Louis Journal and the Riverfront Times . The Journal will feature primarily family carry-out oriented ads, with coupons worth $1 off or a free 24 oz. soft drink, or similar promotions. The Riverfront Times , which has saturation distribution throughout the area, primarily in food and beverage establishments, is widely read by the young, upwardly mobile professional person, a consumer category recognized for their prominent discretionary and leisure spending habits.

The commuting traffic will be targeted with a billboard advertisement strategically positioned to capture the attention of southbound vehicles leaving downtown employment, stadium, and entertainment events. The cost of this advertisement is budgeted for $9,000 for the first 6 months and is intended to prime the pump and attract first-time customers. It is an investment in the future and is not expected to be immediately cost effective, but will pay-off for the long haul as we attract and keep customers.

Our third target group is the local employee population who we intend to attract for Friday lunch and after-work eat-in or carry-out business. For the lunch trade, we intend to initiate mailings to the various firms throughout the area.

The mailings will include menus and our fax number to make use of the proliferation of office fax machines to place lunch orders. For the larger companies, we will obtain lists of departments to facilitate these mailings reaching the workers that want to order. We also will make use of occasional Comp Cards, which are complimentary lunches when used with an order exceeding a set dollar amount. With each carry-out lunch, we will include a flyer touting Butcher Hollow Bar BQ as a great stop after work for barbecue and beer or for our splendid carry-out offerings.

The Carters intend to be members and participants in the Soulard Merchants Association, which is a group of about fifty local businesses, most of whom are in food and beverage service. The area is promoted twice each year, once with a giant Mardi Gras parade and festival and then at St. Patrick's Day. Butcher Hollow Bar BQ intends to maintain a high profile during both festivities and become a well established and popular addition to the Soulard scene.

PRICE & PROFITABILITY

The price formula to be employed at Butcher Hollow Bar BQ will be based on a food cost of 30% for most food items with a 25% food cost for soft drinks and 50% for beer and wine coolers. Retail prices are across the board, carry-out or eat-in, with the paper cost of carry-out being offset by the savings in service inherent to take-out food.

The pinnacle attraction at Butcher Hollow BQ is the full slab rib platter, priced at $13.00 and including two side dishes and bread. Many people will order half slabs at $7.50 per plate or $5.50 per sandwich. Our other entrees, Half Chickens, Pork Steaks, and Jack Salmon are priced at $7.50 per platter and $5.50 per sandwich accordingly. Meatballs and spaghetti with garlic cheese bread will be $7.50.

Both our barbecue sauce and our spaghetti sauce are special recipes and are very important to the overall delectability of the finished product. Extra sauces will be available in individual portions or by the quart, priced with a 50% food cost.

We expect our aggregate food and beverage cost to average about 44% and we will monitor this figure closely. We will be utilizing modern computer data entry on all of our food purchases. Recipes are preprogrammed to extrapolate the updated finished cost per portion, thereby enabling management to keep a constant check on food cost percentages, adjusting pricing as needs dictate.

As our financial forecast will indicate, we anticipate first-year sales of $113,000 with net operating profits of $12,300. We would find this acceptable in view of the anticipated "starvation period" that accompanies all new openings and the one-time expenditures of advertising and promotion that is booked in for the first six months. Our monthly break-even point is $6,700, a very reachable $1,500 per week.

Profits for the second year are expected to reach $30,500.

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[*For detailed derivation of these calculations, refer to Twelve Month Proforma, Financial Projections.]

In order to open Butcher Hollow Bar BQ, management has determined that capitalization of $45,000 will be required. These funds will be allocated as follows:

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Equipment & Fixtures are listed in the schedule on the following page. Our Business Plan anticipates that capitalization will be funded as follows:

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The proprietors equity is derived from savings. It is projected that borrowed capital would be drawn over a period of 60 days preceding Grand Opening, through the first 180 days of operations. Grand opening is targeted for May 1, 2000.

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This page left intentionally blank to accommodate tabular matter following.

TWELVE-MONTH PROFORMA CHART 1

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TWELVE-MONTH PROFORMA CHART II

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THREE-YEAR PROJECTED INCOME STATEMENT

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CASH FLOW PROJECTION

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BALANCE SHEET

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Your Checklist for How to Open a Small Restaurant: Steps to Culinary Success

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If you’re itching to turn the key in the door of your very own small restaurant, clarity, and guidance are pivotal.

This step-by-step guide on how to open a small restaurant demystifies the process, providing the nuts and bolts on developing a solid restaurant concept, securing financing , and selecting your spot in the bustling culinary scene.

By the end, you’ll have a tangible roadmap that navigates through the essentials: permits, menus, staffing, and more.

Let’s get started on the pathway to making your small restaurant a reality.

A colorful illustration of various restaurant concepts and cuisines

The first ingredient of a successful restaurant is a distinctive concept. This goes beyond creating a menu or selecting a color scheme for your dining room; it includes the entire dining experience you want to offer your customers. The concept of your restaurant sets the stage for your success, carving out a unique identity in the highly competitive restaurant industry.

Understanding your target audience is fundamental to developing a successful concept. You need to consider their preferences, behaviors, and expectations.

Further reading

  • Top 12 Restaurant Innovations to Inspire Owners

Your restaurant’s concept must resonate with your intended audience, ensuring customer satisfaction and encouraging repeat business. This is where your personal preferences, target audience, market demand, and cuisine types come in, helping you create a concept that not only attracts customers but also aligns with your work routine and the type of alcohol service, if any, you intend to provide.

No matter how small your restaurant is, having a distinctive concept will serve as a memorable identity that sets your establishment apart and turns dining into an event.

Moreover, a well-defined restaurant concept forms the foundation of your branding and marketing strategies , helping in attracting and retaining customers.

Small restaurants can adopt various formats such as:

  • Top Strategies on How to Manage a Cafè Effectively

These formats cater to different customer preferences.

Creating a concept for your restaurant is an exercise in balancing innovation with practicality. Your chosen concept must be operationally feasible and financially sustainable for long-term success.

As you move from conceptualization to realization, remember that the concept you choose today will influence the many decisions you make down the line, from creating your business plan to selecting your restaurant location.

Creating a comprehensive business Plan

After defining your restaurant concept, the next step is to create a comprehensive business plan. This is a strategic outline of the restaurant’s components, providing a snapshot of your restaurant including its:

Target market

Competitive advantage

Marketing strategies

Financial projections

An effective business plan should also include a detailed industry analysis, which offers insights into the restaurant market, detailing opportunities, challenges, and an actionable strategy for growth.

  • How to Write a Restaurant Business Plan in 2024 (Step by Step Guide with Templates)

Your business plan should leave no stone unturned. The business plan should include:

Executive summary

Company description

Industry analysis

Geographic analysis

Target market analysis

Food safety plan

Sample menu

Marketing plan

Management strategy

Financial plan

Each of these elements forms the backbone of your business plan, painting a clear picture of how your restaurant will operate, what it needs to succeed, and how it will overcome potential challenges.

Creating a detailed business plan is not just about having an operational guide for your restaurant. It serves as a persuasive tool for investors and stakeholders.

A solid business plan demonstrates that you have:

A clear vision for your restaurant

Understanding of the market in which you’ll operate

Thought through the financial and operational challenges you’ll encounter

Think of your restaurant business plan as a roadmap to success, guiding you from the initial stages of opening your restaurant to its eventual growth and expansion.

  • 9 Essential Steps For Opening A Restaurant (Free Checklist)

Securing funding and financial resources

Once you have a comprehensive business plan in place, your next step is to secure the funding necessary to bring your restaurant to life. As a small restaurant owner, you have several funding options at your disposal, including:

Small business loans

Crowdfunding

Private investments

The support of alternative lenders

The U.S. Small Business Administration offers small business loan programs with variable timeframes, typically ranging from a few weeks to a few months, to secure funding for small business owners.

Additionally, small restaurants can benefit from grants provided by local farms, state governments, and organizations like the FedEx Small Business Grant Contest , Minority Business Development Center , and Grants.gov .

If you’re considering private investments, bear in mind that this involves an impressive sales pitch due to the high-risk nature of the food service industry. You might need to offer investors a share of profits or operational responsibilities.

Regardless of the funding option you choose, having a solid business plan is crucial. It gives potential investors confidence in your venture and increases your chances of securing the necessary financial resources.

Selecting the ideal location

Armed with a well-defined concept, a comprehensive business plan, and secured funding, the next step is selecting the ideal location for your restaurant. This decision is a lot more than just finding a space that fits your budget.

The surrounding demographics, including:

can inform the type of cuisine and menu pricing suited to local tastes and budgets.

Competition analysis is another factor to consider. It helps you avoid entering a market saturated with similar restaurants and underlines the need to create a distinctive dining concept.

Your restaurant’s location should also be chosen for its high visibility and heavy foot traffic to increase customer notice and visitation.

While a prime location may come with a higher price tag, the potential increased traffic and sales it can bring must be weighed against these cost implications, ensuring the financial viability of the restaurant.

Finally, the chosen location should align with your restaurant’s service style. For example, quick-service restaurants may seek convenience, while full-service restaurants might choose leisure-focused areas.

Designing an appealing menu

An artistic illustration of a creatively designed restaurant menu

After securing the perfect location, it’s time to tantalize taste buds with a well-designed menu. Your restaurant’s concept dictates its menu creation, steering cuisine choices, presentation style, and the dining experience to align with themes, branding, and specialized offerings.

Cost efficiency and adaptability are key to menu design. Here are some important factors to consider:

Menus should be concise, with a focus on top-selling, brand-supportive items that lessen specialized equipment needs.

Menus should be capable of accommodating regular updates, especially seasonally.

The physical design elements of the menu, including the use of white space, consistency between online and print versions, strategic placement of profitable or popular items using the ‘golden triangle’ design concept, visually appealing descriptions, and brand-reflective colors, all influence customer decisions and restaurant profits.

Just as critical as the design is the feedback from your customers. Actively seeking and incorporating customer feedback is vital for continuously refining the menu, ensuring it remains fresh, relevant, and tailored to consumer preferences.

So, whether you’re serving up a classic dish or introducing a new culinary delight, keep your customers’ preferences at the heart of your menu decisions.

Obtaining necessary licenses and permits

A stylized illustration of various licenses and permits for a restaurant

Now that your menu is ready to wow diners, it’s time to ensure you’re legally ready to open your doors. Opening a small restaurant requires obtaining a food service license through the local health department and, if you plan to sell alcohol, a liquor license.

It’s important to thoroughly understand local regulations and zoning laws, as compliance is crucial to avoid legal issues and ensure the safety of customers.

The process for applying for a food service license typically involves supplying restaurant information, paying fees, and passing a health department inspection, while a liquor license application requires additional details like a business license, zoning permit, and federal excise tax registration.

Given the time-consuming nature of the licensing process, you may benefit from professional legal assistance to navigate the application steps, compliance, and periodic renewals.

Managing restaurant finances and operating expenses

With the necessary licenses and permits in place, the next step is to manage your restaurant’s finances and operating expenses effectively.

Restaurants typically start with costs around $275,000, with additional expenses if purchasing the property, making it crucial to build a projected budget with detailed expense categories and sales targets based on past financial data and 12-month or 13-period tracks.

Maintaining a budget necessitates regular audits, understanding the importance of working capital to cover three to six months of expenses, and daily reviews of financial reports to adjust the budget and keep track of labor costs and cash flow.

Forecasting sales are enhanced by analyzing past POS data and factoring in external market changes, which assists in managing future financial planning and allowing for unexpected costs.

Significant restaurant expenses include food costs, labor, rent, and operating costs, requiring differentiation between fixed and variable costs and that the restaurant’s floor plan budget reflects initial financial projections.

Effective budget management involves implementing pricing strategies like psychological pricing and keeping abreast of cost-saving strategies through networking, while also being flexible with non-traditional costs.

Building your restaurant's brand and marketing strategy

A vibrant illustration of a restaurant's brand building through social media

With the finances in place, it’s time to build your restaurant’s brand and marketing strategy. A strong brand identity is vital for making a restaurant memorable and driving revenue.

Key elements of restaurant branding include:

Marketing materials

  • How to Name a Restaurant (Expert Tips, Ideas & Examples)

These elements should be consistent to make the brand recognizable and create emotional connections with customers.

Understanding the customer demographic is instrumental in shaping marketing strategies that resonate with the intended audience and can involve special offers to create a unique selling proposition.

Creating a marketing plan involves:

Setting measurable goals

Selecting marketing methods

Budgeting according to the restaurant’s life stage

Running campaigns based on customer profiles

  • A Complete Guide to Writing a Restaurant Marketing Plan (Free Template)

Making use of social media platforms and email marketing are key strategies in spreading the word about the restaurant and engaging potential diners.

Promotions and trendsetting are marketing tactics that can position a restaurant as a leader in the industry and attract customers by offering variety and exclusivity.

Finally, integrating a quality customer experience into marketing efforts is foundational, as the restaurant itself can act as a significant medium for marketing to ensure repeat customers.

Setting up an efficient layout and atmosphere

Once your brand identity and marketing strategy are established, it’s time to focus on setting up an efficient layout and atmosphere for your restaurant.

An effective restaurant floor plan should include:

Proper circulation and movement

A mix of dining, waiting areas, kitchen, storage, restrooms, and entryways

Accessible spaces to accommodate all guests, including those with disabilities

Considerations for social distancing

By considering these factors, you can create a layout that maximizes efficiency and provides a comfortable experience for your customers.

Smaller restaurants, particularly in urban areas focusing on takeout and delivery, benefit from kitchen designs that optimize space and allow for flexible, efficient operations in the restaurant business.

Restaurant owners should consider incorporating adaptable equipment, as it is crucial for meeting changing service demands and promoting staff efficiency.

To improve the overall customer experience, furniture, and seating layout should be deliberately planned, with dimensions that ensure comfortable customer flow and an atmosphere that conveys the restaurant’s brand identity.

  • 25 Strategies to Improve Efficiency at Your Restaurant

Hiring and training a talented team

Now that your restaurant layout and atmosphere are set, it’s time to bring in the heart of your restaurant - your team. Determine staffing needs and define roles based on the size of your restaurant to ensure all operational areas are adequately covered.

Create detailed job descriptions using keywords that embody the restaurant’s culture and service style, and specify schedule requirements, wages, and benefits.

Offer competitive compensation and benefits to attract and maintain a skilled workforce, based on research and a defined pay scale. Train interviewers on interpreting applicants’ physical cues and use standardized questions to objectively assess candidates’ values alignment and work history.

Foster teamwork and a sense of ownership among employees by adopting an open-book management style, and sharing financials and operational challenges.

Implement career progression opportunities to improve retention and encourage feedback through performance reviews and one-on-one meetings. Regularly train staff to maintain necessary skills and offer cross-training for career development.

Promote work-life balance with flexible scheduling options, and provide access to earned wages to enhance employees’ financial stability.

Implementing a reliable point-of-sale system

A creative illustration of a reliable point of sale (POS) system in a restaurant

With a talented team in place, the final step before opening your restaurant is implementing a reliable point of sale (POS) system.

Restaurant POS systems handle all transactions including cash, card, and digital payments, and adapt to different restaurant types and sizes, eliminating miscommunications by sending orders directly from servers to the kitchen.

POS systems offer features such as:

Cloud-based software for remote management

Performance management tools

Staff scheduling automation

Detailed insights into menu item popularity

Inventory management down to the ingredient level

Automation of repetitive tasks like inventory alerts and reordering

These features enhance coordination between restaurant staff and operations, making POS systems a valuable tool for restaurant management.

Built-in reporting capabilities in POS systems provide essential sales performance and customer data, which are crucial for strategic planning and informed business decisions.

They also improve customer service through fast and accurate order processing, and built-in loyalty programs cultivate customer loyalty by rewarding repeat business and tracking preferences for targeted promotions.

Cloud-based POS software offers the flexibility to manage the restaurant from any location with internet access and to make menu updates and administrative changes on the go.

  • 10 POS Integrations to Help Boost Efficiency at Your Restaurant

Congratulations! You’ve journeyed through the essential steps of opening a small restaurant, from defining your unique concept and crafting a compelling business plan to implementing a reliable POS system.

Each step along the way has been designed to equip you with the knowledge and tools you need to navigate the exciting world of the restaurant industry.

Remember, the road to a successful restaurant is a journey, not a race. With careful planning, a clear vision, and a passion for delivering an unforgettable dining experience, you’re well on your way to becoming the next sensation in the restaurant industry.

So, are you ready to turn up the heat and start cooking up your culinary success story?

Frequently Asked Questions

Can you make money with a small restaurant.

Yes, it is possible to make money with a small restaurant, but it can be challenging due to low-profit margins and a high failure rate, with profitability depending on various factors.

Is it hard to run a small restaurant?

Running a small restaurant is challenging due to long hours, tight finances, and potential initial unprofitability. The turnover of staff and challenging customer interactions can also add to the difficulty.

Is $ 10,000 enough to open a restaurant?

No, $10,000 is not enough to open a restaurant from the ground up, but it could be enough to purchase a pre-existing restaurant and put additional funds into it. Keep in mind that building from the ground up could be considerably more costly.

Why is defining a restaurant concept important?

Defining a restaurant concept is important because it serves as a memorable identity, helps the restaurant stand out, and forms the foundation of branding and marketing strategies, aiding in attracting and retaining customers. This is crucial for the success of the business.

What are the components of a comprehensive business plan?

A comprehensive business plan should include an executive summary, company description, industry analysis, target market analysis, marketing plan, management strategy, and financial plan to provide a thorough overview of the business.

Share this article!

Elana Kroon

Elana Kroon used to work in restaurants before becoming a journalist and expert restaurant industry content creator at Eat App.

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How to Write a Bar Business Plan + Free Sample Plan PDF

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Elon Glucklich

6 min. read

Updated March 17, 2024

Free Downloads: Sample Bar and Brewery Business Plan Templates

From sports bars to neighborhood pubs to upscale cocktail bars—drinking establishments are one of the oldest and most enduring types of businesses.

And the industry is projected to grow nearly 2.5% between 2023 and 2030, leaving plenty of opportunity for new businesses..

But competition in the bar industry can be fierce. You need to know your clientele, competitors, and how you’ll stand out if you want to succeed. Not to mention mapping out all the details of your financials and operations. 

Luckily, you can cover all of that (and more) by writing a business plan.

  • What should you include in a bar business plan?

These are the typical sections to consider including in your bar business plan.

  • Executive Summary
  • Market Analysis
  • Marketing and Sales Strategy 
  • Operations Plan
  • Business Overview

Financial plan

The sections you need will vary depending on why you’re writing a business plan and what you intend to do with it . 

Suppose it’s to manage your operations and not something you expect anyone outside of the business to read. In that case, consider keeping it to a few pages and skipping sections like the executive summary.

If you’re applying for a loan, then you’ll need a more formal plan that includes all the sections listed above.

Check out our step-by-step guide to writing a full business plan for more details.

A sample bar business plan outline.

  • The 6 elements of an effective bar business plan

Executive summary

Your executive summary is a short, high-level overview of your entire plan. 

The summary should give readers a sense of what factors will make your bar successful. That could include securing a high-visibility location, partnering with a chef who will oversee meal preparation, or negotiating deals with brewers to get their beers in your bar.

If you’re seeking a bank loan for your bar, the lender will read your executive summary first. In all likelihood, they won’t read any further unless the executive summary grabs their attention. 

So, make it clear and convincing.

Market analysis

The market analysis may be the most important part of your entire business plan. 

It’s where you carefully research and document:

  • Who your target customers are
  • What they want
  • What other establishments they may consider

Start by identifying the size of your market . Focus on the number of potential customers above the legal drinking age in your area. Then, segment these customers based on demographics such as age, income level, and lifestyle preferences. 

Then look into who you will be competing with. List and research other bars as well as indirect competition from restaurants, clubs, and even grocery stores that sell beer or home entertainment options.

Here are a few examples of what this process will look like:

Bar customer segmentation

If you find there are a lot of college students and younger adults near your bar location, you should cater your offerings to their tastes. But if you’re near office buildings or event venues, you may want to focus on older customers with more disposable income.

Will you offer a more diverse drink menu, better food, or a unique theme? Explain how these factors will set your bar apart and attract customers. Or, if your area lacks a certain type of bar, such as a sports bar or a high-end cocktail lounge, describe how filling this gap in the market will serve as your competitive advantage.

Marketing and sales strategy

Your market analysis gives you insights into potential customers. Your marketing and sales strategy is where you use those insights to get those customers in your door.

As you looked around at your competitive landscape, maybe you gained some insight into how your ideal customers discover new bars — through social media, online reviews, local event listings, or word-of-mouth.

Start by developing marketing strategies that are tailored to those channels . Consider tactics like:

  • Creating engaging social media content showcasing your unique drinks, events and ambiance.
  • Partnering with local businesses or events to increase visibility.
  • Introducing special promotions to encourage repeat visits and attract new customers.
  • Hosting themed nights or events to create buzz and attract specific customer segments.

In your business plan, document how you will implement these efforts and the resources required. 

Operations plan

The operations section of your business plan is where you detail the day-to-day requirements for running the bar smoothly. Start by describing your physical space and key equipment, such as:

  • Beverage dispensing systems
  • Glassware and utensils

Specify the types and number of each that you’ll need. Then you can address staffing needs, describing the roles of bartenders, servers, and support staff. Document in your plan that you’ll have a staffing strategy to cover peak hours.

You should also cover inventory management. Describe how you’ll stock alcoholic and non-alcoholic beverages, ingredients for cocktails and food. Be sure to spend time discussing supply chains for sourcing these ingredients.

Document the types of technology you’re using, like point-of-sale systems, inventory tracking, or customer reservation platforms. 

Finally, ensure that your operations plan demonstrates how you will comply with any licensing, health and safety regulations and that you have a plan for ensuring responsible customer behavior.

Business overview

The overview should fill in any gaps the reader may have, including:

  • The name of your bar
  • When it was founded (if it’s an existing business)
  • The inspiration behind the business

You should include the background and qualifications of key team members here. Include their experience in the bar industry and any other experience that’s relevant to their position.

If you’re running an existing bar, discuss previous achievements like revenue milestones, recognitions, or community events you’ve hosted.

You don’t need a deep financial background to run a successful business. But it’s important to develop projections for how you expect the bar to perform. If you’re starting a new bar, consider that you’ll need to pay upfront costs like equipment, supplies, licenses and rent.

Then there are the ongoing costs like employee salaries, marketing, and continuing to keep your shelves stocked.

Making educated guesses about the future will help you determine what’s working, and where you should make adjustments as you run your business.

Include sales and expense forecasts in your plan. The financial section also should include a cash flow statement , income statement , and balance sheet .

Remember, no one knows exactly how the future will pan out — these projections are your baseline for how you think the business will do, and you’ll adjust them over time as you update your plan with actual results.

  • Bar business plan templates and examples

To see how other bar businesses have created their plans, browse our free library of bar and brewery business plans . You can also check out our full selection of food and beverage business plans , or our entire library of over 550 business plans across industries.

Download as many as you want in PDF or Word format to help you write your own business plan.

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Content Author: Elon Glucklich

Elon is a marketing specialist at Palo Alto Software, working with consultants, accountants, business instructors and others who use LivePlan at scale. He has a bachelor's degree in journalism and an MBA from the University of Oregon.

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Business Plan Writer Moscow

A well written business plan is an essential component for any company seeking to raise capital. Our team at Prospectus.com has over 20 years of experience writing business plans and structuring business models for start-ups, later stage and expansion companies, those seeking venture or angel financing all the way to mezzanine and 144A funding, spanning a wide range of industries across the globe. We have been involved in thousands business projects and assisted with business planning, offering and private placement setup, feasibility studies, drafting financial projections, both for private companies and those seeking initial public offerings or listings on a stock exchange.  Our team is a recognized leader in business plan development. In fact, our CEO is the Chairman and Founder of  Borders.org  ( Business Plans Without Borders ), a not-for-profit 501c3 organization which assist low income families as well as refugees and immigrants with business plan writing services and grants.

Our Team’s Business Plan Advisory Services Value-Proposition:

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  • 1 to 2 weeks’ average time for completing business plans
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Moscow Business Plan Options

There are mainly two types of business plans that are written in Moscow: capital raising business plans and management or managerial business plans.

Raise Capital with a Business Plan

Most business plans are written with eye towards raising money for their venture. In a business plan that is written for investment capital, the structure of the business plans and therefore the most important point of the document will be the value-added benefit. Information on the products, services and the market will play central roles in the development of the plan, as well as various payout or exit strategies for the investors. Most business plans will focus on either selling equity or debt to investors.

  • Equity : In an equity business plan the company seeking funding will sell an ownership stake. If the company is a corporation, they will sell shares or common stock or a variation of them. If the company is a LLC or a Limited Company (which is popular worldwide) interest or units in the company would be offered. Both a form of ownership, just with a different name for each entity. In additional, there are other sweeteners one can add into any business plan offering, including warrants or preferred shares or preferred units or convertible debt.
  • Debt : in a debt offering business plan the company will be issuing some type of bond or a note to investors. A bond or note differ only in terms of the length of each security, which bonds being considered a longer maturity date than a note. There are also convertible debt securities that would convert the notes/bonds to equity at a certain fixed point in time. The business plan for bonds would detail the terms, such as the maturity date, interest rate and other vital information.

Managerial Guidance Business Plan

  • No Capital Raising : In a managerial or a management business plan, the focus is not on raising money but what strategy a company should employ. While most companies that write business plans do so to raise capital, there are some that simply want to get a second opinion or an outside view of their business. They ask us to write them a business plan for growth opportunities, not to raise money. Said another way, the management of the company wants to see our view and take on their business and what we would do to expand their company.
  • Recommendations : A business plan used to simply strategically plan one’s next move is referred to as managerial guidance business plan document. No capital is being raised initially, although sometimes we may conclude that capital should be raised for the company to penetrate or open new markets or opportunities. In the course of research, we may conclude that, in fact, the company should conduct an offering and raise money. We will recommend the amount to raise based on the company’s expansion needs and the company valuation.

3 Levels of Business Plans

Our firm offers various levels of business plan writing service and consulting, including: Level I Start-up Business Plan »

  • Prospectus.com’s team consists of industry expert business plan writers. Our Level I Start-up Business Plan can be used for companies raising initial seed funding and getting off the ground. The dollar amount being raised is not of paramount importance.
  • The Start-up Plan includes complete financials, potential cash-flow, market analysis and marketing strategies as well as a break-even analysis, and a separate executive summary and much more.

Level II Expansion or Series B Business Plan »

  • Prospectus’ Level II Expansion or Series B Business Plan assists companies and entrepreneurs that are seeking to expand or scale their business, including by increasing market share.
  • The Level II Start-up Plan helps to define concepts, target markets and market potential, as well as financial clarity necessary to define your concept, identify your market potential, and identify capital requirements. Executive summary included.

Level III Enterprise Business Plan »

  • Prospectus’ Level III Enterprise Business Plan serves the need of those later stage and established companies seeking to raise additional capital to expand their businesses, often in the form of issuing debt securities such as bonds or convertible notes.
  • The Level III Enterprise Business Plan is our most comprehensive business plan and often our clients will need a prospectus or a private placement memorandum (offering memorandum) written as well.

Our firm has years of experience drafting securities documents and is confident we can assist with your Moscow Business Plan Writer.  Feel free to contact us anytime, or call us to setup an appointment at any one of our global offices.

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Restaurant SIXTY

Ratings and reviews, location and contact.

I had my dinner with my family and we enjoyed the atmosphere as well as the food. The waitress was nice and payed attention to customer service. I can’t say the same for the personnel at the ground floor who was really rude. I would... More

executive summary of a business plan of a restaurant

Good day! Thanks for the feedback. We are sorry that your impression was slightly spoiled. We will take into account your comment. We will be waiting for you again!

This is my second time in this nice restaurant and this time they lifted the windows. Food was good as it was the last time. I took sole sushi as a starter and my main was baked beef.

executive summary of a business plan of a restaurant

Thanks for the opinion! We are glad you liked it! We will be happy to see you as our guests again.

We were in 4 persons, we have been seated very next the window, so breathtaking view of the city. Every 45 min they open the windows, so even if you are seated away it is possible to stand up and take pictures. Very good food... More

executive summary of a business plan of a restaurant

Thanks for your feedback! Glad you liked it! We are waiting for you again!

Food was really nice; staff friendly. The windows are opening once in 1 hour under a nice melody. Very romantic place. would definitely recommend. The view is fantastic from that height.

Thanks for the opinion! Always welcome!

I was in this restaurant in March this year. the restaurante has a super luxury style. An amazing view. The service was at a high level. the food was good. recommended.

executive summary of a business plan of a restaurant

Hello. Thank you very much for the kind words and appreciation of our work. It is sincerely pleasant that the visit to us pleased and created a good mood. See you!

Classic Russian style modern restaurants. Very nice architecture. everything is thought out in very fine details. Very rich restaurant. Perfect view. You can see all of Moscow. classic European menu. but there is no warm spirit in the restaurant. I didn't know what I was... More

Good laziness! Thank you for taking the time to share your attitude towards what we do - this is very important for us! Looking forward to seeing you again, see you soon!

Despite some backlashes I was really surprised with a really good service both at the reception and from waiters. The service is really impeccable and the whole atmosphere was totally friendly. Strongly recommended to visit as the view from the place over the city is... More

executive summary of a business plan of a restaurant

Dear Alexey, Thank you very much for your comment! We gave the chef your compliment. Looking forward to seeing you again!

My wife and I celebrated a New Year Party at this place because of its excellent view. The view is always there, as a mediocre service, below average food (not nearly gastronomic) made with low quality ingredients. Overall be ready to pay for a view... More

The view from the tower is amazing, and also the interior is very stylish. The food is good, especially the starters. The cocktails differed (same one tasted differently when repeated). The service seems a little arrogant. But is has nice lounge music and a relaxed... More

executive summary of a business plan of a restaurant

we went there on a Russian's recommendation. Obsequious staff ( they brought me a stool for my handbag!) who were painfully slow. Very pricey and nothing to write home about.

We came here to have a drink and enjoy the view. The drinks are very good and they have an interesting menu with a lot of creative twists to well known cocktails. They actually open the windows once an evening so be sure to get... More

It seems a really trends restaurant for moscow people but Except the view you need to forget it 1) noisy. With typical loudly lounge music 2) service is awful, long, unprofessional 3) food is good but soooo expensive compared with moscow prices 4) even if... More

if you want to look at Moscow like a map, you should visit. of course good meals too. noon or evening, view is perfect.

It was rainy cold day, and inside Sixty was very cold also, no heating had been turned on. But waiter said that they had no wraps at all, that's why I caught cold and was ill for a week. A lot of tables was free... More

The view over Moscow is spectacular, and worth the visit. The interior design matches the building. The food is good: I had borsch for starters, and then salmon. Most of the personell does not speak English, but it works out anyway.

executive summary of a business plan of a restaurant

RESTAURANT SIXTY, Moscow - Presnensky - Menu, Prices & Restaurant Reviews - Tripadvisor

J. V. Stalin

The Tasks of Business Executives

Speech delivered at the first all-union conference of leading personnel of socialist industry 1 february 4, 1931.

Source : Works, Vol. 13, 1930 - January 1934 Publisher : Foreign Languages Publishing House, Moscow, 1954 Transcription/HTML Markup : Salil Sen for MIA, 2008 Public Domain : Marxists Internet Archive (2008). You may freely copy, distribute, display and perform this work; as well as make derivative and commercial works. Please credit "Marxists Internet Archive" as your source.

Comrades, the deliberations of your conference are drawing to a close. You are now about to adopt resolutions. I have no doubt that they will be adopted unanimously. In these resolutions — I am somewhat familiar with them — you approve the control figures of industry for 1931 and pledge yourselves to fulfil them.

A Bolshevik's word is his bond. Bolsheviks are in the habit of fulfilling promises made by them. But what does the pledge to fulfil the control figures for 1931 mean? It means ensuring a total increase of industrial output by 45 per cent. And that is a very big task. More than that. Such a pledge means that you not only pledge yourselves to fulfil our five-year plan in four years — that matter has already been settled, and no more resolutions on it are needed — it means that you promise to fulfil it in three years in all the basic, decisive branches of industry.

It is good that the conference gives a promise to fulfil the plan for 1931, to fulfil the five-year plan in three years. But we have been taught by "bitter experience." We know that promises are not always kept. In the beginning of 1930, too, a promise was given to fulfil the plan for the year. At that time it was necessary to increase the output of our industries by 31 to 32 per cent. But that promise was not kept to the full. Actually, the increase in industrial output during 1930 amounted to 25 per cent. We must ask: Will not the same thing occur again this year? The managers and leading personnel of our industries now promise to increase industrial output in 1931 by 45 per cent. But what guarantee is there that this promise will be kept?

What is needed in order to fulfil the control figures, to achieve a 45 per cent increase in output, to secure the fulfilment of the five-year plan not in four, but, as regards the basic and decisive branches of industry, in three years?

Two fundamental conditions are needed for this.

Firstly, real or, as we term it, "objective" possibilities.

Secondly, the willingness and ability to direct our enterprises in such a way as to realise these possibilities.

Did we have the "objective" possibilities last year for completely fulfilling the plan? Yes, we had. Incontestable facts testify to this. These facts show that in March and April of last year industry achieved an increase of 31 per cent in output compared with the previous year. Why then, it will be asked, did we fail to fulfil the plan for the whole year? What prevented it? What was lacking? The ability to make use of the existing possibilities was lacking. The ability to manage the factories, mills and mines properly was lacking.

We had the first condition: the "objective" possibilities for fulfilling the plan. But we did not have in sufficient degree the second condition: the ability to manage production. And precisely because we lacked the ability to manage the factories, the plan was not fulfilled. Instead of a 31-32 per cent increase we had one of only 25 per cent.

Of course, a 25 per cent increase is a big thing. Not a single capitalist country increased its production in 1930, or is increasing production now. In all capitalist countries without exception a sharp decline in production is taking place. Under such circumstances a 25 per cent increase is a big step forward. But we could have achieved more. We had all the necessary "objective" conditions for this.

And so, what guarantee is there that what happened last year will not be repeated this year, that the plan will be fulfilled, that we shall use the existing possibilities in the way that they should be used, that your promise will not to some extent remain a promise on paper?

In the history of states and countries, in the history of armies, there have been cases when there was every possibility for success and victory, but these possibilities were wasted because the leaders failed to notice them, did not know how to take advantage of them, and the armies suffered defeat.

Have we all the possibilities that are needed to fulfil the control figures for 1931?

Yes, we have such possibilities.

What are these possibilities? What is needed in order that these possibilities should really exist?

First of all, adequate natural resources in the country: iron ore, coal, oil, grain, cotton. Have we these resources? Yes, we have. We have them in larger quantities than any other country. Take the Urals, for example, which provide a combination of resources not to be found in any other country. Ore, coal, oil, grain — what is there not in the Urals? We have everything in our country, except, perhaps, rubber. But within a year or two we shall have our own rubber as well As far as natural resources are concerned we are fully provided. We have even more than necessary. What else is needed?

A government desirous and capable of utilising these immense natural resources for the benefit of the people. Have we such a government? We have. True, our work in utilising natural resources does not always proceed without friction among our leading personnel. For instance, last year the Soviet Government had to conduct a certain amount of struggle over the question of creating a second coal and metallurgical base, without which we cannot develop further. But we have already overcome these obstacles and shall soon have this base.

What else is needed?

That this government should enjoy the support of the vast masses of workers and peasants. Does our government enjoy such support? Yes, it does. You will find no other government in the world that enjoys such support from the workers and peasants as does the Soviet government. There is no need for me to refer to the growth of socialist emulation, the spread of shock-brigade work, the campaign and struggle for counter-plans. All these facts, which vividly demonstrate the support that the vast masses give the Soviet Government, are well known.

What else is needed in order to fulfil and overfulfil the control figures for 1931?

A system that is free from the incurable diseases of capitalism and has great advantages over capitalism. Crises, unemployment, waste, destitution among the masses — such are the incurable diseases of capitalism. Our system does not suffer from these diseases because power is in our hands, in the hands of the working class; because we are conducting a planned economy, systematically accumulating resources and properly distributing them among the different branches of the national economy. We are free from the incurable diseases of capitalism. That is what distinguishes us from capitalism; that is what constitutes our decisive superiority over capitalism.

Notice the way in which the capitalists are trying to escape from the economic crisis. They are reducing the workers' wages as much as possible. They are reducing the prices of raw materials as much as possible. But they do not want to reduce the prices of food and industrial commodities for mass consumption to any important extent. This means that they want to escape from the crisis at the expense of the principal consumers, at the expense of the workers and peasants, at the expense of the working people. The capitalists are cutting the ground from under their own feet. And instead of overcoming the crisis they are aggravating it; new conditions are accumulating which lead to a new, even more severe crisis.

Our superiority lies in the fact that we have no crises of overproduction, we have not and never will have millions of unemployed, we have no anarchy in production, for we are conducting a planned economy. But that is not all. We are a land of the most concentrated industry. This means that we can build our industry on the basis of the best technique and thereby secure an unprecedented productivity of labour, an unprecedented rate of accumulation. Our weakness in the past was that this industry was based upon scattered and small peasant farming. That was so in the past; it is no longer so now. Soon, perhaps within a year, we shall become the country of the largest-scale agriculture in the world. This year, the state farms and collective farms — and these are forms of large-scale farming — have already supplied half of all our marketable grain. And that means that our system, the Soviet system, affords us opportunities of rapid progress of which not a single bourgeois country can dream.

What else is needed in order to advance with giant strides?

A party sufficiently solid and united to direct the efforts of all the best members of the working class to one point, and sufficiently experienced to be unafraid of difficulties and to pursue systematically a correct, revolutionary, Bolshevik policy. Have we such a party? Yes, we have. Is its policy correct? Yes, it is, for it is yielding important successes. This is now admitted not only by the friends but also by the enemies of the working class. See how all the well-known "honourable" gentlemen, Fish in America, Churchill in Britain, Poincare in France, fume and rave against our Party. Why do they fume and rave? Because the policy of our Party is correct, because it is yielding success after success.

There, comrades, you have all those objective possibilities which assist us in realising the control figures for 1931, which help us to fulfil the five-year plan in four years, and in the key industries even in three years.

Thus we have the first condition for fulfilment of the plan — the "objective" possibilities.

Have we the second condition, the ability to use these possibilities?

In other words, are our factories, mills and mines properly managed? Is everything in order in this respect?

Unfortunately, not everything is in order here. And, as Bolsheviks, we must say this plainly and frankly.

What does management of production mean? There are people among us who do not always have a Bolshevik approach to the question of the management of our factories. There are many people among us who think that management is synonymous with signing papers and orders. This is sad, but true. At times one cannot help recalling Shchedrin's Pompadours. Do you remember how Madame Pompadour taught the young Pompadour: "Don't bother your head with science, don't go into matters, let others do that, it is not your business — your business is to sign papers." It must be admitted to our shame that even among us Bolsheviks there are not a few who carry out management by signing papers. But as for going into matters, mastering technique, becoming master of the business — why, that is out of the question.

How is it that we Bolsheviks, who have made three revolutions, who emerged victorious from the bitter civil war, who have solved the tremendous task of building a modern industry, who have swung the peasantry on to the path of socialism — how is it that in the matter of the management of production we bow to a slip of paper?

The reason is that it is easier to sign papers than to manage production. And so, many economic executives are taking this line of least resistance. We, too, in the centre, are also to blame. About ten years ago a slogan was issued: "Since Communists do not yet properly understand the technique of production, since they have yet to learn the art of management, let the old technicians and engineers — the experts — carry on production, and you, Communists, do not interfere with the technique of the business; but, while not interfering, study technique, study the art of management tirelessly, in order later on, together with the experts who are loyal to us, to become true managers of production, true masters of the business." Such was the slogan. But what actually happened? The second part of this formula was cast aside, for it is harder to study than to sign papers; and the first part of the formula was vulgarised: non-interference was interpreted to mean refraining from studying the technique of production. The result has been nonsense, harmful and dangerous nonsense, which the sooner we discard the better.

Life itself has more than once warned us that all was not well in this field. The Shakhty affair 2 was the first grave warning. The Shakhty affair showed that the Party organisations and the trade unions lacked revolutionary vigilance. It showed that our economic executives were disgracefully backward in technical knowledge; that some of the old engineers and technicians, working without supervision, rather easily go over to wrecking activities, especially as they are constantly being besieged by "offers" from our enemies abroad.

The second warning was the "Industrial Party" trial 3 .

Of course, the underlying cause of wrecking activities is the class struggle. Of course, the class enemy furiously resists the socialist offensive. This alone, however, is not an adequate explanation for the luxuriant growth of wrecking activities.

How is it that wrecking activities assumed such wide dimensions? Who is to blame for this? We are to blame. Had we handled the business of managing production differently, had we started much earlier to learn the technique of the business, to master technique, had we more frequently and efficiently intervened in the management of production, the wreckers would not have succeeded in doing so much damage.

We must ourselves become experts, masters of the business; we must turn to technical science — such was the lesson life itself was teaching us. But neither the first warning nor even the second brought about the necessary change. It is time, high time that we turned towards technique. It is time to discard the old slogan, the obsolete slogan of non-interference in technique, and ourselves become specialists, experts, complete masters of our economic affairs.

It is frequently asked: Why have we not one-man management? We do not have it and we shall not get it until we have mastered technique. Until there are among us Bolsheviks a sufficient number of people thoroughly familiar with technique, economy and finance, we shall not have real one-man management. You can write as many resolutions as you please, take as many vows as you please, but, unless you master the technique, economy and finance of the mill, factory or mine, nothing will come of it, there will be no one-man management.

Hence, the task is for us to master technique ourselves, to become masters of the business ourselves. This is the sole guarantee that our plans will be carried out in full, and that one-man management will be established.

This, of course, is no easy matter; but it can certainly be accomplished. Science, technical experience, knowledge, are all things that can be acquired. We may not have them today, but tomorrow we shall. The main thing is to have the passionate Bolshevik desire to master technique, to master the science of production. Everything can be achieved, everything can be overcome, if there is a passionate desire for it.

It is sometimes asked whether it is not possible to slow down the tempo somewhat, to put a check on the movement. No, comrades, it is not possible! The tempo must not be reduced! On the contrary, we must increase it as much as is within our powers and possibilities. This is dictated to us by our obligations to the workers and peasants of the U.S.S.R. This is dictated to us by our obligations to the working class of the whole world.

To slacken the tempo would mean falling behind. And those who fall behind get beaten. But we do not want to be beaten. No, we refuse to be beaten! One feature of the history of old Russia was the continual beatings she suffered because of her backwardness. She was beaten by the Mongol khans. She was beaten by the Turkish beys. She was beaten by the Swedish feudal lords. She was beaten by the Polish and Lithuanian gentry. She was beaten by the British and French capitalists. She was beaten by the Japanese barons. All beat her — because of her backwardness, because of her military backwardness, cultural backwardness, political backwardness, industrial backwardness, agricultural backwardness. They beat her because it was profitable and could be done with impunity. You remember the words of the pre-revolutionary poet: "You are poor and abundant, mighty and impotent, Mother Russia." 4 Those gentlemen were quite familiar with the verses of the old poet. They beat her, saying: "You are abundant," so one can enrich oneself at your expense. They beat her, saying: "You are poor and impotent," so you can be beaten and plundered with impunity. Such is the law of the exploiters — to beat the backward and the weak. It is the jungle law of capitalism. You are backward, you are weak — therefore you are wrong; hence you can be beaten and enslaved. You are mighty — therefore you are right; hence we must be wary of you.

That is why we must no longer lag behind.

In the past we had no fatherland, nor could we have had one. But now that we have overthrown capitalism and power is in our hands, in the hands of the people, we have a fatherland, and we will uphold its independence. Do you want our socialist fatherland to be beaten and to lose its independence? If you do not want this, you must put an end to its backwardness in the shortest possible time and develop a genuine Bolshevik tempo in building up its socialist economy. There is no other way. That is why Lenin said on the eve of the October Revolution: "Either perish, or overtake and outstrip the advanced capitalist countries."

We are fifty or a hundred years behind the advanced countries. We must make good this distance in ten years. Either we do it, or we shall go under.

That is what our obligations to the workers and peasants of the U.S.S.R. dictate to us.

But we have yet other, more serious and more important, obligations. They are our obligations to the world proletariat. They coincide with our obligations to the workers and peasants of the U.S.S.R. But we place them higher. The working class of the U.S.S.R. is part of the world working class. We achieved victory not solely through the efforts of the working class of the U.S.S.R., but also thanks to the support of the working class of the world. Without this support we would have been torn to pieces long ago. It is said that our country is the shock brigade of the proletariat of all countries. That is well said. But is imposes very serious obligations upon us. Why does the international proletariat support us? How did we merit this support? By the fact that we were the first to hurl ourselves into the battle against capitalism, we were the first to establish working-class state power, we were the first to begin building socialism. By the fact that we were engaged on a cause which, if successful, will transform the whole world and free the entire working class. But what is needed for success? The elimination of our backwardness, the development of a high Bolshevik tempo of construction. We must march forward in such a way that the working class of the whole world, looking at us, may say: There you have my advanced detachment, my shock brigade, my working-class state power, my fatherland; they are engaged on their cause, our cause, and they are working well; let us support them against the capitalists and promote the cause of the world revolution. Must we not justify the hopes of the world's working class, must we not fulfil our obligations to them? Yes, we must if we do not want to utterly disgrace ourselves.

Such are our obligations, internal and international. As you see, they dictate to us a Bolshevik tempo of development.

I will not say that we have accomplished nothing in regard to management of production during these years. In fact, we have accomplished a good deal. We have doubled our industrial output compared with the pre-war level. We have created the largest-scale agricultural production in the world. But we could have accomplished still more if we had tried during this period really to master production, the technique of production, the financial and economic side of it.

In ten years at most we must make good the distance that separates us from the advanced capitalist countries. We have all the "objective" possibilities for this. The only thing lacking is the ability to make proper use of these possibilities. And that depends on us. Only on us! It is time we learned to make use of these possibilities. It is time to put an end to the rotten line of non-interference in production. It is time to adopt a new line, one corresponding to the present period — the line of interfering in everything. If you are a factory manager — interfere in all the affairs of the factory, look into everything, let nothing escape you, learn and learn again. Bolsheviks must master technique. It is time Bolsheviks themselves became experts. In the period of reconstruction, technique decides everything. And an economic executive who does not want to study technique, who does not want to master technique, is a joke and not an executive.

It is said that it is hard to master technique. That is not true! There are no fortresses that Bolsheviks cannot capture. We have solved a number of most difficult problems. We have overthrown capitalism. We have assumed power. We have built up a huge socialist industry. We have transferred the middle peasants on to the path of socialism. We have already accomplished what is most important from the point of view of construction. What remains to be done is not so much: to study technique, to master science. And when we have done that we shall develop a tempo of which we dare not even dream at present.

And we shall do it if we really want to.

Pravda, No. 35, February 5, 1931

Collected Works Index | Volume 13 Index Works by Decade | J. V. Stalin Archive

IMAGES

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VIDEO

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  21. PDF Metropol

    The SAVVA restaurant's menu is very elaborate. Andrey Shmakov successfully combines modern gastronomic trends and old traditions of Russian cuisine in an accessible menu. The restaurant's terrace, which overlooks the Theatre Square, the Kremlin and the Bolshoi Theatre, has always been and still is one of the favorite meeting places in Moscow.

  22. RESTAURANT SIXTY, Moscow

    Restaurant SIXTY. Claimed. Review. Save. Share. 1,892 reviews #293 of 10,700 Restaurants in Moscow $$$$ International Vegetarian Friendly Vegan Options. Presnenskaya Emb., 12 Federatsiya Tower, 62nd floor, Moscow 123112 Russia +7 495 653-83-69 Website Menu.

  23. The Tasks of Business Executives

    J. V. Stalin delivered a speech on "The Tasks of Business Executives" on February 4 at the final sitting of the conference. Taking J. V. Stalin's directives as their guide, the conference mapped out practical measures for the fulfilment of the national-economic plan for the third and decisive year of the first five-year plan period.