1.
Rolling Harvest, LLC
Fast, Fresh, Healthy
Farm to Truck Wraps
Greg Farrenkopf
Drew Farris
Kwamena Sankah
Jason Valmoja

2.
Core Product Definition
Fresh, healthy, organic, locally sourced,
and homemade wraps
Key attributes
Healthy
Fresh
Locally sourced
Organic
Gluten-free
2

3.
Basic Strategy
Food Truck market penetration
Healthy food option
Organic, Gluten-free, Fresh
Locally sourced ingredients
Target working adults and event goers
Technology enhanced operations
3

4.
Environmental Analysis
 Economics
Strengthening U.S., Sarasota, and Manatee County economies
characterized by growing consumer spending, higher wages, and
lowering unemployment
 Consumer social and food trends
Growing consumer preference for healthy, fresh, locally sourced
food (Appendix 2, 3, 6)
Convenience required by busy lifestyles
Case study: Chipotle
 Food truck technology
Heavy use of digital and social media for informing customers about
menu and locations
Consumer demand for streamlined ordering and mobile payments
4

5.
Environmental Analysis
Natural environment implications for food supply
Local, organic produce and protein supply will vary by
season and availability
Supply subject to weather and other natural environment
phenomenon
Regulations
Business registration
Heavy regulatory burden in Sarasota County
Political considerations
Special interest groups
Sarasota Originals vs. SRQ Food Truck Alliance
5

6.
Top Lessons Learned from Food Truck
Owners1
 Rules and Regulations most consistent external source of
frustration
 Requires serious business planning
 Requires hands on ownership
 Most successful food truck owners have “passion for the
food” and “love interacting with people”
 Events generally do better than daily sales
 Make sure to purchase a reliable truck
1FoodTruckr.com
6

7.
What makes a successful food truck?
From the Experts at FoodTruckr.com:
 Focus on Execution
 Limit the number of food items
 Find a specialty/niche
 Create Demand - Scarcity built into business model
Limited Serving Time
Limited Supply
Location Mobility
 Use Social Media Right
 Stimulate an immediate response
 Makes consumers feel closer to the people serving the food
(augmenting the food truck experience)
7

8.
Direct Competition8

9.
Healthiest menu with relatively high
price point.
9

10.
Alone with the
healthiest and
most convenient
menu
10

11.
Freshest and most
convenient menu
11

12.
Most high
tech and
highest quality
customer
service
12

13.
Most locally
sourced menu
and close second
for most gluten-
free options
13

14.
Most vegetarian
options offered,
close second for
most gluten-free
option
14

15.
Indirect Competition
15

16.
SWOT
Strengths Weaknesses
• Rare combination of fresh, fast, and
healthy cuisine
• Most locally sourced menu
• Mobile payment and online
ordering
• Emphasis on customer service and
building loyalty
• Flexibility to alter menu and service
locations
• Lack of brand recognition and
awareness
• Limited menu size
• High price point
• Inability to quickly restock products
that run out
• Relatively little experience as
compared to competitors
Opportunities Threats
• Growing consumer preferences for
local, organic, and healthy cuisine
• Growing demand for gluten-free
options
• Recovering U.S. economy and
strong, growing local economies
• Few food trucks in the area have
the advanced technology
capabilities demanded by
consumers
• Heavy regulation in Sarasota
County
• Competitor price reduction
• Poor weather conditions either rain
or heat induced
• Decreased volume during summer
months
• Heavy traffic when traveling
between locations
• Increasing gas prices
• Unavailability of locally sourced
products
16

17.
Target Market Identification
 Lunch Segment
Ages 21 to 65
Busy lifestyle - convenience oriented
Health conscious
 Dinner Segment
Ages 21 and over
Support local business
Seeking higher quality, freshness, and variety
 Festival/Event Segment
Ages 18 to 65, tourists and local residents
Want a taste of fresh, local cuisine
17

18.
Sarasota Trade Fair Center
18

19.
Comments from the Lunch Customers
 “I was often tempted by the food trucks with their
innovative options such as mac-n-cheese philly
cheesesteaks. But I would be far more likely to purchase
from a food truck on a regular basis if they provided me
with healthy, yet delicious options.”
Jillian (female, age 26), Bealls, Inc.
 “I made an attempt to buy my lunch from the food
trucks that came to my offices, but the options were
fried or BBQ and just too unhealthy. Would have loved a
fresh, healthy alternative!”
Eva (female, age 34), Bealls, Inc.
19

20.
20

21.
Local Festivals with Food Trucks21

22.
Goal Setting
Short Term Goals
Customer satisfaction of 6 (Scale 1-7) in 3 years
Break even in 30 months
Long Term Goals
 Payoff loan in 5 years
Increase Sales by 160% in 5 years
Savings of $100,000 in 5 years
Open a restaurant in Sarasota by Year 10
22

23.
Positioning
Our strengths
Fast, Fresh, Healthy
Organic, Locally Sourced
Advanced technology use
Superior customer service
Our Positioning
Fresh, fast, and healthy wraps made with locally
sourced proteins and organic produce. Vegetarian
and gluten-free options available
23

24.
The Thai Steak Wrap
Locally raised grass fed flank steak with locally grown
organic Asian style cabbage slaw
24

25.
The Veggie & Hummus Wrap
Organic fresh made hummus and feta with locally grown
organic sautéed zucchini, squash, onions, tomatoes, and
spinach
25

26.
Promotion
 Website, social media, and mobile application
User-friendly and easy to navigate
Menu and location information
Core brand story
Online ordering enabled
 Pay-per-click advertising
Google and Facebook
Target those w/in 5 miles of each location’s address and interest in
“food trucks”
 Branding
Brand logo on water bottles
Creative truck decoration displaying benefits of healthy, fresh, local
cuisine
26

27.
Mobile Website27
• Locations and Menu
updated daily
• Accepts online orders
and payments
• Allows selection of
available pickup times
• Orders automatically
entered in POS in real
time

28.
Promotion28

29.
Promotion
Sampling
Deliver samples of each wrap to proposed locations
Marketing collateral
Printed menus to drop off with samples
29

30.
Sampling – Lunch on Us
Operate on-site for
one hour without
charge to
customers. Hand
out menus
Contact office
manager to set-up
time for a free
service
Come to
agreement on
operating days
and hours
Maintain
relationship by
being timely in
arrival and clean-
up, and honoring
any requests
30

31.
Customer Experience
 Attraction points
 Website/Social media
 Mobile app
 PPC advertising
 Sampling
 Engagement points
 Truck decoration and friendly atmosphere with entertainment to
occupy customers during waiting periods
 Emphasis on streamlined ordering and pick-up (on and offline)
 Picnic area with tables and chairs for customers
 Exit/Extension points
 Food consumption
 Word of mouth
31

32.
PPC
Adverts
Visit
website
/Review
menu
Physical
Evidence
CustomerContact
Person
On
Stage
Back
Stage
Support
Processes
Ad
creation
Samples/Menu
Owners
deliver
samples
/menus
Owners
prepare
samples
/Obtain
printed
menus
Taste
samples
/Review
menu
Website/App
Visit website/
Download
application.
Menu
and
location
info
provided
Website/App
Order
online
Online
ordering
enabled
Appearance of
truck/Outside seating
areas/Atmosphere music
Arrive at
truck/Wait
in line
Entertainment
with music
/Truck with
story and
facts on it
Customer
Experience
Blueprint
32

33.
Truck
window/Truck
kitchen
appearance.
Give
order to
cashier
Physical
Evidence
CustomerContact
PersonOn
Stage
Back
Stage
Support
Processes
Owners
obtain
proper
inventory
levels
Card payment
screen/Counter
Pay for
order/
Swipe
card and
sign.
Give customer
water bottle.
Take cash, return
change, and
give receipt if
necessary
POS
System
Wait for
order
Order
screen/Pick
up window.
Pick up
order
Consume
order
Order menu
displays order
name and
contents
Take order.
Recommend
if necessary
Input
order into
computer
Input cash into
drawer/Send
order to
kitchen/Kitchen
prepare order
Chef 2 prepares
wraps/Chef 1 prepares
"to go" bag with fork,
knife, napkins and
inserts wrap in bag
Appearance of
truck/Outside seating
areas/Atmosphere music
Food
Chef 1 brings
prepared item to pick
up counter/Fulfills any
extra requests. Give
water bottle if online
order
Customer
Experience
Blueprint
33

34.
Resourcing
Role Responsibility Training Experience
Owners (3) Cashier
Chef
Accounting
Promotion
Inventory
Driving
Set-up/clean-up
None 7 years food
service
Employees (2) Cashier
Chef
Set-up/clean-up
One week on
site
2+ years
34

35.
Preparation Location
Woody’s River Roo Pub & Grill - Ellenton, FL
Quick access to I-75
Includes Food Storage
Deliveries accepted
35

36.
Scheduling
36 Start Time End Time Owner 1 Owner 2 Owner 3 Employee 1 Employee 2 Truck Location
6:30 7:00 Promotion Woody’s
7:00 10:00
Food
Preparation
Food
Preparation Woody’s
10:00 10:30 Travel Travel
10:30 10:45 Site Setup Site Setup Site Setup
Lunch Location
#1
10:45 11:45 Food Service Food Service Food Service
Lunch Location
#1
11:45 12:00 Travel Site Cleanup Travel
12:00 12:15 Travel Travel Travel
12:15 12:30 Site Setup Travel Site Setup
Lunch Location
#2
12:30 1:30 Food Service Food Service Food Service
Lunch Location
#2
1:30 1:45 Site Cleanup Site Cleanup Site Cleanup
Lunch Location
#2
1:45 2:15 Travel Inventory Travel
2:15 2:45 Truck Cleanup Inventory Truck Cleanup Woody’s
2:45 5:45 Inventory
Food
Preparation
Food
Preparation Woody’s
5:45 6:15 Travel Travel Travel
6:15 6:30 Site Setup Site Setup Site Setup Dinner Location
6:30 9:00 Food Service Food Service Food Service Dinner Location
9:00 9:30 Site Cleanup Site Cleanup Site Cleanup Dinner Location
9:30 10:00 Travel Travel
10:00 10:45 Truck Cleanup Truck Cleanup Woody’s
10:45 11:15 Accounting Woody’s

37.
Lakewood Ranch Medical Center
Est. Employees: 400
Pop. w/in 5m: 112,000
Sarasota Trade Fair Center
Est. Employees: 347
Pop. w/in 5m: 36,000
Tervis Tumbler
Est. Employees: 250
Pop. w/in 5m: 32,000
Sun Hydraulics
Est. Employees: 200
Pop. w/in 5m: 116,000
Bealls, Inc.
Est. Employees: 500
Pop. w/in 5m: 122,000
State College of Florida
Est. Employees: 472
Pop. w/in 5m: 112,000
Tropicana Products, Inc.
Est. Employees: 600
Pop. w/in 5m: 122,000
Blake Medical Center
Est. Employees: 200
Pop. w/in 5m: 122,000
Manatee Memorial Hospital
Est. Employees: 402
Pop. w/in 5m: 122,000
USFSM
Students & Faculty: 700
Pop. w/in 5m: 112,000
PGT Industries, Inc.
Est. Employees: 200
Pop. w/in 5m: 32,000
Monday
10:45am – 1:30pm
Tuesday
10:45am –
1:30pm
Wednesday
10:45am – 1:30pm
Thursday
10:45am –
1:30pm
Friday
10:45am –
1:30pm
37

38.
Quality Plan
Local sources
Naturally raised proteins - Dam Ranch, Bradenton, FL
Organic produce - Geraldson Farms, Bradenton, FL
Seafood - Star Fish Company, Bradenton, FL
Wastage
Chefs 1 and 2 will inspect quality of product during assembly
and not serve any defective product to customers
Owner 2 will record the amount of left over food as a
percentage of sales each morning during inventory
Wastage years 1-5: 10%, 9%, 8%, 7%, 6%, respectively
38

39.
Food Truck Layout
Cashier takes order.
Order entered in POS
System. Customer
pays for order.
(10 sec)
Chef 1 cooks two
tortillas
(1 min)
Chef 2 reviews
order on POS
system
(10 sec)
Chef 2 wraps
tortilla with
ingredients
(10 sec)
Chef 2 fills tortilla
with ingredients
(15 sec)
Chef 1 packages
wrap
(5 sec)
Chef 1 confirms order
in POS system and
delivers order and
water bottle for online
orders
(5 sec)
Cashier gives
water bottle to
ordering customer
(10 sec)
Tortilla
pass Wrap
pass
Wraps created every 35 seconds after initial Start Up
Ability to create 100 wraps per hour
39
Online order
entered in POS
system

40.
Start Up Costs40
$77,698
$2,321
$1,788
$7,723
$5,225
$5,715
$80,000
Food Truck
Business Licensing
Liability Insurance
Equipment
Promotion
POS System
Operating Reserves

41.
Business Loans41
Total Startup Costs $ 181,423
Owner Investment $ 37,796
Greg Farrenkopf $ 12,599
Kwamena Sankah $ 12,599
Jason Valmoja $ 12,599
Bank Loan (50% LTV) $ 89,766
Loan Amount, 10 Yrs @ 4.5% $ 94,491
Loan Fees $ 4,725
SBA Loan (30% LTV) $ 53,860
Loan Amount, 10 Yrs @ 4.5% $ 56,695
Loan Fees $ 2,835
Total Monthly Minimum Loan Payments $ 1566.86

42.
Beginning Balance Sheet – Oct 1, 201542
Current Assets Current Liabilities
Cash 80,001$ Accounts Payable 4,875$
Inventory 4,875$
Supplies 953$ Long-term Liabilities
Prepaids 16,893$ Business Loan 94,491$
Total Current Assets 102,721$ SBA Loan 56,695$
Total Long-term Liabilities 151,186$
Property & Equipment
Truck 77,698$ TOTAL LIABILITIES 156,061$
Equipment 7,723$
POS System 5,715$
Total Property & Equipment 91,136$ Common stock 37,796$
TOTAL ASSETS 193,857$ TOTAL LIABILITIES + OWNER'S EQUITY 193,857$
ASSETS LIABILITIES
OWNER'S EQUITY

43.
Salaries and Wages43
$11.00
$11.50
$12.00
$12.50
$13.00
$13.50
$14.00
$14.50
$-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Owner Bonus
Owner Salary
Employee Hourly
Wage

44.
Pricing
Wraps will be sold for $9 in Years 1 and 2
Lunch & Event serving includes wrap with Rolling
Harvest labeled bottled water
Dinner serving includes only wrap
Price increase to $9.25 in Year 3 and $9.50 in Year 5
Average cost of raw materials per wrap is $3.25
Customers willing to pay more
62% for organic foods (Mintel, 2010)
70% for locally sourced foods (A.T. Kearney, 2013)
88% for healthy foods (Gagliardi, 2015)
44

45.
Sales Forecast45
138
90
198
142
238
174
273
200
299
218
0
50
100
150
200
250
300
350
Oct-15
Dec-15
Feb-16
Apr-16
Jun-16
Aug-16
Oct-16
Dec-16
Feb-17
Apr-17
Jun-17
Aug-17
Oct-17
Dec-17
Feb-18
Apr-18
Jun-18
Aug-18
Oct-18
Dec-18
Feb-19
Apr-19
Jun-19
Aug-19
Oct-19
Dec-19
Feb-20
Apr-20
Jun-20
Aug-20
Average Unit Per Day Sales By Month

46.
Break Even Analysis46
$-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
0 1000 2000 3000 4000 5000 6000
Monthly Unit Sales for Break Even
Total Revenue
Fixed Costs
Total Costs
Break Even
Monthly Unit
Sales = 3255

47.
Expected Daily Sales47
Lunch Location Site Lunch Population
Population Within
Five Miles
Bealls, Inc. 500 122,000
State College of Florida 472 112,000
University of South Florida - Manatee/Sarasota 700 112,000
Sun Hydraulics 200 116,000
Tervis Tumbler 250 32,000
Lakewood Ranch Medical Center 400 112,000
PGT Industries, Inc. 200 32,000
Tropicana Product Inc. 600 122,000
Sarasota Fair Trade Center 347 36,000
Manatee Memorial Hospital 402 122,000
Average 407 91,800
Dinner Locations
Population Within
Five Miles
3 Daughters Brewing 184,000
Motorworks Brewing 118,000
Jdubs Brewing Company 108,000
Green Bench Brewing Company 180,000
Darwin's Brewing Company 120,000
World of Beer Sarasota 76,000
Big Top Brewing Company 82,000
Average 124,000
Days Sales Per Month Projected Unit Sales Sales Rate
Lunch Site #1 18 30 7.37%
Lunch Site #2 18 30 7.37%
Lunch Site Local Population 18 15 0.02%
Dinner Site 18 52 0.04%
Festival/Event (est. pop 2,500) 7 138 5.52%

48.
Statement of Cash Flows48
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Opening Cash Balance -$ 80,001$ 41,166$ 69,252$ 80,679$ 81,867$
Total Cash In 181,423$ 271,395$ 423,691$ 539,894$ 626,426$ 712,374$
CASH OUT
Truck 77,698$ -$ -$ -$ -$ -$
Equipment 7,723$ -$ -$ -$ -$ -$
Wages & Benefits -$ 128,909$ 142,374$ 155,551$ 168,728$ 181,905$
Liability Insurance 1,788$ 1,788$ 1,824$ 1,860$ 1,897$ 1,935$
Preparation Area Rental -$ 24,000$ 24,480$ 24,970$ 25,469$ 25,978$
Gas 553$ 9,000$ 9,180$ 9,364$ 9,551$ 9,742$
Propane 150$ 1,800$ 1,836$ 1,873$ 1,910$ 1,948$
Promotion 5,225$ 8,072$ 8,233$ 8,398$ 8,566$ 8,737$
Ingredients -$ 98,893$ 165,163$ 205,885$ 237,609$ 261,478$
Business Loan Payment -$ 18,804$ 18,804$ 18,804$ 18,804$ 18,804$
POS Fee 5,715$ 888$ 906$ 924$ 942$ 961$
Business License Renewal Fees 2,321$ 1,131$ 1,154$ 1,177$ 1,200$ 1,224$
Cooking Supplies 100$ 1,200$ 1,224$ 1,248$ 1,273$ 1,299$
Cleaning Supplies 150$ 1,800$ 1,836$ 1,873$ 1,910$ 1,948$
Credit Card Processing -$ 7,945$ 12,471$ 16,298$ 19,010$ 21,493$
Miscellaneous -$ 6,000$ 6,120$ 6,242$ 6,367$ 6,495$
Owner Bonus -$ -$ -$ 37,000$ 61,000$ 85,000$
Company Savings -$ -$ -$ 37,000$ 61,000$ 85,000$
Total Cash Disbursement 101,423$ 310,230$ 395,605$ 528,467$ 625,238$ 713,949$
Net Cash 80,001$ (38,835)$ 28,086$ 11,427$ 1,188$ (1,574)$
Closing Cash Balance 80,001$ 41,166$ 69,252$ 80,679$ 81,867$ 80,293$

49.
Cash Balance By Month
49
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36
CashonHand
Month
Cash Balance
Two Months Operating Reserves

50.
Income Statement50
Year 1 Year 2 Year 3 Year 4 Year 5
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Sales 271,395$ 423,691$ 539,894$ 626,426$ 712,374$
COGS 98,893$ 165,163$ 205,885$ 237,609$ 261,478$
Gross Profit ($) 172,502$ 258,528$ 334,009$ 388,817$ 450,896$
Gross Profit (%) 63.56% 61.02% 61.87% 62.07% 63.29%
Salaries & Benefits 129,197$ 142,374$ 155,551$ 168,728$ 181,905$
Preparation Area Rental 24,000$ 24,480$ 24,970$ 25,469$ 25,978$
Business Loan Interest 6,553$ 5,990$ 5,401$ 4,786$ 4,142$
Liability Insurance 1,788$ 1,824$ 1,860$ 1,897$ 1,935$
Promotion 8,072$ 8,233$ 8,398$ 8,566$ 8,737$
Business License Fees 1,131$ 1,154$ 1,177$ 1,200$ 1,224$
Credit Card Processing 7,945$ 12,471$ 16,298$ 19,010$ 21,493$
POS System 888$ 906$ 924$ 942$ 961$
Depreciation 9,636$ 9,636$ 9,636$ 9,636$ 9,636$
Supplies 10,800$ 10,896$ 10,994$ 11,094$ 11,196$
Travel (Gas) 9,000$ 9,180$ 9,364$ 9,551$ 9,742$
Total SG&A 209,009$ 227,144$ 244,573$ 260,880$ 276,950$
Net Income (36,508)$ 31,384$ 89,436$ 127,937$ 173,946$
Net Income Percentage (13.45%) 7.41% 16.57% 20.42% 24.42%
Cumulative Net Income (36,508)$ (5,124)$ 84,312$ 212,250$ 386,196$

51.
Important Financial Ratios51
Year 1 Year 2 Year 3 Year 4 Year 5
Gross Margin 63.56% 61.02% 61.87% 62.07% 63.29%
Net Margin -13.45% 7.41% 16.57% 20.42% 24.42%
Year 1 Year 2 Year 3 Year 4 Year 5
Days Inventory 6.56 4.20 3.30 2.84 2.50
Fixed Asset T/O 3.33 5.90 8.68 11.91 16.58
Year 1 Year 2 Year 3 Year 4 Year 5
Quick Ratio 8.44 14.21 16.55 16.79 16.47
Year 1 Year 2 Year 3 Year 4 Year 5
Times Interest Earned -4.57 6.24 17.56 27.73 43.00
Profitability
Asset Management
Liquidity
Solvency

52.
Valuation52
Year 1 Year 2 Year 3 Year 4 Year 5
Free Cash Flow (79,330.28)$ 18,924.00$ 93,046.40$ 141,171.25$ 189,298.59$
No Growth Growth 2.5%
Enterprise value (NPV) 262,882.89$ Enterprise value (NPV) 282,967.34$
Debt 151,186$ Debt 151,186$
Equity value 111,697.29$ Equity value 131,781.74$
Rolling Harvest

53.
What makes a successful food truck?
From the Experts:
 Focus on Execution
 Limit the number of food items
 Find a specialty/niche
 Create Demand - Scarcity built
into business model
 Limited Serving Time
 Limited Supply
 Location Mobility
 Use Social Media Right
 Stimulate an immediate response
 Makes consumers feel closer to
the people serving the food
(augmenting the food truck
experience)
53
Rolling Harvest:
 4-6 menu items, changing with
season and ingredient availability
 Focus on healthy, local food
 5 hours a day, at a lunch location
once a week
 Local ingredients, when we’re out
we’re out
 More than 20 locations identified,
more to be found
 Daily updates of menu and
location
 Open conversation with truck
owners on and offline

54.
Questions?54

55.
Appendix 1: The success of Chipotle
1600 stores with $3.2B in sales in 2014 (Mathews,
2014)
Stock has grown 1080% since inception
Compared with 46% S&P growth during same time
High quality, locally sourced foods
Served 140m pounds of naturally raised meat in 2013
Bought more than 20m pounds of local produce for its
US restaurants an increase of more than 20% from
2012
55

56.
Appendix 1: The success of Chipotle
(contd.)
 Currently, 40% of the company's beans are organically
grown, which has helped it to reduce more than 140,000
pounds of chemical pesticide since 2005.
 Raised prices and saw 17% sales increase
56

57.
Appendix 2: Healthy Eating
 The healthy eating index is forecasted to grow by 2.6%
between 2014 and 2019 (IBISWorld, 2014c).
 Health remains an important aspect at all restaurant
types, which can be spun positively through using high-
quality, natural ingredients in all sandwiches (Fajardo,
2014)
 Consumers are ordering more healthy wraps at
restaurants compared to last year 54% (Fajardo, 2014)
57

58.
Appendix 3: Locally Sourced
 64% of consumers indicate locally sourced
ingredients are important in their food choice
(Mintel, 2013a)
Increased 8% since 2009
 96% of consumers have purchased a locally
sourced food (Mintel, 2014a)
53% in the last week
71% in the last month
34% every week
 Locally sourced food purchases relatively equal
amongst all household incomes and ethnicities
58

59.
Appendix 4: Fast and Convenient
92% of consumers agree that they eat at
fast food restaurants because “They’re
quick” vs. 63% that choose fast food
restaurants because “They’re inexpensive”
(Fajardo, 2014)
 “Those employed are more likely to
purchase fast food” (U.S. Department of
Agriculture, 2014)
48% of consumers said that fast food is “not
too good” for you. 28% said it was “not
good at all” for you (Dugan, 2013)
59

60.
Appendix 5: Organic
Organic food sales in US topped $35B US in
2013, an increase of 11.5% from the previous
year (The Shelby Report, 2014)
65% consumers interested in organic
products (Mintel, 2010)
 Largest interest among 18-44 year olds
 Above 60% for all household income levels; interest level
increases with income
 45% consumers actively seek organic foods
60

61.
Appendix 6: Freshness
 “Freshness” traits: (Mintel, 2013a)
 Made by the seller from raw ingredients – “made from scratch”
 Locally sourced
 41% of consumers list fresh ingredients in their top
three most important factors when considering
where to eat
 Most important concern when buying fresh fruits
and vegetables, 82% said quality/freshness
 How does produce quality at farmers' market
compare to supermarket? 73% say quality is higher
61

62.
Appendix 7: Gluten Free
 Market estimated to be $4.2bn in 2012 (Watson,
2014)
 Listed as the #5 Menu Trend for 2014 (National
Restaurant Association, 2013)
 “24% of Americans say they, or someone in their
household, currently eat gluten-free versions of
foods that typically contain gluten” (Watson, 2014)
 25% of gluten-free consumers purchase because
“Gluten-free products are generally healthier”
(Packaged Facts, 2015)
 Roughly one third of Gluten-free consumers are
ages 25 to 34 (PR Newswire, 2015)
62

63.
Appendix 8: Festivals and Events
 Food and beverage establishments accounted for
15.9% ($152bn) of the $960.2bn tourism market for
2014 (IBISWorld, 2015b; IBISWorld, 2015c)
 Nearly 60% of tourist consumers say “locally-
produced food/drinks that you can’t get anywhere
else” are important when choosing a vacation
destination (Mintel, 2013)
 73% say “unique restaurant/dining experiences” are
important (Mintel, 2013)
 “More than 2.8 million visitors came through
Bradenton in 2013” (Vargas, 2014)
 “Tourist season records hitting new highs” (Griffin,
2013)
63

64.
Appendix 9: Breweries
 $5.1 billion market with projected annual growth of
5.5% from 2015-2020 (IBISWorld, 2015a)
 47% of consumers “enjoy drinking craft beer with a
meal” (Mintel, 2014b)
 53% drink craft beer “to relax” (Mintel, 2014b)
 Craft beer appeals to 49% of Millennials and 40% of
Gen Xers (Crowell, 2013)
 28% of consumers ages 25-34 drink craft beer “once
a week or more often” (Statista, 2012)
 23% of ages 35-44 and 21% 45-54 agree.
64

65.
Appendix 10: Food Truck Tech
 Heavy reliance on digital and social media (e.g.,
Facebook and Twitter) for providing menu and locations
 “Food trucks are increasingly launching branded apps
to increase customer engagement.” (Hotard, 2014)
 “In 2015, food trucks will start adopting alternative
methods such as Apple Pay, QR payments and more.”
(Hotard, 2014)
 “In 2015, customers will increasingly order via their
phones” (Hotard, 2014)
65

66.
Appendix 11:
ATM Analysis
Key attributes Lunch Dinner Events Score
Freshness 7 7 7 21
Local 6 7 7 20
Healthy 7 6 5 18
Fast 7 5 6 18
Tech 7 6 4 17
Organic 6 6 3 15
Gluten Free 6 5 2 13
Menu items 5 5 3 13
Cust. Service 6 4 2 12
Vegetarian 5 4 3 12
Brand rec 5 2 4 11
Price 3 3 1 7
Experience 2 2 2 6
Total 72 62 49
Key
Very Important 7 Somewhat unimportant 3
Important 6 Unimportant 2
Somewhat Important 5 Very unimportant 1
Neutral 4
ATMAnalysis
66

67.
Appendix 12: Competition
Analysis
Us
Baja Boys
Grill
Croz's
Surf
Shack
Darwin's
on 4th
Truck
Rollin'
Zoinks
Attribute rating rating comp rating comp rating comp rating comp
Menu items 6 8 -2 8 -2 9 -3 7 -1
Healthy 8 7 1 3 5 4 4 4 4
Fast 9 3 6 1 8 1 8 7 2
Local 9 7 2 6 3 7 2 5 4
Organic 7 6 1 1 6 5 2 4 3
Freshness 9 7 2 6 3 6 3 7 2
Gluten Free 7 8 -1 1 6 2 5 1 6
Vegetarian 7 5 2 1 6 2 5 6 1
Price 9 8 1 8 1 7 2 9 0
Tech 9 6 3 4 5 3 6 4 5
Cust. Service 8 7 1 5 3 6 2 4 4
Brand rec 1 9 -8 5 -4 9 -8 4 -3
Experience 3 9 -6 6 -3 9 -6 6 -3
Total 2 37 22 24
Competition Analysis
67

68.
Appendix
13: SWOT
Internal Strengths Low High Low High
1 2 3 4 5 1 2 3 4 5 Score
Freshness X X 25
Healthy X X 16
Covenient X X 20
Local X X 25
Tech use X X 20
Customer Service X X 15
Perform Importance
Strengths
Internal Weaknesses Low High Low High
1 2 3 4 5 1 2 3 4 5 Score
Brand Recognition X X 3
Menu Size X X 8
Price X X 4
Experience X X 2
Inventory replenishment X X 4
Perform Importance
Weaknesses
68

69.
Appendix
13: SWOT
External Opps Low High Low High
1 2 3 4 5 1 2 3 4 5 Score
X X 20
Gluten-free food demand X X 16
Strengthening economies X X 20
Lack of food truck w/ tech use X X 25
Local, Healthy, Organic food
Opportunities
Attractiveness Success Probability
External Threats Low High Low High
1 2 3 4 5 1 2 3 4 5 Score
Regulation increase X X 12
Competitor price reduction X X 9
Poor weather X X 25
Decreased volume during summer X X 20
Heavy vehicle traffic during traveling X X 12
Increasing gas prices X X 20
Unavailability of local sourced products X X 8
Likelihood of occurrence Seriousness
Threats
69

70.
Appendix 14: Goal Setting
70
Year 1 Year 2 Year 3 Year 4 Year 5
Sales
Target 271,395$ 423,691$ 539,894$ 626,426$ 712,374$
Percentage Change from Year 1 0% 56% 99% 131% 162%
Customer Service (Scale 1-7)
Target 5.0 5.3 5.5 5.8 6.1
Percentage Change from Year 1 0% 5.0% 10.3% 15.8% 21.6%
Product Quality
Wastage %
Target 10 9.2 8.5 7.9 7.5
Percentage Change from Year 1 0% -9% -15% -21% -25%
Employee Safety
Target 0 0 0 0 0
Percentage Change from Year 1 0 0% 0% 0% 0%
Goals
Years

71.
Sarasota Trade Fair Center
Est. Employees: 347
Pop. w/in 5m: 36,000
Sarasota County
Zone: PID
Tervis Tumbler
Est. Employees: 250
Pop. w/in 5m: 32,000
City of Venice
Zone: PID
Sun Hydraulics
Est. Employees: 200
Pop. w/in 5m: 116,000
Sarasota County
Zone: ILW
State College of Florida
Est. Employees: 472
Pop. w/in 5m: 112,000
Manatee County
Tropicana Products, Inc.
Est. Employees: 600
Pop. w/in 5m: 122,000
City of Bradenton
Zone: PD-UI, LM, CITY, RSF-6
Blake Medical Center
Est. Employees: 200
Pop. w/in 5m: 122,000
City of Bradenton
Manatee Memorial Hospital
Est. Employees: 402
Pop. w/in 5m: 122,000
City of Bradenton
Zone: PD-UI, LM, CITY, RSF-6
USFSM
Students & Faculty: 700
Pop. w/in 5m: 112,000
Manatee County
PGT Industries, Inc.
Est. Employees: 200
Pop. w/in 5m: 32,000
City of Venice
Zone: PID
Lunch Map
71
Lakewood Ranch Medical Center
Est. Employees: 400
Pop. w/in 5m: 112,000
Manatee County
Bealls, Inc.
Est. Employees: 500
Pop. w/in 5m: 122,000
Manatee County
Zone: BR_SD1

72.
Appendix 15a: Lunch Locations72

73.
Appendix 15b: Lunch Locations73

74.
Big Top Brewing, Co.
Pop. w/in 5m: 82,000
Sarasota County
Zone: ILW
Darwin’s Brewing, Co.
Pop. w/in 5m: 120,000
Manatee County
Green Bench Brewing, Co.
Pop. w/in 5m: 180,000
St. Petersburg, FL
3 Daughters Brewing
Pop. w/in 5m: 184,000
St. Petersburg, FL
Motorworks Brewing
Pop. w/in 5m: 118,000
Manatee County
Jdubs Brewing, Co.
Pop. w/in 5m: 108,000
Sarasota County
Zone: IHD
World of Beer Sarasota
Pop. w/in 5m: 76,000
Manatee County
Dinner Map
74

75.
Appendix 16a:
Dinner Locations: The Breweries75

76.
Appendix 16b: Dinner Locations: The
Breweries
76

77.
Appendix 17:
Food Preparation Chef Schedule Lunch77
Start Time End Time Action Time Ingredient Recipe Equipment Active
7:00 7:05 Cleancauliflower 5 min Cauliflower Mash Comfort Food Sink x
7:05 7:10 Cleanveggies 5 min Marinara Sauce BakedEggplant Sink x
7:10 7:15 Cleaneggplant 5 min Eggplant BakedEggplant Sink x
7:15 7:20 Cleanveggies 5 min Veggies Veggie Sink x
7:20 7:25 Cleanbroccoli 5 min Broccoli Rabe Comfort Food Sink x
7:25 7:30 Cleanveggies 5 min AsianCabbage Thai Steak Sink x
7:30 7:40 Cut veggies 10 min Veggies Veggie Countertop x
7:40 7:50 Cut veggies 10 min Marinara Sauce BakedEggplant Countertop x
7:50 8:30 Mix ingredients 40 min Dough Tortillas Mixer x
9:30 9:10 Divide dough 40 min Dough Tortillas Countertop x
9:10 9:50 Form dough 40 min Dough Tortillas Countertop x
9:50 10:00 Overall Cleanup 10 min All All None x

78.
Appendix 18: Food Preparation
Equipment Schedule Lunch78
Start Time End Time Action Sink Countertop 1 Countertop 2 Mixer Food processor Stovetop Flattop Grill Oven
7:00 7:05 Clean cauliflower X
7:05 7:10 Clean veggies X
7:10 7:15 Clean eggplant X
7:15 7:20 Clean veggies X
7:20 7:25 Clean broccoli X
7:25 7:30 Clean veggies X
7:25 7:30 Cut cauliflower X
7:30 7:40 Cut veggies X
7:40 7:50 Cut veggies X
8:30 9:10 Divide dough X
9:10 9:50 Form dough X
7:40 7:45 Dry Cauliflower X
8:15 8:20 Mix ingredients X
8:45 8:50 Cool broccoli X
9:40 9:50 Rest steak X
7:50 8:30 Mix ingredients X
7:20 7:25 Mix ingredients X
7:45 7:55 Mix ingredients X
7:30 7:45 Boil cauliflower X
7:55 8:15 Cook veggies X
8:15 9:15 Simmer X
8:20 8:25 Cook ingredients X
8:25 8:35 Cook veggies X
8:35 8:45 Cook ingredients X
8:45 9:00 Cook eggplant X
9:00 9:30 Grill chicken X
9:30 9:40 Grill steak X
9:00 9:30 Bake eggplant X

79.
Appendix 19: Typical Work Week
 Open four weekdays plus two weekend Events
 Hours worked per Resource
79

80.
Appendix 20:
Thai Steak Wrap
Cost
80

81.
Appendix 21: Depreciation
 Five year depreciation of all Equipment
81
Initial Cost Year 1 Year 2 Year 3 Year 4 Year 5
Food Truck 77,698 7,770 7,770 7,770 7,770 7,770
Equipment 7,723 772 772 772 772 772
Promotion 5,225 523 523 523 523 523
POS System 5,715 572 572 572 572 572
Total Depreciation 9,636 9,636 9,636 9,636 9,636

82.
Appendix 22: Cost of Goods Sold82
Year 1 Year 2 Year 3 Year 4 Year 5
Ingredients 98,893 165,163 205,885 237,609 261,478
Propane 1,800 1,836 1,873 1,910 1,948
Cooking Supplies 1,200 1,224 1,248 1,273 1,299
Credit Card Processing 7,945 12,471 16,298 19,010 21,493
50% Miscellaneous 3,000 3,060 3,121 3,184 3,247
Cleaning Supplies 1,800 1,836 1,873 1,910 1,948
Payroll System 288 294 300 306 312
POS System 888 906 924 942 961
Depreciation 9,636 9,636 9,636 9,636 9,636
Total Cost of Goods Sold 98,893 165,163 205,885 237,609 261,478

83.
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