Fast Food Business Plan Sample PDF Example | Free Download Presented by BizMove

Free business plan PDF download


Free Small Business Templates and Tools
Here's a collection of business tools featuring dozens of templates, books, worksheets, tools, software, checklists, videos, manuals, spreadsheets, and much more. All free to download, no strings attached.
► Free Small Business Templates, Books, Tools, Worksheets and More

Watch This Video Before Starting Your Fast Food Business Plan PDF!

Checklist for Starting a Fast Food Business: Essential Ingredients for Success

If you are thinking about going into business, it is imperative that you watch this video first! it will take you by the hand and walk you through each and every phase of starting a business. It features all the essential aspects you must consider BEFORE you start a Fast Food business. This will allow you to predict problems before they happen and keep you from losing your shirt on dog business ideas. Ignore it at your own peril!

For more insightful videos visit our Small Business and Management Skills YouTube Chanel.

Here’s Your Free Fast Food Business Plan DOC

This is a high quality, full blown business plan template complete with detailed instructions and all related spreadsheets. You can download it to your PC and easily prepare a professional business plan for your Fast Food business.
Click Here! To get your free business plan template

Free Book for You: How to Start a Business from Scratch (PDF)

A Step by Step Guide to Starting a Small Business
This is a practical manual in a PDF format, that will walk you step by step through all the essential phases of starting your Fast Food business. The book is packed with guides, worksheets and checklists. These strategies are absolutely crucial to your business' success yet are simple and easy to apply.

Copy the following link to your browser and save the file to your PC:

https://www.bizmove.com/free-pdf-download/how-to-start-a-business.pdf

How to Perform a Break-Even Analysis in a Retail Store

Break-even analysis is not a panacea. It doesn't tell you if your costs are out of line. It tells you only what sales volume you need to cover fixed costs.

It is, however, an excellent starting point for finding out where you are and, more importantly, where you can go. It's a good first step to planning.

This Guide presented as a conversation between a business counselor (C) and the owner-manager of a retail store (M), discusses a simplified method of calculating the break-even point for a retail operation. While this method is not appropriate for manufacturers, it does provides a financial planning take-off point.

M:  I'm ready to expand. I've just had a great forth quarter. I've got a chance to move to a larger store in a good location. I really think I'm on my way. Still, though, I don't want to take any unnecessary chances and lose what I've built up these first three years. What do you think I should do?

C:   Let me answer your question with a question: What's your break-even  point now and what will it be if you assume the added expansion cost?

M: I'm not exactly sure, but after that last quarter, I've got money in  the bank and I'm paying all my bills on time.

What Bank Balances May Not Reveal

C: I'm glad to hear you're in good shape, but you can't make an intelligent expansion decision based on your bank balance at a given moment.

M: You ought to know, but why not

C: Take your balance now, for example. It's a lot better than it was at  the end of the first quarter , isn't it?

M: Sure, but the first quarter's usually slow. It's a fact of retail life.

C: And the fourth quarter is usually good, right?

M: Yes, that a fact, too. But mine was outstanding - it was the best I've  ever had.

C: I'm sure it was, but it can distort the picture. If you’re relying on your bank balance for a feel for your break-even point, you may just be guessing. Many things influence your bank balance that may not necessarily have a direct bearing on the break-even point for your store. Seasonal fluctuation is just one of them.

M: There are more?

C: Sure, capital expenditures, extraordinary repairs, unusual outlay...

M: Okay, I get the point. My bank balance is meaningless. I shouldn't  expand.

C: We don't know that yet. After we find out what sales volume you'll need  to break even, then you'll tell me if you ought to expand or not.

M: Some counselor. First you tell me I don't know what I'm doing and then  you expect me to advise me on expansion.

Break-even Analysis Is Not a Substitute for Judgment

C: You're wrong on the first half of that; I know you know retailing. But, yes, you'll decide on the basis of your business knowledge and judgment whether or not expansion now makes sense.

M: I must do something right. I'm still in business.

C: Exactly. You've made it through some of the toughest business years, the first ones. And you're showing a fair profit. I think you've got a real flair for merchandising.

M: Please, you'll make me blush. What about this break-even thing?

What Break-Even Means

C: Break-even is simply the point where costs equal what you're taking in - no profit, no loss - over a relevant sales range. To calculate this point
you must work with only two factors, fixed expenses (like insurance or rent) and variable costs (like cost of goods or sales commissions).

M: I sure wish my costs were fixed. Everything goes up for me. My insurance, for example, looks like it's going up 25 percent over last year.

Fixed and Variable Costs

C: Well, actually "fixed costs" is something of a misnomer. Sure, rents, property taxes, insurance, even the salary you pay yourself may fluctuate - but on a yearly basis and not in relation to sales. For the purpose of break-even analysis every cost that doesn't vary in relation to sales is called "fixed". Your rent, for instance, stays the same for a year whether you sell 250,000 or 2.50 worth of goods, though we know some rents are tied to volume and vary. The same is usually true of utilities, depreciation and similar expense items.

M: I see the point. Variable costs, then, are basically my cost of sales?  I have to buy more if I sell more. If I paid commissions, I'd be paying  more for more sales, and that sort of thing.

C: That's right. There can be other variable costs, but we're simplifying.  In addition, you'll probably find costs that seem to be part variable,  part fixed.

M: You mean they're "semi-variable" or "semi-fixed?"

C: Yes, they're costs that remain fixed up to a certain sales volume and  then jump as that volume is exceeded. For example, office costs, or  delivery expenses may fit in this category.

M: How do I treat them?

C: Use your good business judgment and split them between fixed and variable costs in what you consider a reasonable proportion. The important thing is to hold in mind for simple break-even analysis is to keep it simple. Over simplicity is, of course, a drawback of this method. But simple break-even analysis really helps you to see your way into a planning problem and to establish its perimeters.

M: I like the idea of simplicity, but I don't think break-even sounds  simple so far.

C: I think you'll see how easy it is if we work through an example. Here,  take a look at this hypothetical income or profit and loss statement  for the B-E Retail Store.

 

M: B-E doesn't seem to have broken even.

C: Correct. Let's find out what kind of sales volume B-E needed to break-even in that year. For simplicity (there's that word again) Let's consider cost of sales (which is 70 percent of sales) as the total variable costs and the expense items of 19,200 as the fixed costs. We calculate the break-even point by using an algebraic formula.

M: A simple one, I hope.

C: Of course. It's just S = F + V, where:

S = Sales at the break-even point,

F = Fixed expenses, and

V = Variable costs and expenses as a percent of sales.

M: All right, we know B-E's variable and fixed costs. How do we get sales?

C:   Let's plug in the figures:

S= 19,200 + .70S

10S = 192,000 + 7S

O-M: Excuse me, 10S?

C: I multiplied the whole equation by 10 to get rid of the decimal fraction, because I think it's easier to work with whole numbers.

Anyway, we get:

10S - 7S = 192,00

3S =192,000

S = 64,000

M: B-E needed 64,000 total sales to break even? Anything less, they'd  have a loss; anything more they'd make a profit?

C: You've got it. Let's check it, though, just to confirm it:

M: Okay, so B-E has broken even. I think they'd like to make a profit. I  know I do.

 

 

Evaluate your financial plan periodically with real operations figures. With effective records you can accomplish this. Then,
where discrepancies appear you can take corrective action before it is too late. The right choices for the right corrective action
will depend upon your knowledge of management techniques in purchasing, pricing, selling, selecting and training personnel, and
handling other management issues.

You're thinking you can employ a bookkeeper or a Accountant to deal with the record keeping for you. Yes, you can. But remember
two very important details:

1. Supply the accountant with accurate input. If you buy something And don't record the amount in your business checkbook, the
accountant can't enter it. Should you sell something for cash and don't record it, then the accountant won't understand about it.
The records the accountant prepares will be no greater than the info that you provide.

2. Utilize the records to make decisions. If you went to a physician And he told you you were ill and needed certain medication to
get well, you'd follow his guidance. If you pay an accountant and he tells you your sales are down this year, don't hide your head
in the sand and pretend that the issue will go away. It won't.

Business Management Roll in Personnel Selection. If your business Will be big enough to require outside help, an important
responsibility will be the choice and training of one or more employees. You may start out with relatives or business partners
that will assist you. But if the business develops - as you expect it will - the time will come when you must select and train
employees.

Careful selection of personnel is vital. To Pick the right Employees determine beforehand what you want each one to perform.

Then look for applicants to fill these specific needs. In a small Business you will need flexible employees who can shift from
task to task as needed. Include this in the description of those tasks you would like to fill. At the same time, look ahead and
plan your hiring to assure an organization of people capable of performing every essential function. In a retail store, a
salesperson may likewise do stock-keeping or bookkeeping at the outset, but as the business grows you will need sales people,
stock-keepers and bookkeepers.

When the project descriptions are composed, line up applicants from whom To make a selection. Don't be swayed by customers who
might suggest relatives. In the event the applicant does not succeed, you may drop a customer as well as an employee. Some sources
of potential new employees are:

1. Tips by friends, business acquaintances. 2. Employment agencies. 3. Placement bureaus of high schools, business schools, and
colleges. 4. Trade and industrial institutions. 5. Help-wanted ads in local papers.

Your next job is to display want ad answers or program Forms delivered by employment agencies. Some applicants will be removed
sight unseen. For each of those others, the application form or letter will act as a foundation for the interview that ought to be
conducted in private. Put the applicant at ease by describing your business in general and the job particularly. Once you've
completed this, invite the applicant to talk. Picking the right individual is extremely important. Ask your questions carefully to
find out everything about the applicant that's pertinent to this job.

References are a must, and should be assessed prior to making a final decision. Check through a personal visit or a phone call
directly to the applicant's immediate former supervisor, whenever possible. Verify that the information given you is accurate.
Consider, with judgment, any negative comments you hear and what isn't said.

Checking references can bring to light significant information Which may help save you money and future inconvenience.

Personnel Training. A well-selected employee is only a potential Asset to your organization. Whether he or she becomes a real
advantage is dependent on your own training. Remember:

To allow sufficient time for instruction. Not to expect too much from The trainee in too short a time. To let the employee learn
by doing under real working conditions, with close supervision. To follow along with your training.

Check the worker's performance after he or she was in work For a time. Re-explain important points and short cuts; bring the
employee up to date on new developments and invite questions. Training is a continuous process which becomes constructive
supervision.

Personnel Supervision. Supervision is the third crucial of employees control. Fantastic oversight will lessen the expense of
operating your company by cutting back on the amount of employee errors. If mistakes are corrected early, employees will find more
satisfaction from their jobs and perform much better.

Motivating Employees. Small businesses sometimes face particular Issues in motivating employees. In a large company, a Fantastic
employee can see An chance to progress into management. In a small business, you are the management. 1 thing you Might Wish to
Think about would be to give good employees a Small share of their profits, either via part-ownership or even a profit-sharing
plan. Someone who has a"share of this action" will be more Worried about helping to make a success of the business.

swimsuit taco-truck tailoring-shop talent-management tattoo taxi tea technology teespring teeth-whitening textile thrift-store ticketing tie-dye tiffin tiles tint tire-recycling tire-shop title-loan tour-and-travel tourist-bus toy-store trading trailer-park training tree-service turf turky-farm tutoring tv-mounting typing uhaul ultrasound undergarment uniform used-clothes used-tire vacation-rental vada-pav vending-machine video-advertising video-editing video-production voice-over voip waxing web-design web-development web-hosting wedding-dj wedding-planning weight-loss welding-shop window-cleaning workshop workshop worm-farm wrecker yacht-chart yard-work yarn yogurt zoo zumba-fitness

 


Copyright © by Bizmove.com. All rights reserved.