Running Head: Bayou Cajon & Creole

DeVry University

College of Business and Management

Pomona, California

BAYOU CAJUN CREOLE RESTAURANT

By

Dyllan Holmes

Damon Rubin

Carmen Oronia-Jara

Steven Saenz

dyllan_holmes@yahoo.com

Submitted in Partial Fulfillment of the Course Requirements for

Senior Project I

BUSN-462-64745

Professor Edward Yee

12/12/2013

Bayou Cajun & Creole 1

Executive Summary

Introduction

Bayou Cajun & Creole is a startup restaurant that will be located in Riverside

California. Bayou expects to receive interest from a regular return customer base with its exotic

menu selections, affordable prices and above expectation service. The company plans to build a

strong market position in this location due to a mild competitive climate in the area as well as the

experience of the partners’ involved in the excursion.

Bayou plans to offer its superior products at competitive prices to meet the demands

of the middle-to-higher income of the Inland Empire area as well as tourists and nearby markets

seeking specific culinary choices.

The Company

Bayou Cajun & Creole is equally owned between the 4 operating partners involved

with the companies launch. Bayou is an independent restaurant with no corporate partners or

incorporation.

The 4 co-owners bring a wealth of experience in the industry as well as marketing,

sales, management, human resources, restaurateurs, and sue chef experience.

Bayou Cajun & Creole 2

The restaurant intends to hire a full time executive chef as well as 2 experienced sue

chefs to make up the core expertise of the kitchen environment. Several other support staff will

be hired to ensure quality products and services.

Contents

Executive Summary............................................................................................................................................. 1

Introduction.............................................................................................................................................................1

The Company...........................................................................................................................................................1

Mission Statement...................................................................................................................................................4

Industry Background................................................................................................................................................4

Business Description................................................................................................................................................4

Business Objectives............................................................................................................................................. 5

Profitability..............................................................................................................................................................5

Customer Service.....................................................................................................................................................5

Efficiency..................................................................................................................................................................6

Growth.....................................................................................................................................................................6

Business Environment Analysis........................................................................................................................... 7

Marketing Plan................................................................................................................................................... 7

Market Analysis.......................................................................................................................................................7

Competitor Analysis.................................................................................................................................................9

SWOT Analysis.........................................................................................................................................................9

Strengths...............................................................................................................................................................10

Bayou Cajun & Creole 3

Opportunities.........................................................................................................................................................10

Weakness..............................................................................................................................................................11

Threats...................................................................................................................................................................11

Organizational Chart......................................................................................................................................... 12

Operational Plan............................................................................................................................................... 13

Facility Requirements and Location Analysis.........................................................................................................13

Production Process and Work Flow........................................................................................................................13

Operations and Productions Description................................................................................................................14

Management Controls and Policies.......................................................................................................................14

Inventory Buying and Control................................................................................................................................15

Financial Plan.................................................................................................................................................... 16

Sales Forecast........................................................................................................................................................16

Pricing....................................................................................................................................................................16

Expense Budget.....................................................................................................................................................17

Break-even point....................................................................................................................................................18

Milestones........................................................................................................................................................ 19

March 3, 2014........................................................................................................................................................20

March 25, 2014......................................................................................................................................................20

May 2, 2014...........................................................................................................................................................21

June 2, 2014...........................................................................................................................................................21

July 11, 2014..........................................................................................................................................................22

October 2014.........................................................................................................................................................22

May 2015...............................................................................................................................................................22

May 2016...............................................................................................................................................................23

Loan Requirements........................................................................................................................................... 23

Bayou Cajun & Creole 4

References........................................................................................................................................................ 24

Mission Statement

Bayou’s mission is to establish a true southern style authentic cuisine for the city of

Riverside and its surrounding areas. Delivering an authentic Louisiana cuisine with a tasteful

experience of southern spice and spirits.

Industry Background

The city of Riverside does not offer authentic Cajun Creole cuisine as a fine dining

establishment that creates a perfect target for a southern spice to the Inland Empire residents.

Bayou’s Cajun Creole style will offer a Southern atmosphere and require less traveling time and

mileage expenses into the Los Angeles area for a taste of the “holy trinity”. Cajun spices consist

of three things bell peppers, onions and celery which are referred to as the ‘Holy Trinity.’ A

couple of other favorites are cayenne pepper and garlic. For this flare and authenticity Bayou will

capture the essence of southern food cuisine that local residents have not experienced before.

There are several attempts to the Louisiana fusion style restaurants in the Riverside

County but lacked the clientele business that forced closures of restaurants. Some of the those

Bayou Cajun & Creole 5

restaurants were a variation of French, Italian, Asian and Soul food industry that tried to market

the Cajun style of foods but did execute the traditional spices and dishes for a fine dining

experience.

Business Description

Creole & Cajon is a new restaurant that will serve high quality, fresh made, home

style food for an affordable approachable cost. Our restaurant will offer a shortened menu

selection to ensure that we always offer the freshest and most delicious food possible without

moving outside of our financial demographic environment. This restaurant will offer dinner

service that mirrors a 5 star approach to food, and that is to offer a three course meal for one

price of $30.00 without having to adjust the price based on the menu options chosen. We will

only carry fresh foods, which will be prepared daily and served daily. This restaurant will hold

the quality of our food and the satisfaction of our customers above everything else.

Based on the dynamic business model of 5 star restaurants the menu will consist of a

select few choices, usually described as chef specials. This menu style will be accompanied by a

set price per customer. This pricing value will be set at $30 per person allowing for a better than

competitive price while maintaining a minimum value for break-even point.

Bayou Cajun & Creole 6

Business Objectives

Profitability

Based on industry averages for this style of restaurant, at this size and with the

average price per person per check being $32.00 the restaurant is expected to carry a profit of

approximately $206 per seat per year. This equates to approximately $33,784.00 per year of pre-

tax profit. This is considering industry average costs and expenses for operation.

Customer Service

The current goal for the customer service includes a fine dining experience with

minimum interruptions from serving staff. This will be accomplished by only requiring one order

to be placed for all three courses, as well as keeping the average server to table equation to about

1 to 8. This means that no server will have more than 8 active tables to content with ensuring that

all customers are given ample attention without feeling hounded.

Efficiency

The first month all expenses and requirements will be based off of industry averages,

presented within this report. Once the first month has been completed all orders and financial

requirements will be based off the current forecasts of the restaurant. After the first year a

seasonal moving average forecast will be done to ensure that the restaurant is working at optimal

profitability throughout the year.

Bayou Cajun & Creole 7

The true efficiency of the restaurant is also linked to the fresh tastes and culinary style

presented. This is due to only ordering fresh products every other day to ensure there is no long

storage times or less than fresh foods. This also provides the restaurant with a very flexible

ordering style as the forecasts can be built on a daily basis and adjusted to ensure the restaurant

has less spoilage from storage of over orders.

Growth

The restaurant industry is expected to have a year on year growth of about 2.29%.

This combined with proper market saturation allows the restaurant to continue to grow.

Associated with this growth at the end of 5 years we will be exploring an expansion into a new

market. This expansion will potentially generate the same industry average revenues and

profitability.

Due to the nature of targeted culinary specialty restaurants the freedom to expand into

new untapped markets is only limited by the desire and market stability for an expansion. This

nearly limitless expansion allows for exploration of markets not near the pilot restaurant and

allows for penetration into desirable untapped markets.

Business Environment Analysis

Fine dining restaurants with competitive pricing are currently supporting a 2.29%

yearly growth. The lack of comparable competition places Bayou in a unique position to have a

very lax competitive environment. Despite the low competition in the immediate area Bayou will

Bayou Cajun & Creole 8

place itself in a position to offer a unique culinary palate as well as above expectation service

and quality for competitive prices, all in a relaxing atmosphere.

The restaurant market in the area of Bayou has several competitive potentials in the

way of established restaurants. Though, Cajun & Creole meal seekers would have to travel well

outside of the competitive market area to locate a truly comparable restaurant.

Marketing Plan

Our marketing plan will be based on the following areas: market analysis, competitor

analysis and SWOT analysis.

Market Analysis

The industry for full-service restaurants are and have been on an upward trend which

bodes well for opening a restaurant, especially one of ethnic cuisines. According to

restaurant.org, nine out of ten restaurant operators expect sales to continue to improve in the

coming future.(National Restaurant Association, 2010)

The National Restaurant Association expects full-service sales to total $208.1 billion

in 2013, up 2.29 percent from $202.2 billion last year. (National Restaurant Association, 2010)

Restaurants that serve ethnic cuisines have a special place in the restaurant industry

because they aren’t as prevalent as the usual selections and stand out then it comes to consumers

wanting to eat or try something “different”. Although there are quite a few Cajun/Creole

Bayou Cajun & Creole 9

restaurants to choose from when in the Los Angeles it requires consumers that live in the Inland

Empire to endure a longer than desired drive for a nice evening out for dinner.

Riverside is an ideal location to open a Louisiana based cuisine restaurant for several

reasons. One is proximity to the residents living within a reasonable radius to Riverside, which

makes a trip from as far south as Temecula, as far west as West Covina, as far east as Beaumont

and as far north as the high desert cities more appealing than Los Angeles. Two is the

competition within the specific target market that we are looking at is minimal for the geographic

area the restaurant would be in. Finally, the demographics and household incomes, not just for

Riverside but for the areas within a thirty mile radius, support attaining the types of customers

we are targeting. We are targeting races and ethnicities of all types that have a median household

income of at least $50,000 per year.

Competitor Analysis

Using the basic rule of supply versus demand as well as the financial data for

Riverside and the surrounding cities we will evaluate the potential for success. Based on market

analysis, Riverside looks to be very promising for the type of Cajun/Creole restaurant we are

planning on opening. Specifically, the four nearest competitors of this type of cuisine are neither

of the calibers in regards to authentic Louisiana cuisine we plan to serve, nor do they attract the

type of clientele we plan to attract. Dhat Island (Redlands) is more of a Caribbean cuisine than

Louisiana cuisine, Market Broiler (Riverside) has a seafood focused menu rather than a diverse

Bayou Cajun & Creole 10

Cajun/Creole selection, however they do have a menu that that we will target the market segment

we plan to cater to in regards to price.

There is also Kelly’s Cajun Grill (Ontario) which is simply a food court setup with a

very limited menu in regards to real Cajun/creole selections. Finally, there is Da Bayou

(Temecula) which could potentially be the closest feasible competitor. It would most likely only

tap into the southernmost region of the area we anticipate attracting customers from.

The local restaurants that surround the designated area are regular franchise or fast

food chain eateries that do not interfere with a formal competition for fine dining. The following

establishments are in the Heritage Plaza surrounding:

Bella’s Pizza Del Taco Farfalla’s Honeybaked Ham Masa’s Place (Sushi) Peking Express Pho Huynh Subway

These fast food facilities offer low end Italian, Mexican, American and Asian choices

for a clientele market of students and working class that are in a hurry and need to pick a quick

bit during breaks and lunches. These restaurants would not offer a high quality fine dining menu

with alcohol beverages for a night out on the town with an experience of Southern spices and

superb cooking from a top executive chef of daily menu selection.

Bayou Cajun & Creole 11

SWOT Analysis

Table 1 SWOT Analysis

Strengths Weaknesses

New menu style to area New and unestablished

New style cuisine Limited funds available

High quality/ Low prices Local restaurant

Opportunities Threats

Expansion possibilities Increase in operating costs

Self-Solvency Many food chains

Clientele Base Economy

Strengths

Bayou Creole Cajun is a fine dining establishment with five star service at a three star

price. The strengths of this restaurant other than the competitive prices for the quality of food

and service include a new style of menu to the immediate area. The difference between Bayou’s

menu and our competition is the limited items we have on our menu. Keeping our menu set up

Bayou Cajun & Creole 12

this way enables us to control costs associated with ingredients for the menu items and the

freshness of the food. Another strength is the style of cuisine in the region. At the present

moment there are not any Cajun Creole style dining establishments within a 15 mile radius.

Opportunities

Opportunities for Bayou’s are the areas of our schedule for self-solvency, clientele

base, and expansion possibilities. Self-solvency all of the four members have invested $15,000

each into the business and have leased a building equipped with all the kitchen equipment

needed. This gives us a larger cushion and lesser need to borrow capital from a lender. Our

investment money will be used to purchase additional needed kitchen equipment, dining room

tables, cutlery and place settings. Bayou is not your typical family restaurant; our goal is to

attract those that are willing to spend money for an enjoyable evening/lunch without the

assembly line service of franchises and the atmosphere of family restaurants with children being

loud and obnoxious. We at Bayou feel that the intentional design of our menu and establishment

will easily afford us the opportunity to expand either into a bigger facility, our own owned

building, or add additional locations in the future.

Weakness

Perceived weaknesses for this business are our being unestablished in the area, so

there is always the chance that the style and newness may not be attractive to the everyday diner,

therefore limiting the type of clientele base we wish to cater to. Although we have invested a

Bayou Cajun & Creole 13

great deal of resources to the business we are still limited in the operating capital we have

available, therefore much of the excessive spending on marketing or frugalities will not be there

initially.

Threats

Our potentially forecasted threats are the economy and people’s unwillingness to

spend extra money for finer dining. This limits our clientele until our name gets out and the

quality of our product is known. This leads us into an initial competition with the franchised

restaurants who can offer lower prices but not the same quality of cuisine as us. Our biggest

threat is the possibility of operating costs raising unexpectedly, this may lead us into lower profit

margins.

Bayou Cajun & Creole 14

Organizational Chart

Table 2 Organization Chart

The table below depicts a management structure for the business process in Bayou.

The managerial department will oversee the entire facility with sub-divisions for supervision of

the regular staff. The Operations Department will supervise the marketing and inventory for the

restaurant. The Human Resources Department will communicate with Accounting in regards to

hiring and the process of hours. It will also oversee other practices such as timesheets and

absences with employees. For Accounting it will be in charge to ensure payrolls checks are

applied and tax information is handled for each employee.

Senior Management

Operations

Marketing Inventory

Human Resources

Accounting

Bayou Cajun & Creole 15

Operational Plan

Facility Requirements and Location Analysis

The Bayou Cajun & Creole Restaurant will be located at 5130 Arlington Avenue,

Riverside, CA 92504 within the Heritage Plaza Shopping Center. The restaurant contains 41

tables with the seating capacity of 164 patrons for the 2,400 square feet. The space will be leased

at $4,800 per month not including utilities but the lease rate includes the built-out restaurant

space and all equipment.

The location allows for good walking traffic due to its proximity to other businesses.

This gives the restaurant good walk-in consumers in addition to advertisement based customers.

Location is conveniently located near major arteries of travel allowing for easy flow of traffic.

This location also has ample parking to allow customers freedom of movement and does not

present with parking or traffic based issues.

Production Process and Work Flow

The restaurant will require 22 employees per day for management, food prep, set-up,

service, and clean-up. The staff will be hired and trained to meet The Bayou’s customer service

procedures and policies. The restaurant will draw from a pool of existing restaurant employees

from the local area to accommodate part time requirements. Other staff will be hired and trained

as required. There is always a shortage of qualified staff in the restaurant industry and it is our

estimation that 40% of the hired staff will come qualified, while 60% will require training. The

Bayou Cajun & Creole 16

training will be performed by management and other qualified staff who are familiar with

procedures, policy and the philosophies. Some outsourcing of training will occur in areas like

customer service and conflict management. Additional requirements for the restaurant will the

hiring of one Executive Chef who in turn will work with management to create and develop

menus and recipes.

Operations and Productions Description

The regular hours of operation will be 05:00pm to 1:30am six days a week with

Monday being a closure day. This location offers a capacity for 164 patrons in addition to a

kitchen and preparation area. There will be qualified staff available at all times. The business

will require a city business license, a liquor license and a Riverside County Health Inspection.

There are no problems anticipated in acquiring these.

Regular operations will entail a dinner menu established by the resident chef and

executed by the expert kitchen staff that will be employed. This will be teamed with licensed bar

tenders for drink orders and a highly trained and efficient wait staff. This dynamic working

system will be monitored by a floor manager for every night of operation. The floor manager

will also be working with the front host to ensure reservations are taken, noted and seated

appropriately.

Bayou Cajun & Creole 17

Management Controls and Policies

Customer service policies will be adopted for training of all employees to ensure the

highest standards are met and maintained. Other policies for day-to-day operations will be

implemented to ensure smooth operations and accountability of employees. These would

include: Till slips for day-to-day sales Spreadsheets to record day-to- day sales & expense

Accounts payable records in accounting software Monthly inventory counts 100% cash sales.

Internal controls will be established based on necessity and availability of personnel.

Many of the financial duties involved in the restaurant will be handled by one of the 4 owners to

ensure fewer opportunities or potential discrepancies.

Inventory Buying and Control

Carried inventory will be based on forecasted values that will be weighted and

seasoned as required. The inventory turnover in the restaurant is high due to the need for fresh

produce and meats. Family Restaurant’s will utilize suppliers of the existing operation with the

potential for volume discounts and future savings on supplies and inventory. Inventory will be

carried for no more than 48 hours to ensure freshness. This will require every other day

deliveries of fresh produce and meats. Several non-perishable materials will be purchased in bulk

and held indefinitely based on current menu options. No amount has been budgeted for potential

discounts. The following are the expected suppliers and their terms of payment:

MBM CORP

Bayou Cajun & Creole 18

1050 PALMYRITA AVE RIVERSIDE, CA  92507-1700

(951) 686-1295

Wholesale – C.O.D. 15 and 30 day credit

VE Trading LLC3371 Glendale Blvd Los Angeles CA 90039

Financial Plan

Sales Forecast

With a location containing 164 seats, at a median average check of $32.00 per person

the restaurant can expect a median food sale of $8,020 per seat and an average of $3,454 in

beverage sales per seat. (National Restaurant, 2010) This translates to an industry average of

$11,474 per seat per year or about $1,881,736 in median sales per year. This breaks down to

approximately $156,811.33 in sales per month. This is dependent upon several possible changes

but is an industry average. (National Restaurant Association, 2010)

Based on the industry averages the restaurant can expect about 0.8 average daily seat

turnovers. Giving us the expected sales volume and revenue streams listed above. (National

Restaurant Association, 2010)

Pricing

As with any restaurant much of the budget depends on the pricing of the menu

options. Due to the nature and style of the restaurant the pricing will be set at $30.00 per person

Bayou Cajun & Creole 19

per check before the addition of drinks. This allows for better analysis budgeting, and gives the

customer a fixed figure to work with while still in keeping with the value requirement set forth

by Bayou Cajun & Creole

Because this information is based off of projected industry median averages actual

sales values will vary based on several factors including marketing, market acceptance and

possible variations due to location.

Table 3 Estimated sales

Bayou Cajun & Creole 20

Amount Per Seat Ratio to Total Sales

SalesFood $8,020 72.50%Beverages 3454 27.5

Total sales 12007 100Cost of SalesFood 2654 32.3Beverages 940 29.3

Total Cost of Sales 3764 31.9Gross Profit 7843 68.1Operating ExpensesSalaries and Wages 3838 33.7Direct Operating Expenses 667 6.5Music and Entertainment 9 0.1Marketing 263 2.2Utility Services 414 3.5Restaurant Accupancy Costs 545 6.1Repairs and Maintenance 160 1.3Depreciation 84 0.9Other expense 0 0General & Administrative Expenses 363 4.2Corporate Overhead 437 3.4

Total Operating Expenses 7437 65.9Interest Expense 32 0.3Other Expenses 19 0.2Income Before Income Taxes $206 1.80%

Expense Budget

For a restaurant classified as Steak/Seafood this restaurant can expect to spend an

average of cost of sales to be approximately $0.331 per dollar. The total payroll and benefits will

be an average of $0.302 per dollar of sales. This gives the restaurant a prime cost of

Bayou Cajun & Creole 21

approximately $0.645 per dollar of sales. This means that the industry average of cost of sales

per month will be approximately $51,904.55 in cost of sales. This also gives us an industry

average of $47357.02 per month of payroll and benefits. (National Restaurant Association, 2010)

While this is not a firm figure for the restaurant, due to possible fluctuation and

variations this is the industry average for a restaurant of this size and approximate income, giving

us a firm foundation of information.

Break-even point

Based on industry averages this restaurant will profit any time there is an average

value of $32.00 per person per check. The lower end is set at approximately $29.00 per person

per check; this is the point at which the restaurant begins to lose money. Between $29.00 and

$32.00 average per person per check becomes the break-even point for the restaurant.

Given the style of restaurant explored here, the only possibility for loss is generated

by underutilization of assets. In this case the assets would be the number of seats available in the

restaurant on a given day. This means that the restaurant continues to break even or generate

profit so long as the turn-over of customers stays adequate to maintain averages.

Bayou Cajun & Creole 22

Milestones

Milestones Table 4

For a restaurant of this type to establish a liquor license, in this case a type 47 license

requires an application process that takes approximately 90 days. This has been included as a

Bayou Cajun & Creole 23

hard time with grace time added in for convenience and to establish clearance before operation.

A period has also been added to determine the menu of the restaurant as the Head Chef will be

responsible for more of the menu than the owner operators. There is also ample time dedicated

toward establishment of the actual restaurant eating area.

There has also been a soft opening scheduled. This is a one night event for food

critics and other potential avenues of marketing to be invited to the restaurant. This evening will

be a partial run for the staff as well as an established time for critics and others to begin opening

statements about the restaurant.

March 3, 2014

This month will have the lease established for the restaurant. This will give us access

to the location and the ability to formulate décor plans and apply for business license and liquor

licenses. The next step will be the applications for a business license and a liquor license.

Due to the nature of the application process, many other tasks will be in process

simultaneously as the business and liquor license applications to ensure minimum down time

before operations begin.

March 25, 2014

This month will begin the interview process for a Head Chef. This will give us ample

time to locate and negotiate a Head Chef for the restaurant. The next step this month will also

include the décor arrangements of the dining area based on the input of Head Chef and owner

Bayou Cajun & Creole 24

operator opinion. This month will also have the restaurant space being sanitized to and above

health code requirements to ensure preopening and open inspections of the restaurant pass with

more than a sufficient grade.

The process of hiring a head chef will be coupled with the hiring of Sue Chefs to

work alongside the executive chef. This is to ensure cohesion and excellent working conditions

for the core kitchen staff.

May 2, 2014

This month will mark the interview process for basic staff requirements of the

restaurant including but not limited to the wait staff, and auxiliary kitchen staff. March will also

be for menu preparation and review, this process will be collaboration between the Head Chef

and other staff opinions to ensure quality and cost of products.

The process of menu creation and review is expected to take time to ensure that all

parties agree on the standards that will be upheld by the restaurant during its operation. The

executive chef will be responsible for the continued standards of the restaurant during operations,

so much be fully appraised of requirements and expectations.

June 2, 2014

We will begin stocking the kitchen with long term products including but not limited

to utensils, spices and cook ware. This month beginning schedules will be established with the

staff, this will be a cooperative effort between staff and management to ensure maximum quality

Bayou Cajun & Creole 25

staff to time ratios, to be revisited based on new forecasts after opening. The end of April will

see the soft opening of the restaurant. This will be a private event for any high profile guests,

critics or potential marketing devices. This will also be used a soft run for the employees to

ensure a smooth operation of the restaurant for the actual opening.

The soft opening of the restaurant will be held at the earliest available time after

licenses and inspections have been completed to ensure the restaurants ability to function under

good circumstances.

July 11, 2014

The beginning of this month will see the official opening of the restaurant to the

general public. The grand opening will be included in marketing and advertisement during the

preceding month’s budget. This will ensure maximum market saturation and will work

cohesively with reviews published from the soft opening to create demand for the restaurant.

Grand opening will require reservations and must be balanced with walk in clientele to ensure

customers are not mishandled.

October 2014

This month will see a revisit of all forecasts to incorporate new information from the

first 6 months of active operation. This month will also be the time to revisit all plans including

but not limited to marketing, operational and financial to ensure accuracy based on gather data

Bayou Cajun & Creole 26

from operation. This will ensure that the quality, efficiency and potential profits of the restaurant

are being maximized for investors and consumer benefits.

May 2015

The restaurant should officially be self-solvent. This means that the restaurant is

beginning to show profit over costs and limiting the amount of long term debts associated with

the restaurant. Including by not limited to the timely payments of initial investment capital

generated.

May 2016

The restaurant should be operating well within the industry median averages at this

point, and be enjoying solid profitability. This will also mark a time of potential growth and

expansion dependent upon market, and other variables.

Loan Requirements

As a new start up restaurant, the initial fear is under capitalization within the first

three years. This means that with an initial investment of $1,500,000 would constitute a

comfortable startup capital. This requirement is based off of requirements of initial investment

such as liquor license and lease expenses as well as covering operating expenses during set-up

and establishment periods.

Bayou Cajun & Creole 27

This capital would be used to pay for initial costs such as licensing requirements,

inspections and equipment purchases. This capital also gives the restaurant a suitable cushion of

to allow for continued operation into the 6th month. This will keep the restaurant from closing its

door before it has a chance to become profitable.

References

Berberoglu, H. (n.d.). The Four Aspects of Food Cost. Retrieved November 20, 2013, from

http://www.foodreference.com/html/artfoodcost.html

Bockelman, C. (2007, March 29). Ten Things Your Restaurant Will Not Tell You. Retrieved

November 20, 2013, from http://finance.yahoo.com/news/pf_article_102713.html

Fine Dining. (n.d.). Retrieved December 10, 2013, from

http://www.riversidedowntown.org/downtown-directory/restaurants/restaurants-fine-

dining/

Growth Rates. (n.d.). Retrieved December 11, 2013, from

http://csimarket.com/Industry/Industry_Growth.php?ind=914

Bayou Cajun & Creole 28

Images. (n.d.). Retrieved November 23, 2013, from http://www.flickr.com/photos/brio-

restaurant-branding/2192606405/

Marvin, B. (n.d.). The Easiest Way to Cut Your Food Cost 10%. Retrieved November 23, 2013,

from http://www.restaurantowner.com/public/211.cfm

Riverside Demographics Summary. (n.d.). Retrieved November 19, 2013, from

http://www.clrsearch.com/Riverside-Demographics/CA/

[State and Country Quickfacts]. (2013, June 13). Retrieved November 19, 2013, from United

States Census Bureau website: http://quickfacts.census.gov/qfd/states/06/0662000.html

Sweeney, D., & Steinhauser, S. (2010). Restaurant Industry Operations Report (2010 ed.).

Retrieved from

https://s3.amazonaws.com/s3.documentcloud.org/documents/291534/t288-

nrarept2010.pdf

[2013 Fullservice Outlook]. (n.d.). Retrieved November 19, 2013, from National Restaurant

Association website: http://www.restaurant.org/News-Research/Research/Forecast-

2013/2013-Fullservice-outlook

National Restaurant Association. (2010). Restaurant Industry Operations Report. Waschington,

DC: Research and Knowledge Center.

Bayou Cajun & Creole 29