Cheesecake Bakery

We need to sell the company as well as the product. Just as Starbucks became synonymous with great coffee drinks, Cheesecake Bakery will come to be known as a gathering place with spectacular cheesecake.

We have to sell not only an amazing "show" as the desserts are created, but also an above and beyond service team who are knowledgeable and friendly. People will always feel welcome and at home at Cheesecake Bakery. Our Sales Forecast shows modest estimates for the first year of operations beginning in June of 2011. After establishing Cheesecake Bakery as 'the' place for sweets and celebrations, we project aggressive sales increases for the following years. In the second year of operation, we estimate sales increase of 30% and of 50% in the third year for desserts.

Our cost of sales is based on an average food cost of 20% for dine-in desserts and 15% for point of purchase items, carry-out and weekly lessons. We project a consistent food cost percentage of these amounts for the following two years. Cheesecake Bakery plans to be profitable within the first year of operation. Our goal is to reinvest in the company and expand to three stores by the third year. From that point we hope to establish partnerships with each store's chef; similar to Outback's proprietor program. They will each invest in their store and be directly, rewarded for its profitability. Our Personnel Plan begins with the founder being the only employee. Jason Coleman, the chef and proprietor, will initially serve as the dessert bar chef, as well as the store manager and the instructor for the weekly lessons.

CB intends to promote from within and reward the best employees with leadership roles. Our opening employment goal is 6 with a goal to increase to 7 by the end of the first year, 10 the second year and 12 the third year. We realize that this is very aggressive staffing, but intend to hire culinary professionals who are used to the demands of the restaurant business. By this hiring philosophy, we will be able to operate with fewer, but more productive employees and reward them accordingly. From that point, we intend to increase the responsibilities of each employee as opposed to hiring more people. Thereby, rewarding those who have worked hard to establish CB as a superior dessert shop. These people will then be vital in our expansion as we open new stores.