Beruflich Dokumente
Kultur Dokumente
2
Chapter 6–Market Positioning and Competition P.29
7.1 Product
7.2 Project QSR Menu
7.3 Pricing
7.4 Products and Pricing of Major Competitors
7.5 Pricing Comparison between Project QSR and Competitors
8.1 Production
8.2 Production Cost
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Chapter 11–QSR Management and Marketing Strategy P.67
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Chapter 1–Project Background
Table 2b: Ratio of Retail Turnover of Catering Chains (MIC) to Entire Catering Industry
Province 2003 2002 Province 2003 2002 Province 2003 2002
China 4.0 3.6 Fujian 2.7 2.5 Shandong 0.7 0.6
Inner Mongolia 35.9 25.3 Shanxi 2.4 2.5 Shaanxi 0.6 0.7
Beijing* 31.8 32.5 Anhui 1.8 1.9 Henan 0.1 0.1
Chongqing* 18.9 13.9 Jiangxi 1.7 1.5 Hainan 0.1 0.1
Tianjin* 14.7 14.0 Sichuan 1.4 1.4 Hebei 0.1 0.1
Shanghai* 9.8 9.6 Guizhou 1.4 1.4 Jilin 0.1 0.1
Zhejiang 4.9 4.3 Yunnan 1.4 2.0 Heilongjiang 0.1 0.1
Hubei 4.7 4.9 Gansu 1.4 1.4 Guangxi 0.0 0.0
Jiangsu 3.7 3.4 Hunan 0.9 0.8 Xicang 0.0 0.0
Liaoning 3.4 3.5 Qinghai 0.8 1.3 Ningxia 0.0 0.0
Guangdong 2.8 2.8 Xinjiang 0.7 0.8 *Autonomous Cities
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In 2003 the retail turnover of catering chains (MIC) accounts for 4% of the retail
turnover of the entire catering industry, a growth of 0.4% from 2002. In Inner
Mongolia, Beijing, Chongqing, Tianjin, Shanghai, the retail turnover of catering
chains (MIC) accounts for more than 10% of the retail turnover of local catering
industry, among which, Inner Mongolia and Beijing reach more than 30%. While
the growth rate of Inner Mongolia and Chongqing achieves more than 1 fold;
Heilongjiang grows as high as 45%; Shandong, Zhejiang, and Jiangsu increase
more than 30%; Hunan, Jiangxi increase more than 20%; Shanghai, Guizhou,
Sichuan, Fujian, Shaanxi, Tianjin and Anhui increase more than 10%. In short, the
retail turnover of catering chains (MIC), in more than 80% of the Nation’s
different regions, reports an overall growth at various rates.
2.1.2 The Market in 2 major categories – Hot Meals by À la carte and by Fastfood
In 2003, among the registered 236 catering chains (MIC), 143 chains serve hot
meals by À la carte, represents 60.1%; while 78 chains serve fastfood, represents
33.1%; and the balance serves snacks (such as Häagen-Dazs’ ice cream) and
specialties (such as Starbucks’ coffee).
The retail outlets of the catering chains (MIC) operating in Eastern China
occupies 61.6% of the Nation’s total percentage, those in Middle China 18.2%,
and those in Western China 20.1%; the sum of retail outlets operating in Beijing,
Tianjin, Shanghai, and Guangdong is 41.2%.
The turnover of the catering chains (MIC) operating in Eastern China occupies
64.3% of the Nation’s total percentage, those in Middle China 23.5%, and those
in Western China 12.2%; despite the overwhelming predominance of turnover
achieved by the catering chains (MIC) operating in Eastern China, its growth rate
is obviously below the rate achieved by the chains operating in Middle and
Western China. Taking Inner Mongolia and Chongqing in Western China as
example, the turnover of chains (MIC) in these 2 regions accounts for 14.1% and
8% respectively of the Nation’s total percentage, representing a growth of 5.7%
and 3.4% respectively when compared with 2002; while on the other hand, the
turnover of chains (MIC) operating in Beijing, Guangdong, Tianjin, and Shanghai,
though achieves a sub-total of 42.5% of the Nation’s total, indicating a decrease
of 2.9%, 1.9%, 0.7%, and 0.6% respectively when compared with 2002.
2.1.4 Slack Development by Domestic Enterprises but Increasing Market Shares by
Foreign Enterprises
In 2003, the domestic enterprises occupies 64.9% of retail outlets in the entire
catering chains (MIC), however, is a decrease of 2.6% compared with 2002.
Among all domestic enterprises, only the congregate companies records a growth
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rate of 0.1%, while joint stocks and partnership companies records the same level,
and state-owned, limited liability, and private companies all record a decrease
when compared with 2002. On the other hand, the retail outlets operated by HK,
Macao, and Taiwan enterprises increase 8.1% while those operated by foreign
enterprises increase 27%, a small growth of 1.5% and 1.1% respectively when
compared with 2002.
In 2003, domestic enterprises achieve 50.5% of the turnover generated from
entire catering chains (MIC), a growth of 3.6% from 2002, mostly due to the
growth by the companies of limited liability, and private investment, while, the
turnover of state-owned companies drops 1.1%. The turnover generated by HK,
Macao & Taiwan, and foreign enterprises, although drop 0.8% and 2.8%
respectively from 2002, occupies the balance 49.5% of the turnover generated
from the entire catering chains (MIC); the foreign enterprises alone, occupy
40.4%.
Table 2e: The Domestic and Foreign Invested Catering Chains (MIC) in China
Catering Chain Enterprises Retail Outlets (shops) Annual Turnover (¥100 million)
Type of Ownership 2003 2002 +/– % 2003 2002 +/– %
Total 236 5,451 4,742 15.0 252.9 200.4 26.2
Domestic 164 3,538 3,201 10.5 127.7 94.0 35.8
1 State-owned 11 654 606 7.9 9.0 9.5 5.0
2 Congregate 2 16 11 45.5 0.7 0.6 8.0
3 Joint Stocks 6 42 36 16.7 1.3 1.3 1.2
4 Limited Liability 41 1,169 1,101 6.2 56.1 36.4 54.1
5 Partnership 6 43 38 13.2 1.2 0.9 28.8
6 Private 97 1,610 1,404 14.7 59.2 45.2 31.0
7 Others 1 4 5 20.0 0.2 0.1 62.4
HK, Macau, Taiwan 27 443 314 41.1 23 19.8 16.3
Foreign 45 1,470 1,227 19.8 102.2 86.6 18.1
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Chapter 3–Market Trend
Along with the accelerating beat of modern life, more fastfood serving is appearing in China
market. However, tracking history, it was only until April 1987 when KFC established its first
outlet in China then the concept of modern fastfood being introduced to the Nation. Since then,
fastfood business almost became a revolution, overthrowing the traditional “slowfood” business.
During the 16 years from 1987 to 2003, fastfood business in China has undergone an extremely
rapid development. The market experiences in a status of multiplicity: traditional versus modern;
oriental versus western; high-end versus low-end; and also in a status of mutual strife and
recognition. However, on the basis of quality and quantity, the market of Chinese fastfood is
obviously much lagging behind the market of Western fastfood. The latter, mostly operating
through chain outlets and supported by effective promotion, penetrates into numerous Chinese
cities and knocks out the competition of Chinese fastfood with an overwhelming success.
In order to comprehend the influence of Western fastfood to the Chinese market, Nomis Liu
conducted a market survey in Beijing during June, 2004. Below are the findings:
48.3% of interviewers revert that Western fastfood is fast and convenient; 31.5% find it
tasty; 22.5% favouring the dinning atmosphere; 16.9% are attracted by advertisements; and
4.5% appreciate the quality of overall service.
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That the beloved Western fastfood must bear certain reasons to account for its existence
and development. Firstly, Western fastfood differs significantly from traditional Chinese
food. Although the food culture in China is historically long, Chinese are not acquainted
with hamburgers and fried chicken; these Western recipes thus become a distinctive feature
attracting trials for taste. Secondly, the convenience of Western fastfood serving is another
advantage. While the rhythm of modern life, among the metropolis in particular, is running
so fast, the nimble Western fastfood servings, whether by dine-in or by takeaway, or in food
consumption itself, well matches with the speed of life rhythm. It is common among the
Western fastfood outlets, to serve from order in less than 20 seconds, a speed which the
Chinese fastfood can never comply with, and thus becomes the decisive weapon
conquering the market.
The survey shows that, on the frequency of Western fastfood consumption, 25.4%
interviewers consume once per week while 24.3% interviewers consume once per month.
While these 2 groups rate very close, other frequency styles also occupy certain proportion.
Along with the increasingly fast living rhythm in modern metropolis, the demand on food
consumption has also shifted to simplicity and casual. Those young white-collars, owing to
their tighter life schedule and higher working pressure than other professions, are not
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willing to sacrifice their time for learning and working, thus prefer a mere “stomach fill-in”.
And for those people whose lives are under irregular disciplines, also prefer consuming
fastfood to substitute their missed regular meals.
Despite Western fastfood does not become people’s regular meals in China, it already
becomes part of people’s life routine, during its rapid development throughout the past
years. Among the young age group, the names of “KFC” and “McDonald” are so intimate
to them that not merely a function of catering are these Western fastfood chains providing,
but symboling also as a place of social gathering, entertainment, etc. This is often
noticeable when so many people over-crowding inside these outlets during Sundays and
holidays, and even during weekends and roaming on the streets, Western fastfood always
becomes the youngsters’ first preference.
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Chapter 4–Establishment
By the means of investment through CEPA arrangement, the tax holidays may
not be as attractive as those granted to foreign-funded enterprises, but certainly
investors will enjoy more convenience during real practice.
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Chapter 5–QSR Outlet Planning
26
The following table illustrates the imported items:
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c) Water used after catering consumption will be treated in grease trap before
disposing into the urban network of wastewater drainage.
5.5.3 Electricity Supply
Will be supplied by the urban network of electricity supply in (Chaoyang or
Dongcheng District of) Beijing.
5.5.4 Heat Supply
The project QSR does not need heat for industrial use, thus not requires the
installation of boiler. In Winter, heat for living use will be supplied by Beijing
District Heating Group, in Summer the cooling system is by centralized electric
air-conditioning.
5.5.5 Tele-communications
Utilizing the landline network of China Telecommunications in (Chaoyang or
Dongcheng District of) Beijing.
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Chapter 6–Market Positioning and Competition
33
Chapter 7–Product and Pricing
7.1 Product
To meet the surging market demand, the project will provide hot meals of fish recipe, of
which the fishes are sourced from natural, healthy with high nutrimental value (high protein
but low calories), prepared in western style, not greasy but delicious.
7.1.1 Distinctiveness
a) The wild fishes are originated from the natural Alaska Ocean, and not being
polluted and contaminated.
The coastline of Alaska amounts to 11,270 km long, and 547,200 km in total
by adding up the island lines within the region. The Ocean possesses
abundant seafood products, in particular, is the world’s only source for the
numerous deep-sea fish species as well as wild (not cultivated) salmons.
Alaska exports every year more than 56% of total USA seafood products, if
counting Alaska as a single country, her export volume will be ranked within
the world’s front six positions.
b) To distinguish from the meat products provided by other fastfood chains.
c) To be supplied exclusively by the reputable, years-old established, and
well-experienced Alaska Wild Seafoods Inc of USA, which guarantees all
fish products are, from their raw and fresh state, directly transported to the
order of the consumer, “From the Source to the Plate”.
#2 Alaska Flounder
The flesh colour and texture of Alaska Flounder are similar to
Alaska Halibut, but with a softer and smoother taste feel.
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#2 Alaska Cod Burger
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#4 Alaska Coho Steak fried/grilled/baked
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#8 Alaska Flounder Fillet shallow/deep fried
#3 Country Salad
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#4 Alaska Chips
#6 Alaska Borsch
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7.3 Pricing
Assorted Fish Omelette 8.0 King Salmon Sashimi 30.0 35.0 36.0
Salmon Chops Roll 5.0 Assorted Fish Sashimi 32.0 37.0 38.0
Sauce Braised Assorted Fish in Port Wine 32.0 37.0 38.0
Mint & Cream Coho Steak fried/grilled/baked 22.0 26.0 28.0
Lime & Clove Cod Steak fried/grilled/baked 26.0 30.0 32.0
Mixed Herbs Pollock Steak fried/grilled/baked 17.5 21.5 23.5
Black Pepper & Garlic Halibut Fillet shallow/deep fried 58.0 62.0 64.0
Light Curry Flounder Fillet shallow/deep fried 28.0 32.0 34.0
Flagship delicacy RMB¥ Set#1 Leisure Bites RMB¥ Recommended Drinks RMB¥
Alaska Wild Burger 8.5 13.5 King Salmon Hand Roll 7.5 Alaska Mineral Water 2.5
Cod Burger 8.0 13.0 King Salmon Salad 6.0 Honey Plum Juice 5.0
Salmon Burger 8.5 13.5 Country Salad 4.0 Low Sugar Lemon Tea 5.0
Halibut Burger 20.0 25.0 Alaska Chips 4.0 Chinese Green Tea 5.0
Flounder Burger 10.0 15.0 Crispy Onion Rings 4.0 Charcoal-Roasted Coffee 6.0
Garlic Bread (pc) 3.0 Ice Cream 4.0 Soft Drinks 3.5
Stewed Assorted Fish with Rice 12.0 Ice Cream Bun 5.0 Fresh Orange Juice 5.0
Alaska Borsch 7.5 Sherbert 6.0 Chocolate 5.0
Alaska Wild Chowder 7.5 Sundae 6.0 Cappuccino 7.5
Set#1 = Main Course + Chips + Soft/Hot Drink.
Set#2 = Main Course + Soup + Garlic bread + Soft/Hot Drink.
5 sauces individually matching with 5 types of Fish steaks/fillets.
Dine-in and Takeaway are of same prices.
Ingredients and weighing of all recipes are included in the Cost Analysis.
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7.4.2 McDonald and KFC
Table 7c: Menu and Pricing of McDonald & KFC/Beijing Sept, 2004
McDonald Single Order RMB¥ Set KFC Individual Meals RMB¥ KFC Family Meals RMB¥
Hamburger 4.5 12.0 Original Recipe Chick Thigh (1pc 90g) 7.0 Original Recipe Chicken (3pc) 21.5
Double Cheeseburger 6.5 14.5 Colonel Burger (187g) 7.0 Extra Crunch Zinger 17.5
Filet-O-Fish 9.9 17.2 Hot Wings (2pc 45g) 7.0 Hot Wings 21.5
Sausage McMuffin with Egg 9.9 17.2 New Orleans Wings (2pc 45g) 8.0 XXLDrumstick Burger 18.0
Chicken McNuggets (6pc) 10.0 17.0 Hot & Spicy Burger (145g) 10.0 Hot & Spicy Burger 17.5
Hot’n Spicy McChicken 10.0 17.5 Mexico Chick Roll 10.0 Mexico Chick Roll 17.5
Big Mac 10.4 17.5 Popcorn Chicken (M 100g) 10.0 BBQ Wings Bucket 40.0
Chicken McGrill 12.0 ---- Kentucky Nuggets (115g) 10.0 Wings Bucket 48.0
Sausage McMuffin Special 12.0 ---- ---- ---- Family Barrel 58.0
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7.5 Pricing Comparison between Project QSR and Competitors
Table 7d: Pricing Comparison between Project QSR and Competitors/Beijing Sept, 2004
Pizza Hut Project McDonald KFC
Food Types
Weight/g RMB¥ Weight/g RMB¥ Weight/g RMB¥ Weight/g RMB¥
Main Course (Burger) ---- ---- 141.75 9.00 105.00 9.81 113.40 10.00
Main Course (Burger Sets) ---- ---- ---- 14.00 ---- 16.78 ---- 17.75
Main Course (Non-Burger) 300.00 25.00 261.70 25.33 ---- ---- ---- ----
Main Course (Special) ---- ---- 263.35 31.33 ---- ---- ---- ----
Minor Course 325.00 30.33 141.75 12.00 ---- ---- 75.00 4.00
Salad 150.00 15.00 105.85 5.00 ---- ---- 75.00 4.00
Soup 200 ml 17.50 177 ml 7.50 ---- ---- 85 ml 4.00
Chips 85.00 12.00 113.40 4.0 85.00 5.00 110.00 5.00
Drinks (Soft) 330 ml 8.00 250 ml 3.50 180 ml 3.50 180 ml 3.50
Drinks (Hot) 180 ml 12.00 178 ml 5.50 150 ml 4.00 150 ml 4.00
Ice Cream 140.00 10.00 85.05 4.00 85.00 6.00 85.00 3.50
Sundae 190.00 18.00 85.05 6.00 85.00 6.00 85.00 6.00
This table only provides an approximate pricing comparison, since not all classification is 100% accurate.
The figures are the rounded mean (the highest and lowest price deleted) of the items under same category.
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Chapter 8–Production and Cost Analysis
8.1 Production
8.1.1 From the Source to the Plate
a) The raw fish, sourced from Alaska, is supplied exclusively by Alaska Wild
Seafoods Inc of USA. The Company employs a standard flow to manage
production from catching, butchering, grading, coarse processing,
quick-frozening, to packaging, and physically transports the products to
China port by reefer (refrigerated) containers. All products are guaranteed
freshly delivered within 1 month after caught, in order to fulfill the
Company’s marketing concept: From the Source to the Plate.
b) The project company will rent space in the warehouse of frozen goods to
store the imported raw materials, and delivers the appropriate quantity to the
QSR outlet according to the daily production schedule.
c) The QSR will then plan the division of labour for production:
#1 Ingredients distribution and preparation: main course, other items
(salad, soups, minor course, and snacks).
#2 Cooking: main course processing, other items (salad, soups, minor
course, and snacks) processing.
d) The beverage bar will attend and serve orders of all non-food (solid)
products; while most of the drinks and ice creams are prepared in advance
and packaged, green tea, coffee, etc require immediate and spot production.
8.1.2 Establishment of Production Standard
The project QSR will, according to the set quality standard, calculate the quantity
of production, cost of products, and standard procedures in quantitative terms;
these data will be used as indicators for inspection and supervision during the
entire production, in order to avoid working errors and to guarantee the stability
and excellence of product quality. The whole process: the inspection of the
product items, and together with the reference to the supervision results, shall aim
at achieving the efficiency in the management and control of quality standard.
a) Standard recipe: Formulating the unified quality standard, unified processing
steps, unified cooking methods, and serving package; explicating in the
internal menu, the quality requirement, cost, financial cost, and selling price
(as per table 7a and 8a).
b) Allocation standard: Allocating ingredients for each recipe; determine the
standard ratio and weight portion of which; and start initial preparation.
c) Processing standard: Formulating the standard of initially prepared product,
the yardstick of quality, and the content of semi-finishing before cooking;
this would need the standardization of “classifying and manipulating the
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ingredients”, “the temperature control on ingredients before cooking”, etc.
d) Cooking standard: Finishing from the allocated, processed semi-finishes;
with the standard portion of sauce, seasoning, to the final product unified
by designated colour, fragrance, taste, and presentation; and ready to serve.
8.1.3 Formulating Control Measures
Having the production standards established, there requires a team of well-trained
staff of production and management to master the pertinent requirements, and to
guarantee the execution and accomplishment of these standards during the course
of production.
a) Allocation Control
It will be the core of cost control, therefore prevention from committing
errors, duplication, omission, wrong matching, over-allocation, will be the
key factor in quality control; it requires an appropriate weighing control, in
exact compliance with the recipe standard, to avoid waste of materials as
well as guarantee quality of production.
b) Processing Control
#1 Control on quantity of daily use and stock: requires daily schedule
prepared by production management for deliveries from warehouse
to QSR, and a checking system to control the stock and supplies.
#2 Control on the conversion ratio from raw materials to semi-finishes
in procession: the working staff will process according to the
designated ratio of different raw materials (eg: garnishings), and to
be approved by the production supervisor.
#3 Control on quality: the quality of semi-finishes directly effects the
colour, fragrance, taste, presentation of final product, therefore can
be only approved restrictedly by the required quality and exact
specification; the processing staff should follow precisely the
demanding hygienic and safety measures during procession, all
disqualified raw materials should be rejected and disposed properly
at the end of procession, and to be dismissed from entering into
further production procedures.
c) Cooking Control
It is the essential step to guarantee the quality of final product, thus requires
reinforced supervision and control on the standard cooking of the
production team, speed and temperature of finishing, and sales volume. The
cooking team should follow exactly the cooking norm and being strictly
inspected and examined by random checks according to daily schedule; as
well as a fixed-time control exercised on each cooking personnel, individual
stove (cooking unit), and the relevant speed, quantity, and quality of
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production should be recorded in substantial figures for statistical use.
8.1.4 Formulating Control Methods
To guarantee the efficiency of control measures, besides establishing the standards
for each procedure and spot supervision, it also requires effective and feasible
control methods.
a) Course Control
In respect to the different stages in the production flow, from allocation,
processing, to cooking; the finishing of each stage will be a controlling
point; the final “finisher” of each stage will be the quality controller.
However, while the processing staff are entitled to comment on unqualified
cooking finishes, the cooking staff are also responsible to criticize on
unqualified semi-finishes; thus every staff will be mutually monitored and
inspected during the whole course of production.
b) Responsibility Control
The control is exercised on rank-by-rank and procedure-by-procedure basis,
according to the job function of different ranks; the production manager to
be the head of control, sector supervisors to monitor, and to guarantee
individual responsibilities to be fulfilled, awards and penalties to be executed.
c) Key Control
A sort of “pinpointing”, which requires special attention and emphasis,
adopted on certain procedures expected to outburst of frequent problems;
solutions should be immediately sorted out based on past experience; this
method serves to be a precaution to quality problems.
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Table 8a: Ingredients, Weight, Matching, and Production Cost
Menu Ingredient g cost Veg/g cost Others g cost Total g Cost Price Diff Profit (%)
Alaska Wild Burger Salmon Steak 56.7 3.1 28.35 0.15 bread/cheese 56.7 0.60 141.75 3.85 8.5 4.65 86
Cod Burger Cod Steak 56.7 2.5 28.35 0.15 bread/cheese 56.7 0.60 141.75 3.25 8.0 4.75 104
Salmon Burger Salmon Steak 56.7 3.1 28.35 0.15 bread/cheese 56.7 0.60 141.75 3.85 8.5 4.65 86
Halibut Burger Halibut Fillet 56.7 8.7 28.35 0.15 bread/cheese 56.7 0.60 141.75 9.45 20.0 10.55 80
Flounder Burger Flounder Fillet 56.7 4.0 28.35 0.15 bread/cheese 56.7 0.60 141.75 4.75 10.0 5.25 79
Assorted Fish Omelette Fish Cubes 56.7 2.5 28.35 0.15 egg 85.0 1.00 170.05 3.65 8.0 4.35 85
Salmon Chops Roll Salmon Cubes 35.0 1.9 28.35 0.15 bread roll 56.7 0.25 120.05 2.30 5.0 2.70 84
King Salmon Sashimi Salmon Steak 200.0 11.0 28.35 0.15 sauce 35.0 0.35 263.35 11.50 30.0 18.50 115
Assorted Fish Sashimi Fish Fillets 200.0 14.0 28.35 0.15 sauce 35.0 0.35 263.35 14.50 32.0 17.50 86
Braised Assorted Fish in Port Wine Fish Fillets 200.0 14.0 56.70 0.30 sauce 35.0 0.35 291.70 14.65 32.0 17.35 85
Coho Steak Coho Steak 170.0 9.3 56.70 0.30 sauce 35.0 0.35 261.70 9.95 22.0 12.05 87
Cod Steak Cod Steak 170.0 11.2 56.70 0.30 sauce 35.0 0.35 261.70 11.85 26.0 14.15 85
Pollock Steak Pollock Steak 170.0 7.4 56.70 0.30 sauce 35.0 0.35 261.70 8.05 17.5 9.45 84
Halibut Fillet Halibut Fillet 170.0 26.2 56.70 0.30 sauce 35.0 0.35 261.70 26.85 58.0 31.15 83
Flounder Fillet Flounder Fillet 170.0 11.9 56.70 0.30 sauce 35.0 0.35 261.70 12.55 28.0 15.45 88
Tak Chips Chips 113.4 1.5 ---- ---- Sauce 35.0 0.25 148.40 1.75 4.0 2.25 92
Crispy Onion Rings Onion Rings 113.4 1.0 ---- ---- Sauce 35.0 0.25 148.40 1.25 4.0 2.75 157
Garlic Bread (pc) Bread 56.7 0.6 ---- ---- garlic/butter 15.0 0.25 71.70 0.85 3.0 2.15 181
Table 8a: Ingredients, Weight, Matching, and Production Cost (Cont’d)
Menu Ingredient g cost Veg/g cost Others g cost Total g Cost Price Diff Profit (%)
King Salmon Hand Roll Salmon Cubes 35.0 1.9 28.35 0.30 rice/seaweed 56.7 0.80 120.05 3.00 7.5 4.50 107
King Salmon Salad Salmon Cubes 35.0 1.9 85.05 0.30 Sauce 35.0 0.35 155.05 2.55 6.0 3.45 97
Country Salad ---- ---- ---- 113.4 0.6 Sauce 35.0 0.35 148.40 0.95 4.0 3.05 229
Stewed Assorted Fish with Rice Fish Cubes 56.7 4.0 28.35 0.15 rice 85.1 0.80 170.10 4.95 12.0 7.05 102
Alaska Borsch Fish Cubes 35.0 2.4 28.35 0.15 cream/water 113.4 0.40 177ml 2.95 7.5 4.55 110
Alaska Wild Chowder Fish Cubes 35.0 2.4 28.35 0.15 cream/water 113.4 0.40 177ml 2.95 7.5 4.55 110
Alaska Mineral Water Mineral Water 200.0 1.0 ---- ---- ice/lemon 35.0 0.15 235ml 1.15 2.5 1.35 84
Honey Plum Juice Plum Juice 200.0 0.8 ---- ---- ice/honey 56.7 0.20 256ml 1.00 5.0 4.00 286
Low Sugar Lemon Tea Black Tea 10.0 0.5 ---- ---- lemon/sugar/water 200.0 0.30 210ml 0.80 5.0 4.20 375
Chinese Green Tea Green Tea 10.0 1.0 ---- ---- water 150.0 0.10 160ml 1.10 5.0 3.90 253
Charcoal-Roasted Coffee Coffee Bean 28.4 1.0 ---- ---- milk/sugar/water 150.0 0.20 178ml 1.20 6.0 4.80 286
Cappuccino Coffee Bean 28.4 1.2 ---- ---- milk/sugar 150.0 0.20 178ml 1.40 7.5 2.80 286
Soft Drinks Coke 200.0 0.5 ---- ---- ice 56.7 0.20 256ml 0.70 3.5 4.90 318
Fresh Orange Juice Orange Juice 200.0 1.0 ---- ---- ice 28.4 0.10 228ml 1.10 5.0 3.80 226
Chocolate Chocolate 28.4 1.0 ---- ---- milk/sugar/water 150.0 0.20 178ml 1.20 5.0 6.10 311
Ice Cream Ice Cream 56.7 0.8 ---- ---- syrup 28.4 0.35 85.05 1.15 4.0 2.85 177
Ice Cream Bun Ice Cream 56.7 0.8 ---- ---- syrup 28.4 0.35 85.05 1.15 5.0 3.85 239
Sherbert Fruit Juice 56.7 0.8 ---- ---- syrup 28.4 0.35 85.05 1.15 6.0 4.85 301
Sundae Ice Cream 56.7 0.8 ---- ---- syrup 28.4 0.35 85.05 1.15 6.0 4.85 301
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Chapter 9–Branding Strategy
61
Chapter 10–Organizational Structure, Operation System, Human Resources
63
10.2 Operational System
10.2.1 Office of Project Company
09:00–18:00 hrs daytime office-attendance, 12:30–13:30 hrs lunch break; 5 days
per week, leave on the Nation’s legal holidays; 12 days casual leave and 9 days sick
leave (certified by medical organizations) per annum; total daily working hours: 9.
10.2.2 Project QSR
a) Outlet Operation
#1 08:30–20:30 hrs, 12 consecutive hours per day
#2 365 consecutive calendar days per year
b) 2-Shift on Duty
#1 A Shift 08:00–16:30 hrs, 08:00–08:30 hrs preparation for QSR
opening; 30 minutes lunch break, released by turns on non-fixed
time; total daily working hours: 8.5.
#2 B Shift 12:30–21:00 hrs, 20:30–21:00 hrs tidy-ups for QSR closing;
30 minutes supper break, released by turns on non-fixed time; total
daily working hours: 8.5.
The working staff of project QSR will be on 1-day leave per week by turns on
non-fixed date; will be granted allowance when working on the Nation’s legal
holidays; 12 days casual leave and 9 days sick leave (certified by medical
organizations) per annum.
10.2.3 Operation Standard
a) Food Production Standard
In compliance with the “Food Production Standard” promulgated by the
Ministry of Health..
b) Industrial Standard
In compliance with the “Management on Food Hygiene in Catering
Industry” promulgated by the Ministry of Health.
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Chapter 11–QSR Management and Marketing Strategy
70
Chapter 12–Financial Analysis
b) Estimated Expenses
Based on a monthly turnover of RMB¥ 900,000 Yuan:
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c) Estimated Return
Table 12c provides 3 contingencies for reference and comparison:
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Chapter 13–Check List on Project Establishment
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Chapter 14–Extra Chapter for Project Development
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14.2 Terms and Conditions for Franchising by Competitors
Table 14a collects the existing terms and conditions of franchising offered by the major
Western fastfood chains in China, and provides a useful reference for the project to
develop franchising in the coming future:
Table 14a: Franchise Terms and Conditions for Major Western Fastfood Chains
Western Fastfood Chains Brand McDonald KFC Dicos
Commencement of Franchise 1997 1998 1999
Years of Franchise Experience in China 7 6 5
Establishment in China 1984 1997 1996
Basic Investment Size/1 Outlet (RMB¥) 2,000,000 8,000,000 2,000,000
Franchise Terms and Conditions
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Chapter 15–Conclusion
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15.3 Conclusion
Combining together the various analyses in the report, the project will certainly be a
business of good margin and high developing potential.
Therefore, the top management of the project should determine to firmly seize of the
opportunity and move at the greatest speed.
Finally, the following 6 considerations suggested to be the key reference for the project’s
future development, as well as the conclusion of the report:
a) Reinforcing the consciousness in brand image
To constantly improve and stimulate brand marketing and promote “Alaska
Wild” to a prestige brand.
b) Reinforcing the consciousness in quality
To strive for authentication of ISO9002, and create the brand, and project
image by quality.
c) Reinforcing the consciousness in technics and innovation
To actively research and adopt new technics, and develop new products.
d) Reinforcing the consciousness in intelligence
To constantly master the market trend, especially in comprehending the
competitive environment.
e) Reinforcing the consciousness in talent
The catering industry is labour intensive, thus staff training is critical.
f) Reinforcing the consciousness in service
The catering industry is the service business, and the service is consigned to
nobody but consumers.
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Attachment 1:《The Sample Contract for Beijing Rentals》
合同编号:
出租人: 签订地点:
承租人: 签订时间:
第一条 租赁物
租赁物名称 数量 质量 配套设施 用途 使用方法和性质
第三条 租金及其支付方式与期限
租金(大写):___________________________________。
支付方式与期限:_________________________________。
第四条 租赁物交付的时间、地点、方式及验收:_________________________。
第五条 租赁物的维修
出租人维修范围及时间:_______________________________。
出租人未履行维修义务的,承租人可以自行维修,维修费用由出租人承担。
承租人维修范围及费用承担:_________________________。
第六条 因租赁物维修影响承租人使用的,出租人应当相应(减少租金/延长租期)
第七条 租赁物的改善或增设他物
出租人(是/否)允许承租人对租赁物进行改善或增设他物。改善或增设他物不行因
此损坏租赁物。租赁合同期满时,对租赁物的改善或增设的他物的处理办法是:
______________。
第八条 出租人(是/否)允许承租人转租租赁物。
第十条 租赁期满返还租赁物的时间、地点、方式及验收:_____________。
第十一条 违约责任:______________________________________。
违约金或损失赔偿额计算方法:_________________________。
第十二条 合同争议的解决方式:本合同项下发生的争笔名,由双方当事人协商解决,也可以
由当地工商行政管理部门调解;协商或调解不成的,按下列第____种
方式解决; (一) 提交____________仲裁委员会仲裁;
(二) 依法向_____________人民法院起诉。
第十三条 其他约定事项:_________________________________________。
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