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Treasure Restaurent

1. 2. 3. 4.

Executive Summary Company summary Restaurant Services. Market Analysis Summary. 5. Strategy & Implementation Summary. 6. Management Summary. 7. Financial Plan.

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1. Executive Summary
Group 4 Treasure Restaurant Unlike a typical Restaurant, will provide a unique combination of excellent food at value pricing. Our restaurant combines old-world charm with modern-day culinary grilled masterpieces for a truly unique dining experience. The result is a comfortable, casual atmosphere featuring scrumptious food and fun for adults and children alike! Our dedicated serve$ provide friendly, attentive services to ensure that customer visit with us are a pleasant one. Also, TREASURE RESTAURENT will be the perfect destination for small weddings, wine dinne$, cocktail parties, Christmas parties, special luncheons - in fact any occasion where quality food and service is desired. We have private, off street parking, disabled facilities, intimate heritage dining room and European style dining options. All this within a framework of our commitment to customer comfort and satisfaction. TREASURE RESTAURENT critical success facto$ will be to identify restaurant trends and integrate them into TREASURE RESTAURENT business operations, provide friendly services, continue to invest time and money in advertising and stay ahead of the "competitor curve." This business plan leads the way. It renews our vision and strategic focus: adding value to our target market segments in our local market. It also provides the stepby-step plan for improving our sales, gross margin, and profitability.

1.2 The Market


$.1.3 billion Restaurant-industry sales on a typical day in 2010. Nearly half percentage of table-service operato$ reporting that takeout represents a larger proportion of their total sales compared to two yea$ ago. One out of three percent of consume$ who have used curbside takeout at a table-service restaurant. 4 percent median pre-tax income in 2010 for full-service restaurants with average per-pe$on checks of $.145 to $.1114.99.

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PROFIT & LOSS (3 YEAR)

$350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 1 2 3 SALES Gross Margin NET PROFIT

1.2 Our Mission


TREASURE RESTAURENT will strive to be the premier restaurant in the local marketplace. We want our guests to have the total experience when visiting TREASURE RESTAURENT. At TREASURE RESTAURENT, the dcor and food & beverage presentation set the stage for a "fun" and friendly environment in which everyone enjoys interacting. Our main focus will be serving quality food at a great value. We will feature a large selection of dishes, most cooking in full view of our guests. Employee welfare will be equally important to our success. All will be treated fairly with the utmost respect. We want our employees to feel a part of the success of TREASURE RESTAURENT.

1.3 Keys to Success


The key to success is to meet and exceed the customer's needs in terms of quality of food and excellence of service, plus:

Serve nothing but the highest quality food at unbelievably prices. Controlling costs at all times, in all areas. Hiring the best people available, training, motivating and encouraging them, and thereby retaining the friendliest, most efficient staff possible.

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2. Company Summary
The restaurant was initially formed as a sole proprieto$hip by MR.SHARAD PATERIYA in 14/07/2011. Mr.Rajkamal capitalized on the growing hospitality industry to create a niche market for its restaurant. TREASURE RESTAURENT open 9:00 am to 10:00 pm Monday through Sunday. TREASURE RESTAURENT will range in size from 30X50 square feet and will seat from 30-40 guests.

The site/building selection will be chosen based upon the following list of criteria: Community size minimum of 40,000 people within five miles. High visibility. Easy access to parking lot with a minimum of 20 parking spaces. Mid- to low-cost land not to exceed $.1 lac?. Heavy blue-collar worker makeup in the community. No overabundance of competition in the trade area.

All of these qualities are consistent with TREASURE RESTAURENT goal of providing a top quality food, at an unbelievably low price. We want "word of mouth" to be our best form of marketing, where our guests cannot believe the value of their food experience and can't wait to tell their friends and neighbo$.

2.1 Legal Status and Owne$hip TREASURE RESTUARENT is incorporated under the laws of the state of Madhya Pradesh. One hundred thousand shares in the company have been issued: 60,000 are owned by VAIBHAV ZELAWAT; 10,000 are owned by VIJAYPAL; 30,000 shares are retained by the company for future distribution. Funding of the company to date has come from the personal savings of VAIBHAV ZELAWAT - a $.4.00,000 loan from MR.Rajkamal family members -- and from the income generated by sales. The company is now seeking $.50,000 from outside investor/Bank in return for 15% equity ownership.

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2.1.

Start-up Summary TREASURE RESTAURENT start-up expenses cover a wide range of items as shown in the following chart and table. Below is the detailed reasoning behind these estimates.

START-UP SUMARY
TOTAL CAPITAL & LIABILITIES TOTAL INVESTMENT TOTAL CURRENT ASSETS TOTAL START-UP EXPENSES 1

($30,0 ($20,0 ($10,0 00) 00) 00)

$0

$10,00 $20,00 $30,00 $40,00 0 0 0 0

Kitchen Design & Grill: will be doing the kitchen design according to our ideas and experience Architectural Plans: Sigma Architect Company has agreed to do our architectural plans. Travel/Lodging: Travel expenses for MR.Rajkamal to monitor construction, hire, and train staff. Manuals/Handbooks/Recipes: All are estimates for typing, printing of employee training information, laminating recipes for kitchen use, and binde$ for all manuals. Pre-opening Labor : This will cover training of employees and management as well as cleaning and organizing the restaurant prior to opening. Building/Land/Equipment: There are two methods available for the growth of TREASURE RESTAURENT. We can build from ground up or we can do conve$ions from existing or closed restaurants.

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CD

STARTUP_ITEM KITCHEN INVENTORY OFFICE SUPPLY/PAPER/FAX PAPER/PRINTER INKS MARKETING/WEB/BUSINESS CARDS/BROCHURES/ADS EQUIPMENT/POS/HARDWARE/SOFTWARE/PHONES/DESK ARCHITECTURE/DECORATION/REMODELING OTHE$-LEGAL (PERMITS/TRADEMARKS/CORPS) TOTAL

TOTAL $.1,927 $.473 $.1,305 $.3,580 $.2,143 $.870 $.10,298

YOUR BUDGET 1000 1000 1000 1000 1000 1000 6000

RATIO -$.927 $.527 -$.305 -$.2,580 -$.1,143 $.130 -$.4,298

STARTUP_ITEMS

OTHERS-LEGAL (PERMITS/TRADEMARKS/CORPS) ARCHITECTURE/DECORATION/REMODEL ING EQUIPMENT/POS/HARDWARE/SOFTWA RE/PHONES/DESK 1 MARKETING/WEB/BUSINESS CARDS/BROCHURES/ADS OFFICE SUPPLY/PAPER/FAX PAPER/PRINTER INKS KITCHEN INVENTORY

$0

$1,000

$2,000

$3,000

$4,000

START-UP EXPENSES (REQUIREMENTS) BUSINESS START YEAR OFFICE SUPPLY/PAPER/FAX PAPER/PRINTER INKS MARKETING/WEB/BUSINESS CARDS/BROCHURES/ADS EQUIPMENT/POS/HARDWARE/SOFTWARE/PHONES/DESK ARCHITECTURE/DECORATION/REMODELING OTHE$-LEGAL (PERMITS/TRADEMARKS/CORPS) 2011 $.473 $.1,305 $.3,580 $.2,143 $.870

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RENT+SECURITY DEPOSIT INSURANCE OTHER A OTHER B OTHER C OTHER D FRANCHISE FEE BUSINESS FEE TRANSFER TOTAL START-UP EXPENSES Start-up Assets Needed Cash Balance on Starting Date Start-up Inventory Other Current Assets TOTAL CURRENT ASSETS Long-term Assets TOTAL ASSETS Total Requirements Funding & Investor INVESTOR 1 INVESTOR 2 OWNER 1 OWNER 2 BANK 1 BANK 1 TOTAL INVESTMENT Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities CURRENT LIABILITIES Long-term Liabilities TOTAL LIABILITIES LOSS AT START-UP TOTAL CAPITAL TOTAL CAPITAL & LIABILITIES

$.1,500 $.300 $.4,100 $.700 $.2,500 $.1,000 $.0 $.0 ($.18,471) $.8,700 $.1,927 $.1,000 $.11,627 $.10,000 $.21,627 $.3,156

$.30,000 $.0 $.0 $.0 $.0 $.0 $.30,000

$.1,000 $.0 $.0 $.1,000 $.3,444 $.3,444 $.18,471 $.11,529 $.14,973

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3. Restaurant Services
We offers a wide variety of dining options including the Grill Room, the Main Restaurant and the outdoor garden. TREASURE RESTAURENT offer a very exciting and eclectic array of innovative dishes grilled with passion and dedication by chef MR.Rajkamal. TREASURE RESTAURENT menus are based around the freshest and most interesting ingredients available. Flavors and methods from around the world are coupled with imaginative presentation and professional service to provide a wonderful experience. We striving to offer great innovative food in a relaxed and friendly atmosphere. Also, TREASURE RESTAURENT will be the perfect destination for small weddings, wine dinner$ cocktail parties, Christmas parties, special luncheons - in fact any occasion where quality food and service is desired. We have private, off street parking, disabled facilities, intimate heritage dining room and European style dining options. All this within a framework of our commitment to customer comfort and satisfaction. The following listing illustrates the scrumptious selection of dishes available at our restaurant.

Our MenuTRESSURE RESTAURENT 0731-2564589 sharad.pateriya@gmail.com PAG:8

Treasure Restaurent

RESTAURENT

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Treasure Restaurent

www.treasurerestaurent.com

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3.3 Technology TREASURE RESTAURENT will invest in a single high-speed computer to provide a fast and efficient connection to the Internet and also be a link to our cash registe$. In the future, we will then be able to poll each restaurant nightly to our Corporate Support Center and be able to daily digest key financial information. We will also enable online ordering (using www.treasurerestaurent.com ). 3.4 Fulfillment TREASURE RESTAURENT is required to comply with various rules and regulations among a number of local, state, and federal agencies. Locally, the restaurant is required to maintain its business license and comply with local regulations and city codes. From a State level, the company is required to comply with all State laws concerning employment law, corporate law, and consumer products regulations. From a Federal level, the company is required to comply with additional consumer product laws, taxation, etc. TREASURE RESTAURENT accounting policy follows generally accepted accounting principals. TREASURE RESTAURENT financials are turned over to the CPA on a quarterly basis. TREASURE RESTAURENT uses Quick Books for its accounting software; Accounting is system based on the accrual method. The fiscal year is based on year-end. Financial reporting methods include monthly, quarterly, and annual statements. An annual audit is to be performed by the firm's CPA firm in January. TREASURE RESTUARENTcarries insurance for business liability, automobile, and medical coverage. Additional insurance programs such as worker's compensation and key-man coverage will most likely be consummated by the close of the second quarter of 2011?. Management has no knowledge of pending lawsuits or threat of legal action directed at either the company or its offices.

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4. Market Analysis Summary


Restaurant industry sales are expected to reach a record $.476 billion in 900,000 restaurant locations in 2011, according to the National Restaurant Association's 2011 Restaurant Industry Forecast. The projected annual sales would mean a solid 4.9 percent increase over last year and a total economic impact of over $.1.2 trillion, highlighting the restaurant industry's critical role as a job creator in the nation's economy. "American consume$ will spend almost 47 percent of their food dollar in the restaurant community in 2011," said Mr. Gopal, president and chief executive officer of the National Restaurant Association. "The restaurant industry will serve as a driving force in our nation's economy by providing jobs to 12.2 million employees and continue providing a social oasis and convenience to communities nationwide as it posts its 14th consecutive year of real growth next year." The Forecast predicts that the U.S. restaurant industry which created, on average, about 270,000 new jobs per year during the last 10 yea$ is on track to add 1.8 million new jobs during the next 10 yea$. On a typical day, the industry will post average sales of $.1.3 billion. "The restaurant industry in the United States reaped the benefits of the robust economic growth in 2010. Steady gains in indicato$ such as pe$onal disposable income and jobs continue to bode well for restaurants in 2011, despite the anticipated challenges of higher energy and food costs," said Mr. Swaminathan, senior vice president of Research and Information Services.

4.1 Restaurant Industria Overview (2011): Sales: $.476 billion Locations: 900,000 serving more than 70 billion meal and snack occasions Employees: 12.2 million the industry is the largest employer besides government

4.2 Corner stone of Indian Economy: Restaurant-industry sales are forecast to advance 4.9% in 2011 and equal 4% of the U.S. gross domestic product. The overall economic impact of the restaurant industry is expected to exceed $.1.2 trillion in 2011, including sales in related industries such as agriculture, transportation and manufacturing. Every dollar spent by consume$ in restaurants generates an additional $.1.98 spent in other industries allied with the restaurant industry. Every additional $.1 million in restaurant sales generates an additional 42 jobs for the nation's economy. Average unit sales in 2002 were $.730,000 at full service restaurants and $.619,000 at limited-service restaurants.
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More than seven out of 10 eating-and-drinking places are single-unit (independent) operations. Eating-and-drinking places are mostly small businesses, with seven out of 10 having fewer than 20 employees.

4.3 Number One Employer The restaurant industry employs an estimated 12.2 million people, making it the nation's largest employer outside of government. The restaurant industry provides work for more than 9 percent of those employed in the United States. Roughly one out of three table-service operato$ will increase the proportion of their budget allocated toward training in 2011. Eating-and-drinking places are extremely labor-intensive -- sales per fulltime-equivalent employee were $.57,567 in 2003 and notably lower than other industries. More than four out of 10 adults have worked in the restaurant industry at some time during their lives and 27 percent of adults got their fi$t job experience in a restaurant. The typical employee in a foodservice occupation is: o Female (55 percent) o Under 30 yea$ of age (52 percent) o Single (68 percent) o Working part-time and averaging 25 hou$ a week o Living in a household with two or more wage earne$ (79 percent)

4.4 Top Trends to Watch Some of the key trends that the Association predicts for 2011 include:

Greater use of technology and worker training as a means to boost

productivity and efficiency. More than two-thirds of restaurant operato$ including three out of four quick service operato$ say they are more productive than they were two yea$ ago.

Continued increased focus on healthy lifestyles and restaurants providing

custome$ with balance, choice and customization. Surveys of both full service and quick service operato$ indicate that entre salads have increased in popularity more than many other menu items.

Increased upgrades and improvements in dcor with the help of new tax-

depreciation rules. More than 54 percent of quick service operato$ surveyed said they would dedicate a higher portion of their budget to remodeling in 2011, highlighting the focus on using ambiance and interior design to attract custome$.

The sophistication of Americans' palates and knowledge of food. National

Restaurant Association research indicates that 25 percent of dine$ can be categorized as "adventurous," and are enthusiastic about trying new foods and
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ingredients. Most are between 30 and 60 yea$ old, are educated and more likely to live in larger urban areas, and are the most active restaurant dine$.

4.5 Full-service /Limited-Service Segments Among the major segments, sales at full-service restaurants are projected to reach $.164.8 billion in 2011, an increase of 5.0 percent over 2011, for a real growth rate of 2.2 percent. Full-service operato$ are optimistic about the economy, as a strong 75 percent of fine-dining operato$, 69 percent of casual-dining operato$ and 61 percent of family-dining operato$ indicate that they expect their sales in 2011 to be higher than in 2011. Limited-service, or quick service, restaurants are projected to register sales of $.134.2 billion in 2011, a gain of 4.7 percent over 2011. Consumer demand for convenience and value will continue to drive growth for this segment, while operato$ face stiffer competition from grocery and convenience stores. Both tables-ervice and quick-service restaurants will benefit from continued rebounds in international and domestic travel and tourism, which are projected to rebound to pre-9/11 volume levels. 4.6 Legislative outlook "With restaurant-industry sales equal to four percent of the U.S. gross domestic product, we are the largest private-sector employer in the U.S. We are poised to remain strong and will continue to grow if key opinion leade$ realize the challenges of small business owne$ running a restaurant and can support the Association's proemployee/pro-employer public policy agenda," said Lee Culpepper, senior vice president of Government Affai$ and Public Policy. Culpepper outlined the importance of restaurants to the economic health of the nation, emphasizing several legislative priorities for 2011 including: restaurant building depreciation, litigation reform, immigration reform, health care affordability and nutrition issues. "These are key issues that dramatically impact small businesses the driving force of our industry and our nation's economy," said Culpepper.

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4.7 Market Segmentation


MARKET ANALYSIS
120,000 100,000 80,000 60,000 40,000 20,000 0 THE SENIORS BABY-BOOMERS FAMILIES BLUE COLLAR WORKERS MIDDLE INCOME INDIVIDUALS 2008 2007 2006 2005 2004

TREASURE RESTAURENT intends to cater to the bulk of mid-America. We have chosen this group for several important reasons. Fi$t and foremost is the sheer size. With our restaurants seating almost X? people, we will need a broad base and mass appeal to fill them. Secondly, it is a very heavy restaurant user group. Last year, Americans dined out an average of 3.7 times per week (that's once every other night). They are on limited or fixed incomes and seek a value/price relationship that will not stretch their budgets. Lastly, this group will see a large growth in their numbe$ over the next decade. If we can continue to meet and exceed their expectations, we should witness same store sales growth over this time period. We will, however have to stay focused on their changing needs and menu choices to maintain their loyalty.

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CAGR: Compound average growth rate.


25% 20% 15% 10% 5% 0% THE SENIORS BABY-BOOMERS FAMILIES BLUE COLLAR WORKERS MIDDLE INCOME INDIVIDUALS

4.7.1 Target Market Segment Strategy The target market segment strategy will not be significantly different to address these different groups. What differentiation it will require is different menu offerings needed to satisfy the different groups. 4.7.2 Market Survey A market survey was conducted in February, Key questions were asked of 105 custome$ called at random in the surrounding area to determine how they rated their restaurant food experience.

4.8 Main Competitors.Everyone that sells meals is our competition because we all compete for the same home meal replacement dollar. However, there are two segments of the restaurant industry that are our main competition: the casual dining restaurants concept and the fine dining restaurant. 4.8.1 Local Competidor List

- This is probably the most popular quick BBQ restaurant in town. We will offer much higher food quality and service. The atmosphere will be much cleaner and more comfortable. The food will be prepared in front of the customer, with no lard, canned food or shredded meats. Menu prices will be very similar, though the final products will not be.
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Benisimo Grill - Located on <LOCATION>, Benisimo Grill is another low quality quick BBQ food restaurant in <YOUR.CITY>. Using canned foods and some lard products, this restaurant provides a far-from-fresh feeling. They have a decent location that might be negotiable for buyout, thereby eliminating a weak competitor and picking up a pretty good location.

American Grill- Located near the unive$ity campus, this chain has been trying to expand. Currently, they have three or more stores. Again there would be no comparison in quality of food. Though they will probably continue to attract the traditional American food consumer.

5. Strategy and Implementation Summary


TREASURE RESTAURENT marketing strategy will be based on developing visibility among Indore community. We will employ three different marketing tactics to increase customer awareness of TREASURE RESTAURENT. Our most important tactic will be word of mouth/in-store marketing. This will be by far the cheapest and most effective of our marketing programs. The second marketing tactic will be Local Store Marketing (LSM). These will be lowbudget plans that will provide community support and awareness for our facility. We plan on doing approximately two or three LSM programs per marketing quarter. The last marketing tactic will be local media. This will be the most costly and will be used sparingly to supplement where necessary. Word Of Mouth/In-Store Marketing Table tents. Wall poste$.
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Outdoor marquee message changed weekly. Grand Opening celebration. Yearly birthday parties.

Local Media Direct mail piece - containing interior pictures of our restaurant an explanation of our menu. Radio campaign - complete with live remotes on our parking lot. We will pick the three top local stations with which to place our short and catchy ads. We will also sponsor radio call-in contests with free meal coupons to TREASURE RESTAURENT as the prize. Newspaper campaign - placing several large ads throughout the month to explain our concept to the local area. Cable TV - will be a possibility if we can secure favorable rates with enough frequency.

5.2

Positioning Statement

Our main focus in marketing will be to increase customer awareness in the surrounding community. We will direct all of our tactics and programs toward the goal of explaining who we are and what we are all about. We have no plans to join in the coupon/discounting wa$ nor the birthday or frequent buyer clubs upon which othe$ have embarked. We will price our products fairly, keep our standards high, and execute the concept so that word-of-mouth will be our main marketing force. 5.3 Grand Opening Below are the programs that we will develop to kick open the location.

1. Grand Opening The restaurant will have outdoor signs in place as soon as

2.

possible. We want the marquee and road sign to announce that something new and exciting is coming to the neighborhood. At the grand opening, we will attach rows of pennants to our building, outdoor sign, and pole lights to attract attention. All of this is low cost but has proven to be highly successful. Direct Mail Piece --A stand-alone piece measuring 6" by 7.5" in size, once folded, will be produced in full color on heavy weight paper. Inside will be all the important details of TREASURE RESTAURENT. We will explain our menu, prices, hou$ of operation, and provide a locator map.

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3. Radio --We will create one short, humorous, music-based radio commercial, 4. 5.
in both a 30- and a 60-second spot. Both commercials will have a 10-second blank bed where we can mention something specific about the restaurant. Newspaper --We will create several different size ads, generic in nature, to be used for any store in the chain. Local Store Marketing (LSM) --We have three LSM programs in our current a$enal. We envision having over two dozen LSM promotions for use by individual TREASURE RESTAURENT.

5.4 Pricing Strategy All menu items are moderately priced. While we are not striving to be the lowest priced restaurant around, we are aiming to be the value leader. 5.5 Sales Strategy TREASURE RESTAURENT's sales strategy will use a combination of superior customer attention and a comprehensive repertoire of dishes for the menu to turn information seeke$ into custome$. Another benefit that MR.SHARAD PATERIYA will leverage to develop sales is her comprehensive menu. In addition to all of the traditional dishes, will offer many innovative appetize$ items that she has developed over her yea$ spent in the culinary industry. An innovative menu should be seen as a large benefit. 5.6 Sales Forecast The fi$t month will be used to set up the kitchen and Grill. There will be no sales activity during the fi$t month. The following table and chart illustrates the projected sales forecast of TREASURE RESTAURENT

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SALES BY PRODUCT/SERVICE

LUNCH/DINNER SPECIALS

BEVERAGES

BBQ SEA FOOD SPECIALTIES

BBQ CHICKEN & BEEF SPECIALTIES

SALADS & SOUPS

APPETIZERS

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000 $45,000

$50,000

SALES FORECAST SALES RATIO % APPETIZE$ SALADS & SOUPS BBQ CHICKEN & BEEF SPECIALTIES BBQ SEA FOOD SPECIALTIES BEVERAGES LUNCH/DINNER SPECIALS TOTAL SALES DIRECT COST OF SALES RATIO % APPETIZE$ SALADS & SOUPS BBQ CHICKEN & BEEF SPECIALTIES BBQ SEA FOOD SPECIALTIES BEVERAGES LUNCH/DINNER SPECIALS SUB/DIRECT COST OF SALES 20011 0.0% $.28,800 $.30,000 $.46,080 $.32,400 $.8,640 $.32,400 $.178,320 2011 0.0% $.7,200 $.9,000 $.15,360 $.9,000 $.2,160 $.10,800 $.53,520 2012 23.0% $.35,424 $.36,900 $.56,678 $.39,852 $.10,627 $.39,852 $.219,334 2012 10.0% $.7,920 $.9,900 $.16,896 $.9,900 $.2,376 $.11,880 $.58,872 2013 50.0% $.53,136 $.55,350 $.85,018 $.59,778 $.15,941 $.59,778 $.329,000 2013 40.0% $.11,088 $.13,860 $.23,654 $.13,860 $.3,326 $.16,632 $.82,421

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T OT A L S A L ES

LUNCH/DINNER SPECIA LS

BEV ERA GES

SEA FOOD S PECIA LTIES

20 06 20 05 20 04

CHICKEN & B EEF SPECIA LTIES

S A LA DS & SOUPS

A PPETIZ ERS $0 $10,000 $20 ,000 $ 30,00 0 $40,000 $50,0 00 $60,000 $70 ,000 $80,000 $90,000

C OS T O F SA L ES

L UNCH/DINNER SPECIA LS

B EV ERA GES

SEA FOO D SPECIA L TIES

200 6 200 5 200 4

CHICKEN & B EEF SPECIA LTIES

S A L A DS & SO UPS

A PPETIZ ERS $0 $5 ,0 00 $1 0,000 $15 ,0 00 $ 2 0,0 0 0 $ 25,000

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5.7 Milestones The following table lists important milestones, with projected dates, management and budget responsibility. The milestones schedule indicates our emphasis on planning for sales strategies.

P R O Y E C T T IM E L I N E I N W E E K S

BR EAK EVEN TR A IN IN G P E R S O N N E L R E P A Y TO IN V E S TO R L A U N C H W E B S ITE L U N C H M A R K E TIN G C A M P A IN G O P E N F O R B U S IN E S S SEAR C H FOR PER SON N EL

TASK

IN C O R P O R A TIO N C O R P F IL E TR A D E M A R K /P A TE N T/ G O F O R F IN A N C IN G C O M P L E TE B U S IN E S S P L A N O TH E R S -L E G A L A R C H ITE C TU R E /D E C O R A TIO N E Q U IP M E N T/H A R D W A R E /S O F TW A R E M A R K E TIN G /W E B /B U S IN E S S C A R D S /B R O C H U R E S /A D S B U Y O F F IC E S U P P LY /P A P E R IN V E N TO R Y A D Q U IS ITIO N 0 5 10 15 20 W EEKS 25 30 35 40

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5.8 Web Plan Summary TREASURE RESTAURENT plans to develop a Web presence and add an e-delivery to its business model in partne$hip with www.treasurerestuarent.com. TREASURE RESTAURENT website, www.treasurerestuarent.com, striving to be a secondary channel of delivery and take-out sales. Also the website will showcase menus and special offer available. The TREASURE RESTAURENTwebsite will mirror the image and branding elements showcased in the restaurant and at the same time, keep up with the latest trends in user interface design. The key to the website strategy will be combining a well designed front-end, with a back-end capable of capturing "hits" and customer data for use in future marketing endeavo$.

5.8.1 Website Marketing Strategy Market strategy in an Internet retail business depends on recognition of expertise by the consumer. For TREASURE RESTAURENT, it will start with our existing brickand-mortar store customer base, informing them of our Internet presence and encouraging their word-of-mouth recommendations to othe$. Further awareness will be heightened by utilizing search engine marketing, banner advertising, and affiliates. 5.8.2 Development Requirements Costs that The TREASURE RESTAURENTwill expect to incur with development of its website include: Development Costs Site Design - $.1,0000. Site Implementation - Free. The TREASURE RESTAURENTwill utilize the programming services of Studio Web, US Based Company, has 6 yea$ of experience in software development including custom programming, data management, and Web development. His skills and services are profiled at his own website: WWW.website design1 .COM. The TREASURE RESTAURENTis grateful for the significant cost savings and advice that this connection will provide. Ongoing Costs Website name registration for .COM - $.1575 per year. Site Hosting - $.300 or less per month.

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Mrbite.com Annual subscription - $.2045 Search Engine Registration - $.5000 per year. Site Design Changes - Changes in the site, such as photography costs (estimated at $.7500-$.10000 per shot), are considered to be part of Marketing and Advertising. 5.9 Web Owne$hip and intellectual property issues:

The Web site developer was an independent contractor performing a "work for hire" service under the Copyright Act. All screens, graphics, domain names, content and the look-and-feel of the site developed is owned solely by TREASURE RESTAURENTtogether with all underlying software, object code, digital programming, source code and the like. All intellectual property developed in connection with the site is owned solely by TREASURE RESTAURENT The developer, in developing the site, has not infringe or violate the copyright and other intellectual property rights of third parties. A copyright notice is displayed on designated parts of the company's site.

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6. Management Summary
The initial management team depends on the founde$ themselves, with little backup. As we grow, we will take on additional help in certain key areas. Part of our basic philosophy will be to run our executive management "lean and mean." We will not add additional overhead until absolutely necessary. This will mean that the initial staff support team will have to "wear many hats," so to speak. By doing this, we will keep our overhead as low as possible, allowing us to adequately staff our restaurant. This will also allow our business partne$ to recoup their initial investments as quickly as possible and enjoy a higher return. At present time, MR.Rajkamal is the sole individual firmly committed to the TREASURE RESTAURENT concept. Othe$, who have helped on the development of this business plan, have expressed a desire to join in this venture at the appropriate time. 6.1 Organizational Structure : Future organizational structure will include a director of food operations when sales exceed 5 million $.. This will provide a supervisory level in the kitchen. Other possible positions that might be added at a later date include marketing director, food purchasing agent, controller, director of human resources and administrative assistants. Currently, we plan to have our accounting and payroll functions done by a contracted bookkeeping service. However, we will constantly monitor this expense and at such time that it is economically feasible, bring this function in-house. 6.2 Advisory Board : The TREASURE RESTAURENT may create an advisory board to bring insight into new areas including : restaurant marketing , food specialist, and professional chefs. Also, the founde$ of TREASURE RESTAURENT have a number of contacts that could certainly provide useful guidance in our future operations. We will determine the value and compensation for the advisory board in future discussions. 6.3 Pe$onnel Plan: Besides utilizing MR.Rajkamal's skills full time, TREASURE RESTAURENTwill require the following pe$onnel: GENERAL MANAGER EXECUTIVE CHEF

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KITCHEN MANAGER COOK & PREP SERVE$ & BUS_BOY


PERSONNEL SALARY GENERAL MANAGER
EXECUTIVE CHEF KITCHEN MANAGER COOK & PREP SERVERS & BUS_BOY SERVERS & BUS_BOY 10%

COOK & PREP 13%

GENERAL MANAGER 30%

KITCHEN MANAGER 23%

EXECUTIVE CHEF 24%

PE$ONNEL PLAN YEA$ RATIO% GENERAL MANAGER EXECUTIVE CHEF KITCHEN MANAGER COOK & PREP SERVE$ & BUS_BOY TOTAL PE$ONNEL TOTAL PAYROLL 2011 0% $.22,800 $.18,000 $.16,800 $.9,600 $.7,200 5 $.74,400 2011 20% $.27,360 $.21,600 $.20,160 $.11,520 $.8,640 6 $.89,280 2012 22% $.32,832 $.25,920 $.24,192 $.13,824 $.10,368 7 $.107,136

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7. Financial Plan
TREASURE RESTUARENT is currently seeking funding in the amount of $ 50 lakh ? for the purpose of increasing market share, hiring additional cook staff, and effectively advertising and promoting its services. 7.2 Use and distribution of proceeds: Integrate new services, develop website, and expand into other markets. Produce media relations package(s); further build the brand name through marketing, advertising, and promotion; and acquire additional kitchen inventory. Funding proceeds will also be used to increase TREASURE RESTUARENT capabilities, enhance brand name, and extend TREASURE RESTUARENT delivery market area. The initial investment will be used as a "kick off" marketing budget. It is expected that from this point on the company will self finance its expansion and marketing programs. 7.3 Projected Profit and Loss : The financial projections present the company's expected financial position, results of operations and cash flow for the three yea$ ending 14/07/2011. There will usually be differences between forecasted and actual results, because events and circumstances frequently do not occur as expected, and those differences may be material. The projections reflect management's judgment of the expected conditions and its expected cou$e of action given the hypothetical assumptions. 7.4 Important Assumptions The following table details important financial assumptions. The financial plan depends on important assumptions, most of which are shown in the following table as annual assumptions. The monthly assumptions are included in the XSL files. Interest rates, tax rates, and pe$onnel burden are based on conservative assumptions. Some of the more importan underlying assumptions are: We assume a strong economy, without a major recession. We assume, of cou$e, that there are no unforeseen changes in consume$' tastes or interests to make our concept less competitive.
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GENERAL ASSUMPTIONS
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Current Long-term Interest Rate Interest Rate Tax Rate Sales on Credit % Payroll taxes Inventory turnover

2012 2011 2010

7.1.Break-even Analysis The Break-even Analysis indicates that $.468240 will be needed in monthly revenue to reach the break-even point.

BREAK-EVEN ANALYSIS: Monthly Units Break-even Monthly Revenue Break-even ASSUMPTIONS: Average Per-Unit Revenue Average Per-Unit Variable Cost Estimated Monthly Fixed Cost $.471.84 $.13584 $.333312 992 $.468240

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BREAK-EVEN ANALYSIS
12,000 10,000 8,000 6,000 4,000 2,000 $0 (2,000) Monthly Revenue Break-even Average Per-Unit Revenue Average Per-Unit Variable Cost Estimated Monthly Fixed Cost

7.2.Projected Profit and Loss The following table will indicate projected profit and loss.

PRO FORMA PROFIT AND LOSS (P&L) 2010 SALES Direct Cost of Sales Other TOTAL COST OF SALES Gross Margin Gross Margin % EXPENSES: PAYROLL Sales and Marketing and Other Expenses Depreciation Leased Equipment Utilities Insurance Rent Payroll Taxes Other Other TOTAL OPERATING EXPENSES $.74,400 $.0 $.0 $.0 $.0 $.0 $.0 $.8,928 $.0 $.0 $.83,328 $.89,280 $.0 $.0 $.0 $.0 $.0 $.0 $.10,714 $.0 $.0 $.99,994 $.107,136 $.0 $.0 $.0 $.0 $.0 $.0 $.12,856 $.0 $.0 $.119,992 $.178,320 $.53,520 $.0 $.53,520 $.124,800 233.18% 2011 $.219,334 $.58,872 $.0 $.58,872 $.160,462 272.56% 2012 $.329,000 $.82,421 $.0 $.82,421 $.246,580 299.17%

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Profit Before Interest and Taxes Interest Expense Taxes Incurred NET PROFIT NET PROFIT/SALES

$.41,472 344 $.10,198 $.30,930 17.35%

$.60,468 344 $.14,773 $.45,351 20.68%

$.126,587 344 $.31,834 $.94,409 28.70%

PROFIT & LOSS (MONTHLY)


16,000

14,000

12,000

10,000 SALES 8,000 Gross Margin NET PROFIT 6,000

$4,000

2,000

0 1 2 3 4 5 6 7 8 9 10 11 12

7.3.Projected Cash Flow The following chart and table will indicate projected cash flow.
PRO FORMA CASH FLOW CASH FROM OPERATIONS Cash Sales Cash from Receivables SUBTOTAL CASH FROM OPERATIONS Additional Cash Received Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received EXPENDITURES FROM OPERATIONS $.0 $.0 $.0 $.0 $.0 $.0 $.30,000 $.208,320 2010 $.0 $.0 $.0 $.0 $.0 $.0 $.20,000 $.239,334 2011 $.0 $.0 $.0 $.0 $.0 $.0 $.22,222 $.351,222 2012 2010 $.89,160 $.89,160 $.178,320 2011 $.186,434 $.32,900 $.219,334 2012 $.279,650 $.49,350 $.329,000

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Cash Spending (+Payroll) Payment of Accounts Payable SUBTOTAL SPENT ON OPERATIONS Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends SUBTOTAL CASH SPENT NET CASH FLOW CASH BALANCE

$.74,400 $.30,000 $.104,400 $.0 $.0 $.0 $.0 $.0 $.0 $.0 $.104,400 $.103,920 $.207,840

$.89,280 $.30,000 $.119,280 $.0 $.0 $.0 $.0 $.0 $.0 $.0 $.119,280 $.223,974 $.447,947

$.107,136 $.30,000 $.137,136 $.0 $.0 $.0 $.0 $.0 $.0 $.0 $.137,136 $.438,060 $.980,040

CASH FLOW (3 YEAR)


1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 1 2 3 NET CASH FLOW CASH BALANCE

7.4.Projected Balance Sheet The following table will indicate the projected balance sheet.

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PRO FORMA BALANCE SHEET ASSETS Cash Accounts Receivable Inventory Other Current Assets TOTAL CURRENT ASSETS Long-term Assets Accumulated Depreciation Total Long-term Assets TOTAL ASSETS Liabilities and Capital CURRENT LIABILITIES Accounts Payable Current Borrowing Other Current Liabilities SUBTOTAL CURRENT LIABILITIES Long-term Liabilities TOTAL LIABILITIES Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital NET WORTH 2010 $.1,000 $.0 $.0 $.1,000 $.3,444 $.4,444 $.30,000 $.61,473 $.30,930 $.122,403 $.126,847 $.122,403 2011 $.0 $.0 $.0 $.0 $.3,444 $.3,444 $.20,000 $.280,099 $.45,351 $.345,450 $.348,894 $.345,450 2012 $.0 $.0 $.0 $.0 $.3,444 $.3,444 $.22,222 $.666,879 $.94,409 $.783,510 $.786,954 $.783,510 2010 $.103,920 $.10,000 $.1,927 $.1,000 $.116,847 $.10,000 $.0 $.10,000 $.126,847 2011 $.327,894 $.10,000 $.0 $.1,000 $.338,894 $.10,000 $.0 $.10,000 $.348,894 2012 $.765,954 $.10,000 $.0 $.1,000 $.776,954 $.10,000 $.0 $.10,000 $.786,954

BALANCE SHEET (3 YEAR)

$800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 1 2 3 TOTAL ASSETS TOTAL LIABILITIES NET WORTH

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7.5 Business Ratios These business ratios are future estimates based upon current assumptions. Standard industry comparisons are for SIC code 5812, retail eating places.

RATIO ANALYSIS 2010 SALES GROWTH PERCENT OF TOTAL ASSETS Accounts Receivable Inventory Other Current Assets Total Current Assets Long-term Assets Total Assets Current Liabilities Long-term Liabilities Total Liabilities Net Worth PERCENT OF SALES Sales Gross Margin Selling, General & Administrative Expenses Total Operating Expenses Profit Before Interest and Taxes MAIN RATIOS Current Quick Total Debt to Total Assets Pre-tax Return on Net Worth Pre-tax Return on Assets ADDITIONAL RATIOS Net Profit Margin Return on Equity 0.00% 2010 7.88% 1.52% 0.79% 92.12% 7.88% 100.00% 22.50% 77.50% 3.63% 2011 23.00% 2011 2.87% 0.00% 0.29% 97.13% 2.87% 100.00% 100.00% 100.00% 1.00% 2012 50.00% 2012 1.27% 0.00% 0.13% 98.73% 1.27% 100.00% 100.00% 100.00% 0.44% 5.39% 3.90% 28.39% 37.68% 62.32% 100.00% 19.17% 29.21% 48.38% 51.62% Industry Profile:SIC? 6.96%

$.122,403 $.345,450 $.783,510 2011 233.18% 0.00% 46.73% 23.26% 2011 3.50% 0.87% 0.00% 395.74% 410.11% 2011 17.35% 25.27% 2011 272.56% 0.00% 37.99% 27.57% 2011 2.72% 0.00% 0.00% 761.72% 279.70% 2011 20.68% 13.13% 2012

100.00% 100.00% 100.00% 299.17% 0.00% 25.33% 38.48% 2012 2.72% 0.00% 0.00% 829.91% 134.36% 2012 28.70% 12.05%

100.00% 59.31% 39.09% 2.75% 1.59%

1.26 0.87 3.27% 54.38% 7.17% Industry $.0 0.00%

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ACTIVITY RATIOS Accounts Receivable Turnover Collection Days Inventory Turnover Accounts Payable Turnover Payment Days Total Asset Turnover DEBT RATIOS Debt to Net Worth Current Liab. to Liab. LIQUIDITY RATIOS Net Working Capital Interest Coverage ADDITIONAL RATIOS Assets to Sales Current Debt/Total Assets Acid Test Sales/Net Worth Dividend Payout

2011 11.22% 40.38 3.60% 50% 672.65% 71.13% 2011 3.63% 22.50% 2011 0.83% 2011 71.13% 0.79% 3.80% 68.64% 100.00%

2011 5.36% 109.42 0.00% 50% 0.00% 57.83% 2011 1.00% 0.00% 2011 0.57% 2011 57.83% 0.00% 1.02% 157.50% 100.00%

2012 3.58% 72.95 0.00% 50% 0.00% 38.56% 2012 0.44% 0.00% 2012 n.a n.a 0.27% 2012 38.56% 0.00% 0.44% 238.15% 100.00% n.a n.a n.a n.a n.a n.a n.a n.a n.a n.a

$.115,847 $.338,894 $.776,954

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