Way2Franchise Featured Franchise Opportunity

1. Welcome to
Division of AL ENTERPRISE.

2. Introduction
A L ENTERPRISE (Party Cruisers Pvt. Ltd.) has been in
the industry for more than 16 fruitful years. Mr.
Zuzer Lucknowala, Managing Director of Party
Cruisers Pvt. Ltd. is a highly motivated individual with
a great understanding of the events and hospitality
& catering business. Having graduated from the
prestigious Dadar Catering College, Zuzer started off
with his outdoor catering unit. Soon he was joined by
his talented wife Mrs. Rachana Lucknowala, who
also graduated from Dadar Catering College, to
accelerate further growth by diversifying into the
event management field and thus the emergence of
A L ENTERPRISE.

3. Other Divisions of AL Enterprise
A Theme Banquet Lounge Of Fusion
DIO’S theme banquet lounge is a blend of gold, lime
green, fusia pink and chocolate brown colours. A
fusion of stimulating shades; French windows that
overlook a beautiful skyline; an open-air terrace for
moonlit theme, all of it merges to create an
unforgettable party ambience.

5. Corporate Impression Management
Event Factory is the flagship company of 'Party
Cruisers Pvt. Ltd.' Dedicated to Corporate Event
Management, where magical multimedia
production enthralls & mesmerizes huge
audiences... And we are the magicians, The Event
Managers!!!

7. The Wedding Planning Company
Vivaah explores all the elements that make
weddings so special & different. By tracing the
romantic history of weddings from colonial
times to the present suggesting ways to create a
Signature Wedding.

9. Concept note for The Wedding Café.
The wedding café is first of its kind in INDIA
The main concept of the wedding café is to create
an Exclusive ONE STOP SHOP for all your wedding
needs.
Wedding Café will be the first and final destination
for brides and bride groom seeking exquisite
resources.
Making your special moment an unforgettable
celebration, we at the wedding Café provide
personalized and innovative wedding services.
Embark on a new journey together in style and
leave all your worries behind.

10. We at wedding café will have 4 mini stores for the
most basic requirement of your wedding.
Brides-to-be are very special guests
at Spa So slip into a fluffy bath
robe, take a well deserved break
from all the planning in our fully-
appointed lounge
Groom yourself at the salon and
get your best look for the day.

11. Wedding is an elaborate affair in
India, comprising of a large number
of rituals, customs and traditions.
Our Designer will Design Exclusive
Outfit for all your Functions.
Jewellery forms a very important
part of the overall attire of an
Indian bride. In fact, the bridal look
is believed to be incomplete unless
the bride wears each and every
piece of the jewelry meant for her.

12. Empanelled Support Vendors
The Wedding Cafe is also the answer for wedding
vendors preparing to expand their business,
whether they are looking for a place to meet their
new clientele or simply looking for a great starting
point to establish their company.
With more than 50 categories for the wedding
vendors we have the entire top to bottom
requirements covered under one roof.
We will see to it that all the requirements are
tailored keeping all your important factors like
budget and taste in mind.

13. Some of the major vendor category:
• Wedding planners/ Destination Wedding
• Party planners
• Decorators
• Trousseau planners
• Invitation cards
• Return gift
• Specialist honeymoon travel agents
• Hotel specializing in honeymoon packages
• Wedding Planning Company

14. A Café and Lounge
The café and lounge will also be the focused area
of the wedding café.
• Serving European Cuisines.
• Perfect place for Wine and Dine.
• Perfect place to spend time with your loved one
• Perfect place to invite your Clients.
• Wi fi facilities.

15. Marketing Ideas for The Wedding Café:
• Create theme nights for weekends..
• Flea market concept for Sunday's
• Special events for special days
• Workshop on things related to wedding
• Single’s night
• Launches of new products
• Social networking site for regular updates.
• Right target audience.

16. Target Audience/Market For The Wedding Café.
• People planning to get married.
• NRI looking to marry in India
• People planning to have weddings outside Mumbai
• High Society People who want lavish weddings.
• Theme Wedding.
• People who believe in one stop shopping.

17. Portfolio Summary
Executive Summary
Our parent company A L ENTERPRISE(PCPL) has 3
divisions and well established over the past 15years
handling various Event, Media, F&B venturistic
business with strong financial background and sound
management skills. We have devised our selves for an
expansion in this segment
Situation Analysis
We have projected ourselves in the near future to
expand in the same diameter with a target unit of 05
for the current financial year 2010 - 2011.We are sure
to achieve it as we are expertise from the same and
related industry.

18. Market Summary
Our target cliental is niche and classy . Our skillful
service adds to our classification of outsourced
agency’s that is a Creative Marketing Agency and a PR
company always create a buzz in the market. This is a
route adopted for successful market analysis and
implementation
Market Demographics
Our ventures are adaptable to Demographical
locations and strategy implantation according to its
surrounding, people, culture and financial credibility.
As we know our target cliental, we work around the
same graph for cultivation, growth and harvesting of
market potential.

19. Market Needs
Our concepts are of specialized nature and first hand
knowledge of their value. We know how effectively
to promote and sell it according to market supply
demand ratio.
Market Trends
One notable trend in this industry is increased
deregulation. Deregulation has increased competition
and the need for differentiation. We follow the same
market trend and believe in the Principle “Guest is
God” so whatever he needs we have created
alongside his trends.

20. SWOT Analysis
Strength
• Management: Our management has been derived
from the best of the segments of the industry that has
experience, valuable network connection, brand
building sense and to contribute to the revenue graph.
• Location: Our selected location with a pre-size mind
frame of the products we have and their niche market
are in itself the best-seller . These geographic features
will always be the potential point of sale.
• Public Relation: As a product we are fully derived in
our segment and added to this we have a PR agency
working round the clock for our listings, features in
various Magazines, Prints and Electronic Media.
• Experienced Staff: All our team members are
experienced with over 10 years of experience from
the industry and have a proven track record. Moreover
they are willing to sacrifice extra time and effort to
build a successful business along with the manageable
benefit derived from succeeding in an independent
endeavor.

21. Weakness
Its a seasonal business and has a very competitive
market.
Opportunity
In spite of its weakness the skill ,our ability, our focus
and our dedication helps us grow in this business.
Threat
The Threat is mainly from the local competitors who
don’t provide professional services nor is their final
product of the calibre and class that our company
prides itself on. This sometimes makes their product
cheaper than ours. However good marketing,
branding & positioning will ensure business from like
minded people.

22. Market Research (overview)
Mission
• To make The Wedding café a complete one stop
shop for all wedding requirement.
• To be the first one to capture the market with this
unique concept.
• To come up with more similar ventures in the
coming financial year.
Objectives
• To start a venture in which investors can recover
the break even cost within 2 to 3 operational
years.
• To create a good brand image with quality service
to our audience.

23. Marketing objective and Strategies
Marketing objective is to create a cone and strategies
is to fill the cone with ice cream to eat for the
ultimate customer who will help us to keep on
making more and more objectives and strategies
depending on his or her taste. The overall view says it
has to be customer made.
Macro Environment:
• Disposable income in high but leisure time is
limited and catered by other responsibilities and
recreation options.
• Due to good economy this industry is growing.
Population segments have different needs and
wants. This requires effective target marketing.
• To threaten the technological and traditional
advances requires greater knowledge and
sophistication in the industry.

24. Marketing Objectives:
• Achieve an annual growth of 15% min and maximum
the sky is the limit.
• To become a Hotspot in the locality.
• To create a more customized model of service.
• Achieve positive net worth by a year or two.
• Targeting consumer group that meets our target
profile in demographic sense.
• Rationalize the flow of industry into revenue
generation module.
• Pricing should be just 15% higher or equal to the
closest competitor as we have a different type of
product in the market.
• Positioning as premium company with filled
enthusiasm, adventure, exceptional service model
and value for money place.

25. Marketing strategies
• Media Campaign: Pre & Post Launch of the office
and also at regular intervals during the operational
year.
• Strategic Alliance Development: Special Corporate
packages are designed and marketed to gain
corporate accounts for a long term business, as well
as alliances with banquets venues & hotels around
the local area.
• Grand Opening Promotion: Various activities are
conducted during this period of Pre & Post opening
by our In-house event company.(OPTIONAL)
• Website: Website and local cable TV promotion are
also carried out as a part of awareness and
promotion.
•Other strategies: Various other TRIED & TESTED
marketing plans will be used to help generate
enquiries.

26. Assumptions
“A good assumption is like a Nurse who knows how
to tape a vein - when you hit the sweet spot its
flows.”
Assumption is believing in yourself with Innovative
sense, Glamour Pin Ball effect, Credibility Laws and
atmosphere visualization which is very well taken
care at A L ENTERPRISE(PCPL). As every new brand
survival or death depends on its assumption of
market response sense. We at A L ENTERPRISE(PCPL)
have taken it with care, very delicately as the
experience for past years have made us operate on a
proper, stable, surviving and successful business line.

27. Important Assumptions
The financial plan depends on important
assumptions, most of which are reflected in the
financial statements that follow. We have been
cautious with our projections, and incorporate
mitigation for all manageable risks. The key
underlying assumptions are:
Economy
Slow Economic Recovery. We anticipate a slow-
growth economy, recovering from an economic
recession.

28. PRO'S
• Staffing for Admin, Marketing, Kitchen
management staff will combined thus reducing
the cost for one single unit.
• Cost for marketing & BDM will be combined
for both units thus reducing overall cost.
• Cross Promotion Tie ups will help in marketing
at minimum cost.

29. ORGANIZATIONAL
CHART

30. Core Skills
TWC have a customer focus This implies that the
company focuses its activities and products on
consumer demands. Generally there are three ways
of doing this: the customer-driven approach, the
sense of identifying market changes and the product
innovation approach.
In the consumer-driven approach, consumer wants
are the drivers of all strategic marketing decisions. No
strategy is pursued until it passes the test of
consumer research. Every aspect of a market
offering, including the nature of the product itself, is
driven by the needs of potential consumers. The
starting point is always the consumer. The rationale
for this approach is that there is no point spending
R&D funds developing products that people will not
buy. History attests to many products that were
commercial failures in spite of being technological
breakthroughs.

31. A formal approach to this customer-focused
marketing is known as SIVA (Solution, Information,
Value, and Access). This system is basically the four
Ps renamed and reworded to provide a customer
focus.
The four elements of the SIVA model are:
5.Solution: How appropriate is the solution to the
customer’s problem/need?
2. Information: Does the customer know about the
solution, and if so how, who from, do they know
enough to let them make a buying decision?
3.Value: does the customer know the value of the
transaction, what it will cost, what are the
benefits, what might they have to sacrifice, what
will be their reward?
5. Access: Where can the customer find the
solution? How easily/locally/remotely can they
buy it and take delivery?
6. This is what makes us apart from the rest of the
industry and a leap away from any approaching
competitors.

32. Financial Plan
TWC’s Restaurant & Lounge financial model is
based on a business concept to "Plan for the
Worst, but Manage for the Best." We have
approached the financial plan as follows:
The First Year projections anticipates a below
average sales volume, below average seat turn,
and above average food/beverage cost. This
position will help us ensure sufficient financial
planning to accommodate a reasonable ramp-up
period, and business success, also ensuring that we
do not enter this venture under-capitalized.

33. Investor Payback Program
Each Investor will receive equity shares as a part
owner, with a non-managerial interest in the
Restaurant. Based on financial estimates, Over and
above the interest and principal repayment,
Investors contributing or more will receive residuals
for the life of the business as a bonus incentive.
As with our investors, our primary goal is to earn real
profits and not a Paper Profits'. As such we will focus
on expediting returns to investors where possible.
Our existing payback structure will begin paying
dividend every quarter, starting in Year 2 of business
operations. Investors will receive quarterly interest
and annual principal reduction payments over the
full term of the investment. Payback to Financial and
Private Investors will take priority over any profit
shares to the owners, Mr.Zuzer Lucknowala &
Mr.Hemant Zaveri

34. Business Growth
Annual Growth Rate Percentage. We anticipate
modest growth over the coming years. The financials
account for the following growth projections:
Year 2: 16%
Year 3: 20%
Year 4: 20%
Year 5: 25%
Seasonal Sales Variance. In Mulund, October through
the late season is the most productive sales period,
while the summer months tend to be the slowest
restaurant period. This trend is reflected in the
financials though a seasonal variance as follows
(where October is targeted to be our most successful
sales month):
June: 70%October: 100% February: 95%July: 75%
November: 95%March: 85%August: 80% December:
95%April: 90% September: 85% January: 85% May:
90%

35. Industry & Start-Up
Fiscal Year-1 Ramp-up. Our experience in the industry
confirms a longer ramp-up stage for restaurants over
other retail/service businesses. Our Annual Sales
Growth is based on attaining the following seating
capacity percentage per dining period:
Year 1: After-Hours = 53%, Lunch = 70%, Dinner = 88%
Year 2: After-Hours = 70%, Lunch = 82%, Dinner =
100% (implied wait period)
Year 3: After-Hours = 80%, Lunch = 87%, Dinner =
100% (implied wait period)
Six-Month Start-Up Stage. As a new restaurant entry
to the market, the ramp-up in customer draw is
expected to extend over 6 months. This is reflected in
a higher than average monthly sales variance shown
as follows (Worst-case / Expected-case):
Month 1: 32% / 51%
Month 2: 41% / 58%
Month 3: 64% / 75%

36. Market Analysis findings are static. We assume that
there are no unforeseen changes in findings outlined
in the Market Analysis.
Pricing & Cost Control
Competitive Pricing Model. Revenue calculations are
based upon competitive price comparisons and
established menu values in the current marketplace.
The following are baseline assumptions on Average
Check Totals, and Average Seat Turns:
Daily average for lunch spending is Rs.250/- per
person, dinner at Rs. 350 per person; and Rs.300/-per
person for After-Hours dining (All check totals include
Beverages, but not Bar). Seat Turn averages are
modestly estimated at:
Year 1: After-Hours = 0.7, Lunch = 1.0, Dinner = 1.0
Year 2: After-Hours = 0.7, Lunch = 1.0, Dinner = 1.0
Year 3: After-Hours = 1.0, Lunch = 1.0, Dinner = 1.25

37. Cost Control. Cost of goods sold have been
calculated as a percentage of sales and will be
monitored on a daily basis in order to keep Cost of
Food within the range of 31 - 33%, Bar Costs within
28 - 31%, and Cost of Beverages (Non Alcohol)
below 9%. With a focus on Cost Control, we
anticipate 6 months to fine tune the restaurant
operations and manage our costs within the defined
tolerance range.

38. Risk Analysis/Mitigation
1. How do we allow an adequate startup period and
capital to launch the concept and grow our customer
base in a competitive sector?
• Our financial plan is budgeted to support the Worst
Case business scenario. We addressed the financial
risk as follows:
• We looked at our monthly break-even.
• We calculated worst-case monthly financial
shortfall
based on the ramp-up sales percentages outlined in
our financial assumptions.
• We budgeted operational shortfall in an operational
contingency budget that we will utilize if the need
arises.

39. 2. How do we ensure we have addressed all
resource gaps, and have the right industry
knowledge?
• Owners have a combined 10 years of Restaurant
Management, Operations and Business
Management Experience.
• The Financial Plan incorporates a budget for TWC’s.
• Their services are budgeted for the business start
up analysis, rollout, and on retainer for 4 months of
business operations.
• We will be recruiting a seasoned chef (national
search) whose style is in accord with the
Restaurant
concept and our market segment. We will be
offering an equity interest to our select Chef to
maintain the industry knowledge.
• Our Accounting service will be contracted to a firm

40. 3. The current Economic slowdown and
recovery state was a key consideration in our
restaurant concept. How do we manage a
successful restaurant in current market
conditions?
Our original effort was to open a restaurant twice
the proposed size. As we are in the midst of an
economic recovery, we have scaled back the size
to reduce business overhead, startup
requirements, and business operating capital.
Mitigation has been our overall Restaurant
concept. We have the menu priced at a mid-tier
level. In addition, we have an extended Menu
selection priced between 70 to 150, allowing
budget dining in a distinguished restaurant.

41. 4. How do we confirm that our Funding
Requirement is sufficient?
We have leveraged our membership with the HARA
to look at industry averages for this market segment
for Restaurant startup and Operations. Additionally,
we included a contingency buffer in the financial
estimates to account for any potential cost variance
6. What if there is an additional need for Business
Capital after the Restaurant has exhausted its 6-
month buffer?
Our intent is to be a self-sufficient business far in
advance of the 6-month probation period. But as we
are considering all contingencies, we have looked at
this risk. We have accounted for an operational
contingency budget that will be used to supplement
any slow periods. Our next step would be to
approach our private investors for capital by
extending their return on investment. We would also
look to the partners' capital reserves as another
source of funds.

42. Break-even Analysis
For our First Year Break-Even Analysis, we have an
average running fixed costs per month which
includes our full payroll, rent, and utilities, and an
estimation of other running costs. With direct cost of
goods (inventory, in this plan) at 35% of sales, our
monthly break-even point . We will surpass our
break-even point in October of our first year.
As we exit the start-up phase of the business and
focus on cost control, we will drive the Cost of Goods
Sold (COGS) down, dropping our break-even value,
and increasing our Gross Margin.

43. Expansion, Payback & Exit Strategy
In addressing this question we look at the Exit
Strategy as a definition of our business vision and
goals, as well as a contingency in the event the
business is unsuccessful. We have addressed this
question at several levels:
Expansion as a Business Goal
We have set multiple financial goals to grow the
success of the TWC’s concept, and compound the
profit return for TWC’S Investors.
Expansion (Option 1): Our overall goal to maintain
TWC’s as a unique and eclectic concept. Based on
projections, the business has captured market share
by the end of the first year. In addition Year 2 brings
an increased sales and profit margin to sustain the
addition of a full-time General Manager. By second
quarter of Year 2, the owners will look to launch a
second restaurant concept. This is not a chain, but
another unique restaurant concept with strong
growth potential. Expansion will be considered with
our financial backers and Investor partners.

44. Expansion (Option 2): Throughout our business plan
we have stayed focus that TWC would be
successful as a larger venue, with greater sales
capacity and revenue potential. Our objective with
the site selection and lease negotiation is to have the
opportunity to expand the restaurant as a logical
growth and profit plan.
Private Sale: We are in the business of making
money. profit margins are increasing, and TWC’s has
established market share. We will look at the private
sale of the majority interest via A) Leveraged Buyout,
or B) A larger Restaurant consortium. In both cases,
our interest is in delivering healthy profits to our
Investors and Financial backers. Sales and profit
margins will be based on the restaurant valuation in
Year 3.
Financial Solvency: The financial projections indicate
that exit will be achievable over 3 years for the
operating capital line of credit. Under a realistic
scenario the Company should have over funds in
cash in the bank after income taxes the second year.
The entire financial debt would be retired by Year 7.

45. Exit Strategy to Retire the Business
We at TWC’s are committed to our concept and its
viability. We step into this venture with confidence
and the success of our respective prior business
efforts. No one attempt a business anticipating
failure, however sometimes ventures does not fulfill
their promise.
In the event that our venture cannot achieve
profitability and retire the encumbrances, we will
first attempt to sell the operation and use the
proceeds to clear all outstanding balances. If we are
unable to sell the operation for sufficient proceeds
we will forced to default whereby the loan will be in
senior standing. Any further outstanding balances will
be borne by the investors on a weighted percentage
basis of the total amounts due.

46. “AT A L ENTERPRISE WE BELIEVE IN GROWING
WITH OUR PARTNERS.”
We will Appreciate your Association with us.
Enquire Now @
Way2Franchise