BBPC Business Plan Guide
Copyright 2011 BBPC
Table of Contents
A.
B.
C.
D.
E.
F.
G.
H.
I.
J.
Introduction
Cover Page
Executive Summary
Business Description
Organization and Management
Market Analysis
Products/Services Description
Funding Request
Financial Data
Appendix
Introduction
Congratulations on your decision to become an entrepreneur. Starting a
business can be one of the most rewarding feelings a person can experience.
This book will guide you the process of writing your business plan.
The following is a list of the main components of any business plan. While
the order may vary depending preference, each of these components will
always be included in your plan.
A. Cover Page
B. Executive Summary
C. Business Description
D. Organization and Management
E. Market Analysis
F. Products/Services Description
G. Funding Request
H. Financial Data
I. Appendix
Now that we have a list of business plan components, lets look at each
component separately.
COVER PAGE
The cover page should include the following:
A. Company Name
B. Logo
C. Contact Person
B. Address and Phone Number
D. Confidentiality and Nondisclosure Statement (optional)
An example of a cover page is shown below.
Brooklyn’s Bar and Restaurant
October, 2008
________
Business Plan Copy Number
Principals:
James Martin, Jane Johnson, Greg Blanks
2700 E. North Ave.
College Town, WI 53211
This document contains
Confidential & Proprietary Information
belonging exclusively to Brooklyn’s Bar and Restaurant, LLC
EXECUTIVE SUMMARY
The executive summary is the first part and most important part of the
business plan. It is the first and depending on the reader maybe the only part
of the plan to be read. Potential lenders and investors look at your
executive summary to quickly decide if your plan interests them or not. It's
the first thing your readers see; therefore, it is the thing that will either grab
their interest and make them want to keep reading or make them want to put
it down and forget about it. The goal of the executive summary is to:






Describe the Business
Identify the stage of the company and strategic direction
Describe product market and company marketing plan
Provide background of the company’s management
Provide company’s revenue and profit expectations
Convince the reader that there is a need for your service or product
You should take the time necessary to prepare a dynamic executive
summary that includes all of the components listed below:
1. The Mission Statement -- The mission statement briefly explains the
thrust of your business. It could be two words, two sentences, a
paragraph, or even a single image. It should be as direct and focused
as possible, and it should leave the reader with a clear picture of what
your business is all about.
2. Date the business began
3. Names of the founders and the functions they perform
4. Number of employees
5. Location of the business and any branches or subsidiaries
6. Description of plant or facilities
7. Products manufactured/services rendered
8. Banking relationships and information regarding current investors
9. Summary of company growth including financial or market highlights
Summary of management's future plans.
With the exception of the Mission Statement, all of the information in the
Executive Summary should be brief. Remember, you will be explaining
each component in depth through the rest of the plan. The executive
summary should be no longer than 3 pages long.
Although the executive summary will be the first thing potential lenders or
investors read, it should be the last section you write. The executive
summary is a summary of your business plan and will be easier to compose
once you have written the body of your plan. Below is an example of an
executive summary:
Executive Summary
Company Overview
Brooklyn’s Bar and Restaurant is a hybrid restaurant/music venue combining great food and the
warmth and familiarity of your local bar with the best parts of the live music experience.
Brooklyn’s Bar and Restaurant will be smaller version of the popular national chain House of
Blues.
Brooklyn’s Bar and Restaurant is the collaboration between marketing professionals Jane
Johnson and Greg Blanks, and James Martin former owner of Brooklyn café. Brooklyn’s Bar and
Restaurant will operate as a DBA under company name of Brooklyn’s Bar and Restaurant
Entertainment, LLC. Jane Johnson, Greg Blanks and Martin will serve as the principal owners.
Johnson was the inaugural director of marketing for Worldwide Marketing Services and Blanks
has over a decade of experience producing small and large-scale events. Mr. Martin offers over
ten years of business management ownership experience. We have selected the company’s
principals to operate Brooklyn’s Bar and Restaurant based on their extensive experience creating
community friendly events and entertainment. Each of the principals possesses current and past
business ownership and/or management experience.
Market Overview
Commonly referred to as the “brew city”, the “cheese state”, or the “city of festivals”, College
Town has a well-deserved reputation for combining good food, good drinks and great music into a
singular experience. Brooklyn’s Bar and Restaurant will recreate that experience by providing
affordable food and drinks; high quality sound for live concerts, and the best entertainment
schedule in the city.
Eight years into this new millennium College Town is realizing a renaissance of sorts as more
young professionals are deciding to reinvestment in College Town’s urban infrastructure. New
Condos and a revitalized downtown are attracting College Town’s culturally eclectic residents
back to the city.
College Townans want their nightlife options to reflect their diversity of interest. Brooklyn’s Bar
and Restaurant’s unique blend of small plate dining and live entertainment will establish
something we call a “consumer matrix.” If you take food out of the equation, you've still have a
great club. If you take out the club, you've still got a great restaurant. And if you take both out of
the equation, you’ve got the best music venue in the city. The viability of this type of venue is high
in part because:
1) There is a void in the live music scene and venues that provide concert quality sound
are at a minimum.
2) Young professionals are moving back to the eastside/downtown area of College Town.
These consumers are looking for a nightlife experience that can cater to their diverse
interest.
3) The market for multi-functional entertainment establishments has tremendous growth
potential.
We’ve selected a prime location in which our target audience will be both accessible and
abundant. The former Garage located at 2700 E. North Ave. allows us to market to our focus
audience with ease. The building stands just west of East ST. and a couple blocks east of
Capitol street on the North Avenue club strip. This 6,438 sq. ft structure will house a large bar,
concert size stage, lounge, dance floor, kitchen, and dining area.
Business Concepts & Strategies
Our media and marketing strategy has been honed over years of touring with local bands and
promoting local clubs. We will utilize our experience working with print, television and various
online media.
The collective experience of ownership provides a unique understanding of the market and the
competition. Our competitive analysis critiques fifteen different establishments and examines the
pros & cons of College Town’s most popular night spots.
Based on the size of our market and our defined market area, our gross profit projections for the
first year are $1,578,000. Our ultimate goal is to create a profitable business that positively affects
the city’s nightlife, making College Town a destination spot instead of “drive through scenery” to
and from Chicago.
Capital Requirements
Brooklyn’s Bar and Restaurant Entertainment, LLC is seeking funding of $731,090 for the
acquisition and renovation of the property, as well as the purchase of equipment furniture and
fixtures. An additional $110,000 equity investment will be raised as operating capitol. The
estimated total cost of the project will be $841,000.
Business Description & Vision
This is the body of your business plan and should include detailed
discussions of the following subjects:
A.
B.
C.
D.
E.
Mission or vision statement
History - a brief overview of the history of the company
Current Status of Company (start up or growing)
The Product or Service Concept
Business Objectives
Below is an example of what the business description should include.
The Business
Business Description
Our business model emphasizes effective operations, marketing, and quality food and customer
service. The diversification of products and services will generate revenue and profit. These
services include food, beverages, entertainment, and corporate event planning and corporate
sponsorship.
Mission Statement & Vision
The mission of Brooklyn’s Bar and Grill is to fill a void in College Town’s urban nightlife scene by
offering the best live music, dining and casual nightlife experience in one central location.
Utilizing the popularity of the North Ave. area, east of Capitol ST., Brooklyn’s Bar and Grill will
capitalize on a growing demographic of mature, young professionals who have chosen to make
College Town’s east side and downtown area their home.
Business Goals and Objectives
Brooklyn’s Bar and Grill's goal is to build a loyal customer base by marketing to the areas’
residents. Brooklyn’s Bar and Grill plans to target this demographic largely through radio, print,
online advertising, and street team promotion. Our plan for Brooklyn’s Bar and Grill is to utilize
the potential multiple streams of revenue to produce profits. These revenue streams include but
are not limited to:
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Food and beverage sales for the restaurant component.
Corporate sponsorships (sponsorship of events produced by Brooklyn’s Bar and Grill)
Alcohol sales
Door/ticket receipts
Corporate events and parties
Building rental fees
Facility
Brooklyn’s Bar and Grill’s location is what makes the multi-functional vision of Brooklyn’s Bar and
Grill possible. Located at 2700 E. North Ave, the 6,438 sq. ft structure will house a large bar,
concert size stage, lounge, dance floor, kitchen, and small dining area consisting of movable
tables and chairs that can be stored away.
The space will allow us to be very creative when creating the various aspects of the interior and
exterior design. For example:
Interior
Kitchen – We will build the type of kitchen facility that will allow for fast food prep and
service; a small, clean working environment that can be run by any of the staff, including
owners. The bulk of our food business will focus on meals that can be prepared in 10
minutes or less.
Bar – A properly designed bar is essential to creating an efficient service flow for the
entire club. Brooklyn’s Bar and Grill’s owners will design a bar that is not only large
enough serve numerous patrons, but allows servers to get drink orders in/out quickly.
Stage/Sound System – The stage will be built to accommodate a full live band (up to 8
musicians) and DJ with room for an adequate number of speakers and equipment. The
sound system at Brooklyn’s Bar and Grill will and sound proofing of the venue will focus
on providing the best live music experience possible. A significant part of our overall
budget will be spent on concert level sound equipment.
Lighting – A combination of club mood lighting and concert style automated spot lighting
will be used to create a mood of a cozy local lounge for certain settings and a major
concert event for our live performances.
Exterior
Garage doors - The building has three garage doors, with one in the front of the building
on the North Ave. side and two on the west side of the building. These doors will allow
us to greatly extend the appeal of the club during the spring and summer months. Many
of the most popular clubs have used garage style doors to attract party goers during hot
weather.
Parking lot – The facility currently has a small parking lot adjacent to the building. A well
lit, secure parking lot can make patrons feel more comfortable as they approach the club
and allows for easy access for musicians to load/unload equipment.
Building revitalization/Signage – Professional signage and a contemporary design will
give the building, which is currently an eye sore a fresh look increasing the property value
of the building and the neighborhood.
Organization Structure and Management
This section helps the readers get to know the company’s ownership and key
personnel. It should include all of the following:
A. Key Personnel -- describe the qualifications and responsibilities of
management. The quality of management is often the key factor in
obtaining debt or equity funding.
B. Other Personnel
C. Directors and Advisors
D. Professional Advisors.
E. Key Future Personnel
F. Forecasted Labor Force
Below is an example of the organization structure and management section:
Management
Brooklyn’s Bar and Grill will operate as an LLC DBA Brooklyn’s Bar and Grill Entertainment
Venue. The principals of the business will consist of the management team as well as several
key investors. The executive team will manage the business in a day-to-day basis while
consulting with the principals on a quarterly basis. Brooklyn’s Bar and Grill, LLC is building the
Board of Advisors with individuals from diverse backgrounds to help us oversee the general
management of the business:
Executive Team
Greg Blanks - Owner (30)
Greg Blanks possesses ten years experience in management, promotions and fund development.
In 1998, Greg Blanks founded a student organization combining Education and Entertainment at
the University of College Town. Over a 3 year period he obtained $150,000 in funding in public
and private foundations; a feat that had never been accomplished in the 115 year history of the
school.
Jane Johnson – Owner (29)
Jane may be best know locally as one fourth of Rock Band Oracle Rising. Through this group
Jane toured the country, gracing the covers and pages of numerous local and national magazines
over the past 5 years. Defining herself through a new and daring vision of what a multi-faceted,
young woman can be, Jane has become one the city’s rising stars in event planning and
promotion. She was the inaugural director of marketing & public relations for Radio College Town
, helping to get the upstart radio station off the ground in 2007. Jane is currently director of
marketing & corporate relations the Brookside Communications, an entertainment and
promotions company based in College Town
James Martin – Owner (33)
James Martin possesses over 17 years of customer service and management experience. For
10 years Mr. Nation worked for Johnson Entertainment Corporation including 3 years as general
manager, where he managed a staff of 40 +. After honing his skills as a general manager with
Johnson Entertainment Corporation, Mr. Martin began his own start-up venture in 2001 when he
opened Brooklyn Café. Brooklyn served as centrally located neighborhood hub until it officially
closed its doors in 2006.
Marketing
The marketing plan is one of the most important parts of your business plan.
It will be separated into 2 sections; 1) Market Analysis which illustrates your
knowledge about the particular industry your business is in and 2) Market
plan which explains how you plan to use your market analysis to sell your
product. It should also include a summary of any marketing research data
you have collected; however, the market data itself should be included in the
appendix.
An outline of a marketing plan is shown below:
1) Market Analysis
A. Overall Industry or Market description and outlook
This section should include: a description of your primary industry,
the current size of the industry as well as its historic growth rate,
trends and characteristics related to the industry as a whole (i.e., What
life cycle stage is the industry in? What is its projected growth rate?),
and the major customer groups within the industry (i.e., businesses,
governments, consumers, etc).
B. Target market information
Your target market is simply the market (or group of customers) that
you want to target (or focus on and sell to). When you are defining
your target market, it is important to narrow it to a manageable size.
Many businesses make the mistake of trying to be everything to
everybody. Often times, this philosophy leads to failure.
Your target market information should include information about your
targeted customers including:
1.
2.
3.
4.
5.
6.
7.
Age
Gender
Education
Income
Sex
Marital Status
Employment status
C. Competitive Analysis
Your competitive analysis will identify your competition by product
line or service and assess their strengths and weaknesses. In your
analysis you should identify all of your key competitors for each of
your products or services as well as any barriers to entry that you
may encounter. Identify any indirect or secondary competitors that
may have an impact on your business' success as well. Your
competitive analysis should also explain what separates you from
your competition.
2) Marketing
A. Marketing Strategy
The marketing strategy should describe how you plan to promote
and sell your product using your market analysis. Some things to
consider when creating your plan are:
1. Pricing: What will be the price point(s) for your product or
service?
2. How does your price point(s) compare to your competitors' and
why?
3. Does the price point(s) cover your costs while leaving you a
reasonable profit margin?
4. Distribution: How will you get the product/service to your
customers in the time necessary for the sales levels your plan
projects?
5. Advertising and promotion: How will you let potential
customers know about your product or service?
6. How do you know this advertising or promotion scheme will be
effective?
7. How much does it cost?
8. Are those costs consistent with standards in the industry in
which you'll operate?
9. On what basis will you compete: Quality, price or selection?
B. Survey Results
Surveys are a good way to support your market data. You can
survey groups of people and compile the results to provide support
for your thoughts. Surveys should be short and look to support a
specific point such as the target market's desire to purchase your
business' products or services. Be sure to focus only on the results
of these tests. Any specific details should be included in the
appendix.
An example of a marketing plan is shown below:
Marketing Plan & Strategy
For the past 5 years, Wisconsin restaurants have seen exceptional growth with yet still more
room to grow. In 2007 the National Restaurant Association reports that Wisconsin restaurants
accounted for $6.5 billion in sales with an expected increase to 6.8 billion in 2008. The desire to
enjoy entertainment while dining
The area surrounding Brooklyn’s Bar and Grill provides a built in consumer base for this venue.
Our targeted area will primarily be, but not limited to, the eastside, downtown and the near south
side area of College Town. North Ave., east of Capitol ST. Ave. and West of Lake Dr. is a hotbed
for young professionals and college students. Brooklyn’s Bar and Grill is located a half a block
away from UWM dorms, the North Ave. “club strip”, and newly developed condos (off of Capitol
ST. Ave., and water St.). Brooklyn’s Bar and Grill will also target employees of the businesses
within its immediate surrounding with after work specials.
Currently, nearby bars like Cush, BBC, Vitucci, Decibel, CANS, and Judges serve the bar of
needs of the aforementioned community. However none of those establishments have the
capabilities to fulfill the dining, live music, beverage, and game watching needs throughout the
week in one venue like Brooklyn’s Bar and Grill. Those venues primarily serve as casual drinking
establishments, while Brooklyn’s Bar and Grill will produce major events and weekly parties.
Customer Profile
Our primary target customer will be the working professional with an average age range of 25-44,
located near College Town’s the east side/downtown. This customer type enjoys occasional
dining out as a form of entertainment and social activity. Brooklyn’s Bar and Grill will also target
employees of the businesses within its immediate surrounding with daily lunch and after work
specials. Brooklyn’s Bar and Grill has developed a marketing plan especially focused on this
target population.
Most of our customers fall within these parameters:
Primary Customer Market
Age: 25-44
Income: $20,000-$124,999
Employment: Blue/White collar Professionals
Education: Some college/Degreed
Marital Status: Single/Married
According to 2007 College Town county census information, there are 155,735 employed
individuals that fall within our targeted age and income audience. Of the 155,735 people,
approximately 57% fall within our targeted education range for a total targeted market of 88,768
people. Using the following marketing, advertising, and promotion strategies, we plan to attract
approximately 7.25% of our targeted market monthly via repeat and new business.
Media & Marketing Objectives
1. Establish Brooklyn’s Bar and Grill as the most popular mid-level music venue in College
Town
and surrounding areas.
2. Develop a weekly schedule that creates consistent revenue from a diverse
demographic.
3. Create a loyal following for specific events and nights, as well as the venue in
general.
4. Develop and maintain a corporate customer base that uses our facility for
business events.
Media & Marketing Strategies
1. Establish a visual presence for Brooklyn’s Bar and Grill through print, television and online
media.
2. Identify working professionals and organizations as a target market.
3. Utilize popular DJs, performers, host and club promoters to generate
awareness for venue.
4. Create events that bring a level of excitement that carries over to other
weekly events.
Advertising & Publicity (Medium/higher cost promotional services)
Over the years Johnson and Blanks have been able to establish valuable contacts in local print,
television, radio, and online media. Brooklyn’s Bar and Grill will combine standard & innovative
marketing strategies to reach its targeted customer, such as:
Local radio promotion
Brooklyn’s Bar and Grill will advertise through stations with similar targeted demographics.
Print media
Press kits and releases will be sent to all print media for grand opening and all major events,
along with the occasional paid ads.
Street Team Promotion
Brooklyn’s Bar and Grill will solicit the services of local club promoters to distribute thousands of
flyers and posters throughout the city.
Internet
A professional presence online is an effective tool for raising awareness about your business.
The Brooklyn’s Bar and Grill web site will be an integral Jane in the marketing of the venue. In
addition to our official web site Myspace and Facebook provide us a captive audience of several
thousand College Town area event and party goers.
Promotions (Low cost/No charge promotional services)
Word of mouth
“Word of mouth” advertisement is still the best and most reliable way to get your product or
services to the general public. The hip factor, quality of service and overall reputation of a
Brooklyn’s Bar and Grill can fuel positive word of mouth. Coupled with other marketing efforts,
word of mouth will be an essential crowd drawer for Brooklyn’s Bar and Grill. People are more
willing to check out a club highly recommended by their friends, peers, or relatives.
Events marketing
Club events organized by themes will be an essential marketing tool for Brooklyn’s Bar and Grill.
We will host large-scale, indoor/outdoor events, frequent concert-style shows, product release
parties, etc.
Business to business Marketing
Targeting travelers and businessmen visiting the area will be a major part of our promotional
outreach. Travelers are often on the lookout for places to hang out at night to relax, unwind, and
check out the hottest spots in the area. Brooklyn’s Bar and Grill will reach marketing partnership
deals with hotels in order to place our brochures in their lobbies and guest rooms. We will also
buy some ad space at Mitchell International Airport.
Media coverage
Johnson and Blanks will also secure magazine, television, and radio interviews and features,
which are free of charge. Both Johnson and Blanks have been featured on every local television
station (Positively College Town, Fox in the morning, etc.), in every local paper (Community
Journal, College Town Courier, College Town Journal-Sentinel, etc.), and on several radio
stations (v-100, Radio College Town, 1290, etc.).
E-mail & text messaging marketing:
With an extensive mailing list consisting of thousands of e-mail and text messaging contacts we
can reach any demographic about an event within a few days.
Preliminary Entertainment Schedule
MONDAYS
Monday Night Football (August to January) – Featuring live football on all television screens.
Includes drink specials and a small appetizer buffet.
Open Date (January to August) – Monday nights will be left open for booking and special events
TUESDAY
“Poetry Unplugged” – Hosted by nationally recognized poet extraordinaire Kwabena Nixon,
“Poetry Unplugged” is the one of the most popular open mic poetry showcases in the country.
This event has routinely draws between 100-150 people every Tuesday night for more than 5
years.
WEDNESDAY
“Ladies Night” – Ladies night features food and drink specials. Every lady will receive one drink
ticket redeemable for a $5 or less drink, and half off other designated beverages.
THURSDAY
“College Night” – Drink specials directed at 21 & up age college students (beers, tequila, Jager
bombs, etc.) from UWM, Marquette, MSOE and all other area college students. Alternate
Thursday’s will feature live entertainment.
FRIDAY
“No Request Fridays” – The No Request DJ crew is one of College Town’s most popular DJ
collectives. Over the past 3 years they have created weekly events at venues like Troccadero,
Hi-Hat Garage, Moct, and The Social with great success. No Request specializes in building a
loyal following for their particular night; this following subsequently follows them from club to club.
Various Friday’s may feature live entertainment.
SATURDAY
“S
Saturday Night Live” – Live music performed by the best bands from around the city and the
nation every Saturday Night.
SUNDAY
“Urban Hang Suite” – DJs and bands play the best in Neo-Soul, Old School R&B, Blues and live
jazz for College Town’s older, mature crowd. Live Entertainment will be booked on a request or
special event basis.
Competitive Analysis
In order to achieve our goals of the city’s most versatile nightlife location we have examined the
pros & cons of College Town’s most popular night spots. Each venue is split into a specific
service category by which we can compare.
 Table: Exhibits which type of venue (the top row) is best suited in providing specific services
(left column).
Great = venue specializes in providing the service.
Good = venue does a decent job of providing those services
Average = venue is not best equipped to provide services but still does.
Poor = venue is poorly equipped to provide services.
RESTAURANTS
Good Life
A small but exquisitely comfortable eastside restaurant that serves authentic Caribbean food.
Verdict: Great place to get jerk chicken and a drink. If you are not into Jamaican cuisine,
then you will not be visiting.
Brooklyn’s Bar and Grill concept: Although our menu will be completely different we will
incorporate the same laid back yet elegant atmosphere for our dining area
Bayou
The best upscale Louisiana style/seafood locales in town. Upscale without being pretentious
Bayou is a great place to take a date or have a business dinner.
Verdict: Great looking restaurant in a great location. Bayou is not everyday dining; you
wouldn’t go just to get a quick bite or casual dining.
Brooklyn’s Bar and Grill concept: Take the upscale yet comfortable feel and juxtapose it
with casual dining style food that will appeal to young professionals on the go.
Noodles & Co.
In about 5 minutes or less you can get a proper bowl of pasta or salad on your lunch break or
on your way home from work. Noodles and Co. is one on the highest quality “fast food”
restaurants around.
Verdict: “Fast food” that tastes slow cooked, full of flavor and inexpensive. Not a place
you want to go for a night out on the town.
Brooklyn’s Bar and Grill concept: You can get a great high quality meal within 10 minutes
or less, in a swanky downtown club environment. We will become a place to get a bite
before a night out on the town.
Qudoba
One of the most popular “fast food”, late night spots in the city. Qudoba has 4 locations on
the eastside/downtown alone. Mammoth size burritos filled with fresh ingredients that won’t
put a dent in your wallet.
Verdict: Great for college students and late night party goers, not a place you want to go
for a night out on the town.
Brooklyn’s Bar and Grill concept: Market a low cost, late night menu to the college
students and our live music customers.
Beans & Barley
College Town’s best known health conscious grocery store and restaurant. With a plethora
of vegetarian options Bean & Barley allows meat eaters and tree huggers to dine out
together.
Verdict: Great mix of vegetarian and non-vegetarian items for health conscious
consumers. However, B&B closes earlier in the evening and has more of a corner deli
feel.
Brooklyn’s Bar and Grill concept: Offer vegetarian substitutions for all traditional meat
filled cuisine.
LIVE MUSIC VENUE
Stonefly Brewery 735 E. Center (250 person cap.)
BBC 2022 E North Ave (175 person cap.)
Both are great bars that produce weekly shows, with loyal followings. Every local musician
has played at least one of the venues at some point. Neither one has better than average
sound; but both serve quality bar food.
Verdict: Decent music venues with average sound; not commonly used for parties or
major events due to size and setting.
Brooklyn’s Bar and Grill concept: Keep the same comfortable “everyman” feel without
compromising a more upscale ambience. Sound will be a primary focus that will allow us
to supplant them both as the most popular locations for bands.
Shank Hall 1434 N Farwell Ave (200 person cap.): One of the best venues in College Town
for quality sound. Shank’s focus is strictly on booking local and regional bands with no ability
to serve as a local bar or club. Shank serves a primarily older population which limits its
reach to alternative crowds.
Verdict: Good place to see a show if you’re not into dancing or partying as much.
Decent sound but nothing else that would separate it from anywhere else
Brooklyn’s Bar and Grill concept: Better sound, better décor; a more versatile version of
a small concert hall. Why not make the same location you go to for a good show, the
place you party or go to get a drink after work.
Turner Hall 1034 N. 4th St (900 person cap.); College Town’s version of House of Blues,
Turner Hall can house mid-scale and larger scale concerts from regional and national acts.
Although it has been renovated, Turner Hall still doesn’t have a great sounding room.
Capable of great shows, Turner Hall is neither a club nor bar and does not offer the intimacy
of a Stonefly or BBC.
Verdict: Great space to see a show, although the sound is average at best. Not a daily
destination venue.
Brooklyn’s Bar and Grill concept: Take the hard wood floors and vintage, old world feel
and put it into a smaller intimate setting.
BAR/CLUBS
Martini Mikes 730 Old World (300 person cap.): A great looking lounge that doubles as a
Sports Bar and club. Martini Mikes is the closet example of the possibilities of Brooklyn’s Bar
and Grill. They have beautiful interior design, a full service kitchen, and a large bar. The only
problem is if a local promoter isn’t throwing a party no one really goes there. Martini Mikes is
often empty and had to close their kitchen due to the lack of business their food garnered.
Verdict: Great space to get a drink, but business is determinate on what’s going on
around the city. The bar is nice looking but isn’t functional for large crowds. Sound
system not equipped for live performances.
Brooklyn’s Bar and Grill concept: Keep the look and feel but put in a stage and state of
the art sound. Book the best DJs, bands and poets to bring audiences every night of the
week. Supply a small menu that compliments our audience of music and party goers; no
expensive lobster or steaks.
MOCT 240 E Pittsburgh Ave (250 person cap.); Converted warehouse located in the third
ward section of downtown, MOCT is one the city’s most popular large scale clubs. MOCT
originally started out as a bar/restaurant but was later marketed as bar/club. The high ceilings
and stone and metal décor make for a beautiful, yet rugged ambience but make decent sound
quality nearly impossible. Not to mention MOCT does not have much in the way of a sound
system. The three large garage doors allow for the party to spill onto the side walk with ease.
Verdict: Great space to get a drink, bad place to hear a show.
Brooklyn’s Bar and Grill concept: Take the long stoic bar and the great art fixtures
aligning the walls, while sound proofing every inch of the venue. A lower ceiling will
increase sound capabilities.
Cush North Ave. (100 person cap.): This small night spot is perhaps the most successful of
all of the aforementioned venues. Cush has done a great job over the years of growing
slowly but surely, careful not to out grow or over estimate their audience. Cush is a bar/club
hybrid with limitations based on its size but not on its imagination. Garage doors make it
another great summer destination.
Verdict: Great space to get a drink and meet friends. Space is not conducive to live
performances, and expansion is not an option.
Brooklyn’s Bar and Grill concept: Use the same patience in slowly building and
expanding the look and feel of the venue as the clientele evolves. Use televisions and
projectors to keep a lively feel while not over illuminating the entire space. Allow space
for an outdoor patio or at least an outdoor presence that invites passerby’s to come in
and see what’s going on.
618 Live on Water 618 N Water St (400 person cap.): 618 is a bi-level club with good
sound a decent size stage and lighting capacity. Much like Martini Mikes, 618 Live is another
close example of the possibilities of Brooklyn’s Bar and Grill, it is big, beautiful and multi
functional. With that said they aren’t very busy but one or two days out of the week. They
have limited but loyal following that primarily visits on Saturdays or for special events.
Verdict: Great space for big club nights and concerts in a club setting. 618 doesn’t book
local bands and doesn’t have much of a presence any other night of the week other than
Saturday.
Brooklyn’s Bar and Grill concept: A weekly schedule including the best local DJs, bands,
will keep our space filled throughout the week, even on secondary nights like Sunday,
Tuesday, and Wednesday (see: weekly schedule).
Eve 718 N College Town St. (400 person cap.): The elite standard of clubs in College
Town. Eve is a bi-level downtown club that will have a line forming down College Town street
any given weekend. Once a restaurant Eve no longer serves food, and although Eve is one
of the best clubs you will find in College Town, it isn’t ideal for live performances of any kind.
Verdict: Top of the line as far as clubs go, but other than the weekend people rarely go
there. Eve caters to a high end crowd and tends to shun the average consumer who is
not a “VIP”. No capacity for live performances
Brooklyn’s Bar and Grill concept: Duplicate the pain staking attention to detail that the
owners of Eve have put into designing their venue, but with a focus on multi-functionality
and comfort. We will keep our standards for our guest high (i.e. behavior, proper dress,
etc.), but we will not discriminate based on someone’s looks or perceived income.
Questions 3041 W. North Ave. (400 cap.); Big, but not the best looking club you’ve ever
seen. Questions is one of the most popular Northside clubs because has a relaxed dress
code and overall club environment. Questions is one of the few big clubs that can sustain
multiple club nights throughout the week. Is well known for pricey drinks and a bar that is
hard to get service from.
Has capability for performances with a big stage and sound system, but the sound is subpar at best.
Verdict: Big club that has things going several nights of the week. Sound is below
average and drinks to expensive.
Brooklyn’s Bar and Grill concept: Create a serviceable bar, a better looking stage and
adequate concert level sound.
Decibel/Deep bar 1905 E North Ave (250 person cap.): One of the newest clubs to the
North Ave strip, Decibel/Deep Bar is two sided club; one part a cozy, swank lounge, the other
side, posh dance club. The bar does light business throughout the week and both sides of
the club do very well on the weekends. Does not serve food and has no capacity for live
performances.
Verdict: Great space to get a drink and meet friends. Great club if you are into high
energy dance music. The separation of Deep Bar (lounge) from Decibel (club portion)
allows for multi-functional event environments.
Brooklyn’s Bar and Grill concept: Keep similar concepts on the style and design of the
venue while focusing on live performance capabilities. Use the separate spacing idea in
designing a space that can serve different crowds at the same time.
Pricing
The pricing goals of Brooklyn’s Bar and Grill are to provide competitive, affordable prices, while
maintaining an effective profit margin. We believe that we can maintain a cost of good
percentage of 34% for foods and of 25% for beverages (including alcohol). All meals on the
menu will be $10 or less, a selling point for money conscious diners. The average price point will
be $10 for our food items and $6 for beverages (including alcohol).
Product and/or Services
The products and services section should include a description of each
product and service you plan to provide. An outline of this section is listed
below:
1.
2.
3.
4.
Describe each product or service
Production Requirements and Process (if any)
Quality Assurance Measures
Contingency Plans
An example of this section is shown below:
Products and Services
Brooklyn’s Bar and Grill will provide several services which will serve as the key components to
generating revenue. Those services will include;
1.
2.
3.
4.
5.
food
beverages
entertainment
corporate event planning
meeting/gathering space
Products
Brooklyn’s Bar and Grill will provide several products & services which will serve as the key
components to generating revenue. Those services will include;
Food
Brooklyn’s Bar and Grill will fuse together small plate dining and live entertainment into a singular
environment. The menu will be appetizer style entrees, which is ideal for catering to our target
market.
Food service will begin around 5pm to coincide with after work/“happy hour” specials. Limited
food service will end around 1am to accommodate late night patrons.
Our plan is to select several signature appetizer style entrees that go well with alcohol. We will
offer bar staples such as,
- Burgers (beef, veggie)
- Nachos (beef, chicken, veggie)
- Wings (chicken, Tofu)
- Grilled Cheese/Deli Sandwiches
- Veggie Wraps
- Mac & Cheese
- Green Salads
- Coleslaw
- Potato salad
- Waffle Fries (regular, seasoned)
- Chips & Salsa
Daily food specials will be offered in conjunction with drink specials to generate interest in certain
entrees and to help generate traffic. Brooklyn’s Bar and Grill will offer vegetarian alternatives
and substitutions to cater to College Town’s vegetarian population. Our goal with Brooklyn’s Bar
and Grill is to bring an affordable, yet fun experience similar to Applebees or TGIF.
Food and beverage supplies and inventory will be ordered bi-weekly through Sysco foods. We
have selected Sysco because of their reputation of providing quality products in a timely manner.
Additionally, Sysco has the ability to provide the necessary assistance to insure proper product
pricing. Alternate suppliers have been researched should Sysco not be able to cater to the
needs of the business. Alternate suppliers include Reinhardt foods and Us Foods. Other items
may be purchased through Restaurant Depot or Sam's club on an as need basis.
Beverages
The Restaurant and bar area of Brooklyn’s Bar and Grill will provide a selection of beverages
including the most popular brands of high-end alcoholic drinks in addition to sodas, juices,
flavored waters, teas, and coffees. Primary non-alcoholic beverages will be supplied by local
Coca-Cola or Pepsi vendors, alcoholic beverages will be purchased through one of the areas
local vendors.
Services
There will be 5 main services offered by Brooklyn’s Bar and Grill: 1.) Entertainment services 2.)
Food services 3.) Bar services 4.) Corporate event planning
5.) Meeting/gathering space

Entertainment: The entertainment component of the venue will reflect College Town's
diversity; A club that caters to music lovers of every genre (dance, rock, pop, jazz, soul, R&B
and Hip-Hop). Whether we book DJs, poets and live bands or comedians and speakers, all
forms of viable sources of entertainment will be discovered.
A full entertainment schedule consisting of daily events including: bands, DJs, poets, sports
themed parties, etc. will be booked. In addition to its' fine dining and atmosphere, Brooklyn’s
Bar and Grill will provide its guest with entertainment from various cultures and genres.
Under our current layout the dining area for Brooklyn’s Bar and Grill will occupy 3162 sq. ft
including a hall, bar, and sound system. In addition to dining, this area will provide open to
public and private performances featuring live acoustic, pop, hip-hop, Jazz, reggae, poetry,
and neo-soul performances nightly. A combination of national and local artists will be
featured performers. Additional uses include receptions, private parties, fashion shows,
comedy shows, and film features.
Brooklyn’s Bar and Grill will differ from surrounding restaurants because of its ability to
feature live entertainment and host private events. Live national and local acts will be
featured as an additional draw to the restaurant.

Dining: Food quality will be an important ingredient to the success of our nightclub. We will
offer a simple menu with traditional bar appetizers such as nachos or wings while customers
drink, dance or simply enjoy themselves. Food service will be available in our small dining
area as well as at the bar area. The dining area will be a movable set of tables, chairs and
couches.

Bar: There will be at least one dedicated area for the bar. We will develop another small
bar area based on the official capacity set by the city of College Town. Brooklyn’s Bar and
Grill’s bar area will be an additional dining area for those sports fan who want to watch the
Packers game on a large screen while snacking on chicken wings and Mac & Cheese.
The bar’s inventory will reflect its customers taste and will cater to their needs as they
communicate them to us. The bar will carry an assorted selection of beer, wine, and liquor
as well as an assortment of non-alcoholic beverages (tea, soda, coffee). The variety will be
based on the desires of our patrons. Items that prove to be most popular will be stocked
more frequently; like wise those brands that are not as popular will be available but in smaller
quantities. Specialty beers and wines will be available for special events, but may be offered
more frequently if proven to be top selling items.
The bar area of Brooklyn’s Bar and Grill will feature HDTV televisions to accommodate major
sports events. It will also house a pool table, domino tables, a juke box and dart boards.

Corporate event planning: Whether it is a holiday party or an annual company outing,
Brooklyn’s Bar and Grill’s event planning professionals will market the facilities capabilities to
corporations around College Town. Ms. Johnson and Mr. Blanks can design custom events
for companies of any size.

Meeting/gathering space: Brooklyn’s Bar and Grill will be available for casual group
meetings as well as larger rental bookings with food & beverage service available.
Brooklyn’s Bar and Grill’s food & beverage service will help to attract business but door receipts,
rental fees for corporate events and bar service promises to be the most lucrative sources of
revenue. However, the ability to create multiple streams of income (i.e. artist booking, private
parties, non-alcoholic beverages, food) increases our capacity to be profitable.
While other area establishments have seen somewhat successful in providing night
entertainment in various forms, our goal is to separate ourselves from these establishments by
providing a higher level of live and themed entertainment.
Financial Data
The financial data section provides a snapshot of your company’s
profitability potential. It helps the reader understand the current financial
health of a company and what direction the company is heading financially.
The financial data section is separated into 2 sections. The financial
summary which explains your final projections in words, and the financial
projections. Financial projections typically consist of 3 primary projections
and few optional projections. The 3 primary projections are the Income
statement, Balance Sheet, and cash flow summary. Typically, investors look
for 5 years of projections for each. We recommend using a software or
template such as BBPC to create your financial projections.
An outline of the financial data section is below:
A. Current Financial Position
B. Accounts Payable
C. Accounts Receivable
D. Cost Control Measures
E. Break-Even Analysis
F. Financial Ratios
G. Financial Projections
1. Income Statement
2. Balance sheet
3. Cash flow Projections
An example of the financial data section is shown below:
Financials
Brooklyn’s Bar and Grill expects to generate over $300,000 in revenues in year one based on its
business model, which places an emphasis on effective operations, marketing, and quality food
and service. Sales are expected to increase to $670,000 in year two, based on increased food,
drink and entertainment revenue, as well as operations modifications. By year three revenues
are anticipated to grow to $750,000 dollars as a result of increase location awareness and
additional advertising and marketing.
The sales projections for Brooklyn’s Bar and Grill are based on the projected number of patrons
multiplied by the average ticket, food, and beverage price. The average beverage price will be
$6.00 while the average food price will be $10.00. We anticipate that on average patrons will
purchase a dinner and two beverages for a total average receipt of $22.00.
The projected number of patrons is based on attendance numbers from current and past events
hosted and promoted Johnson and Blanks. We project that Brooklyn’s Bar and Grill will host on
average three nights weekly were revenue will be generated by ticket/admissions sales. Our
average ticket price will be $6.00 and the average attendance for each event will be 390 people.
The remaining four nights will generate income from food and beverage sales with traffic
generated from live entertainment, marketing and advertising. We anticipate the average daily
patronage will be 110 people on these 4 nights.
We believe that it will take approximately nine months to reach our generated traffic goals. Our
first year of business reflects Brooklyn’s Bar and Grill opening with approximately one-third of the
traffic projected above with sales gradually increasing to reach the above projected numbers. A
summary of those numbers is shown below:
Admissions/Ticket Sales
Beverage Sales
Food
Month 1
$9,335.00
$26,200.00
$21,833.00
Month 9
$27,999.00
$78,600.00
$64,897.00
The numbers shown for month nine are the numbers we expect to generate given our average
ticket/admissions, beverage and food price and average daily patronage.
APPENDICES
A list of appendix contents is below:
A. Photograph of Product or Service
B. Market Surveys
C. Production Flowchart (if any)
D. Marketing Materials
E. Advertisements
F. Press Releases
G. Historical Financial Statements (if any)
H. Projected Profit and Loss Statement
I. Cashflow Projections
J. Balance Sheet
K. Projected Balance Sheet
L. Break-Even Statement
M. SWOT Analysis
An example of appendix contents is listed below:
Append ices
Assumptions
The financial plan depends on important assumptions, most of which are listed below.
We assume cost of goods expenses will not exceed 37% for food and 27% for beverages
(including alcohol).
We assume a fixed rate mortgage including cost of upgrades of 7% over a 20 year.
We assume an average food dollar per person will be $10.
We assume that an average beverage dollar per person (including alcohol) will be $6.
We assume that the average patron will purchase at least 2 beverages
We assume we will attract between 1500-2300 paying customers weekly.
We assume building and leasehold improvements will not exceed $140,000.
We assume that machinery and equipment will not exceed $75,000
We assume that furniture and fixtures will not exceed $30,000
We assume that wages will account for approximately 33% of our gross income by the end of
year one.
We assume a sales tax of 5.6% for gross sales.
We assume annual property tax increases of no more than 5%.
We assume an annual increase of 3% for utilities.
We assume an average payroll tax of 13%.
We assume that our average general administrative cost including wages and insurance will be
$46,158
We assume an average annual increase of 3% for general administrative cost.
We assume marketing; promotion and advertising cost will not exceed 6.5% of gross sales.
Critical Risk and Problems
As with any start-up venture there are risks involved. We have identified what we consider to be
the immediate risk associated with Brooklyn’s Bar and Grill. The following contains a list of
possible risk areas and valuation for each.
Development – Low
The development risk of Brooklyn’s Bar and Grill is considered to be low. The cost for purchase
and renovation of the property will be offset by the property value itself. In the event that an exit
strategy is needed, sale of the property would allow losses related to the purchase and
renovation to be minimum if any.
Financing – Low/Moderate
The overall financing risks of Brooklyn’s Bar and Grill are considered to be low/moderate. Any
unsecured working capital will be at risk in the event that an exit strategy is needed.
Additionally, depreciation in asset value versus working capitol is a contributing factor. The
purchase of the property provides an extra security in possible appreciation. Working capital
can be partially secured by purchased assets and will be structured according to the shortest
possible amortization with consideration to profitability. Additionally the ability to repay financing
is dependent upon market penetration.
Marketing – Low/Moderate
The marketing risk associated with Brooklyn’s Bar and Grill is low/moderate. The ability to
penetrate the existing market will present a small obstacle with the presence of national fast food
restaurants. Additionally the lack of complimentary neighboring businesses, limits potential
walk-by/drive-by traffic. Brooklyn’s Bar and Grill offsets these by offering authentic menu items
accompanied with entertainment and both alcohol and non-alcohol based beverages.
Additionally our catering and restaurant/hall components strengthen our marketability.
Exit Risks - Low
The overall exit risk for Brooklyn’s Bar and Grill is considered to be low. In the event that an exit
strategy is needed, the appreciation and sale of the property and assets offer protection.
Additionally, any principle paid during time of operation will reduce liabilities.
SWOT Analysis
Strengths
Weaknesses
1. Offers alternative to fast food
establishments in the area.
1. Hours of operation limited to lunch and
Dinner.
2. Significant potential income through
Catering.
2. Moderate physical visibility of business.
3. High profit margin on beverage products
3. Lack of surrounding complimentary
businesses.
4. Increased traffic through entertainment
offered.
4. Start-up establishment which will take time
to implement systems and policies.
5. Additional revenue from entertainment
admission sales
5. Catering consultant required
6. Project secured by real estate purchase
7. Quality Products
Opportunities
Threats
1. Growth in catering.
1. Time required penetrating market of
established restaurants.
2. Novelty sales.
3. Revenue generated by entertainment sales.
4. Increased revenue through increased
community awareness.
2. Room capacity for certain events
3. Location in regards to complimentary
businesses.
4. Shrinkage
Income Statement
November-10
December-10
January-11
$10,000.00
$5,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$15,000
$10,017
$5,042
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$15,058
$10,033
$5,084
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$15,117
Cost of Goods Sold
Bakery
Bevarages
Product/Service 3
Product/Service 4
Product/Service 5
Product/Service 6
Product/Service 7
Product/Service 8
Product/Service 9
Product/Service 10
Product/Service 11
Product/Service 12
Product/Service 13
Product/Service 14
Product/Service 15
Total Cost of Goods Sold
$600
$1,450
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$2,050
$601
$1,462
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$2,063
$602
$1,474
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$2,076
Gross Margin
$12,950
$12,995
$13,041
$2,900
$1,000
$1,000
Income/Revenue
Bakery
Bevarages
Product/Service 3
Product/Service 4
Product/Service 5
Product/Service 6
Product/Service 7
Product/Service 8
Product/Service 9
Product/Service 10
Product/Service 11
Product/Service 12
Product/Service 13
Product/Service 14
Product/Service 15
Total Income/Revenue
Gross Margin Percentage
Operating Expenses
Wages/Payroll
Advertisement/Marketing
Web Hosting
Rent/Lease
Utilities
$10,000
$1,000
$3,000
$0
$300
$50
$1,506
$0
$300
$50
$1,512
$0
Website Development
Product Development
Accounting
Equipment Rental/Lease
Internet/Telephone
Travel and Entertainment
Franchise Fees
Insurance
Repairs and Maintenance
Pest Control
License and Permits
Security/Alarm
Training
Other
Other
Other
Other
Payroll Tax
Depreciation
Total Operating Expenses
$0
$0
$0
$0
$23,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$449
$40,349
$0
$0
$0
$0
$753
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$449
$4,058
$0
$0
$0
$0
$756
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$449
$4,067
($27,399)
$8,937
$8,974
($933)
($933)
($926)
($926)
($919)
($919)
($28,333)
$8,011
$8,055
$0
$0
$0
Net Income
($28,333)
$8,011
$8,055
EBITDA
($26,950)
$9,387
$9,423
Operating Income
Other Income and Expenses
Interest +
Interest Total Other Income and Expenses
Net Income Pre-tax
Tax
Balance Sheet
Assets
Current Assets
Opening Balance
November-10
Cash
Investments
Other
Other
Inventory
Total Current Assets
$500,000
$200,000
$0
$10,001
$15,000
$725,001
$398,050
$200,000
$0
$10,001
$15,000
$623,051
Fixed Assets
Land
Building and Leasehold Improvements
Equipment and Machinery
Furniture and Fixtures
$0
$0
$0
$0
$0
$50,000
$15,000
$10,000
Total Fixed Assets
$0
$75,000
$0
($449)
Total Assets
$725,001
$697,602
Liabilities and Owners Equity
Loan #1
Loan #2
Loan #3
Loan #4
Other Liabilities/Long Term
Other Liabilities/Short-Term
Total Liabilities
$50,000
$50,000
$50,000
$5,000
$10,000
$1
$165,001
$50,000
$50,000
$50,000
$5,000
$10,000
$1
$165,001
Common Stock
Retained Earnings
Owners Equity
$500,000
$200,000
$700,000
$500,000
$171,667
$671,667
Total Liabilities and Owners Equity
$865,001
$836,668
Less: Accumulated Depreciation
Cash Flow
November-10
December-10
January-11
Operations Cashflow
Net Income
Depreciation
Inventory
Other
Other
($28,333)
$449
$0
$0
$0
$8,011
$449
$0
$0
$0
$8,055
$449
$0
$0
$0
Net Operations
($27,883)
$8,460
$8,504
Investment Cashflow
Total Fixed Assets
Investments
($75,000)
$0
$0
$0
$0
$0
Net Investments
($75,000)
$0
$0
Finance Cashflow
Common Stock
Short Term +/Long Term +/-
$0
$0
$0
$0
($0)
($1,306)
$0
($0)
($1,314)
Net Finance
$0
($1,306)
($1,314)
($102,883)
$7,154
$7,190
Cash Balance
$500,000
$397,117
$404,271
Ending Cash Balance
$397,117
$404,271
$411,461
Net Cash +/-