Business Plan for a new Burger concept seeking investors or a Buy Out

1. S G B I Z S E RV I C E S , I N C .
Steven Gara
305.491.0417
www.bestburgersandmore.com and info@bestburgersand more.com

2. Business Plan /
Investment Prospectus Non-Disclosure Agreement
By proceeding within this document (the “Plan”), you, any company, entity or
organization that you are employed by or are otherwise the agent of, and all other
employees thereof (collectively, “Recipient”), and Best Burgers & More™ (BEST
BURGERS & MORE™) agree that:
The plan has been submitted by Best Burgers & More™ to Recipient solely for the
purpose of evaluating a potential investment by Recipient in Best Burgers & More™
. The plan is not for use by any other person(s) or for any other purpose, and may
not be reproduced, disseminated or otherwise disclosed to any person(s) other
than any employees or agents of Recipient, including, without limitation, any legal
counsel or accountants of Recipient who have a need to know the contents of the
Plan in connection with the evaluation of a potential investment in Best Burgers &
More™ (collectively, “Representatives”) who agree to the confidentiality provisions
herein. Recipient shall be responsible for any and all acts of its Representatives.
Recipient agrees to hold in the strictest confidence, and not to use or disclose
to anyone other than the employees of Recipient, its Representatives and
Best Burgers & More™, the information contained in the Plan or supplied to
the Recipient, orally or in writing, by Best Burgers & More™ (the “Confidential
Information”). Confidential Information includes, without limitation, concepts, cost
data, techniques, designs, work in progress and other technical know-how; the
identity of customers, suppliers, and subcontractors of Best Burgers & More™;
financial, marketing and other business information; or any other trade secrets of
Best Burgers & More™ disclosed by Best Burgers & More™ to Recipient or its
Representatives; or any summaries, analyses or other documents based thereon.
Confidential Information further includes any information Best Burgers & More™
has received from others, which Best Burgers & More™ is obligated to treat as
confidential or proprietary. If the Recipient has any questions as to what comprises
Confidential Information, the Recipient agrees to consult with an officer of Best
Burgers & More™ prior to making any disclosure thereof.
It is further agreed that any violation of this agreement by the Recipient or its
Representatives will cause irreparable injury to Best Burgers & More™ and that
Best Burgers & More™ shall be entitled to extraordinary relief in court, including,
but not limited to, temporary restraining orders, preliminary injunctions, and
permanent injunctions or other equitable relief. If court proceedings are required
to enforce any provision or remedy any breach of this agreement, Best Burgers
& More™ shall be entitled to an award of reasonable attorney’s fees incurred in
connection therewith. The laws of the State of Florida shall govern this agreement.
If any provision of this agreement is void or is so declared, such provision shall be
severed from this agreement, which shall otherwise remain in full force and effect.
This business plan does not constitute an offering. Any offering will be made by a
definitive offering agreement. This plan has been submitted on a confidential basis
solely to determine whether selected individuals or organizations have an interest in
making an equity investment.
2

3. Contents
2 Business Plan / 18 Competition
Investment Prospectus
Non-Disclosure Agreement 19 Competitive Landscape
4 Executive Summary 19 Innovative Marketing
5 Business Overview 19 Keys to Success
5 Business/Investment Offering 21 Management Summary
6 Company Mission 22 Five Forces Analysis Standard
Forces Model
6 Objectives
23 Sales Plan
7 Services and Offerings
23 Sales Channels / Marketing Strategies
7 Market Assessment
23 Direct Marketing
7 Market Opportunity
23 Social Media Networks
8 Overview
23 Social Media ROI Experience
8 Expansion Plans
24 Mobile Coupons
9 Marketing Data
24 Email Marketing
9 Restaurant Statistics
25 Customer Database
9 Hamburger Market Penetration
26 SWOT Analysis
11 Local Market
27 Strengths
11 Local Trends (Florida)
27 Weaknesses
12 Non-Local Trends (Industry)
27 Opportunities
12 Industry Trends
27 Threats
13 Industry Statistics
28 Financial Summary
14 Market Demand Drivers
14 Quality Food
14 Unique Offering
14 Location
15 Product Diversity
15 Product Volume
15 Strategic Alliances
15 Management Team
15 Positive Public Relations
15 Cause-Related Marketing
16 Barriers to Market Entry
16 Capitalization
16 Marketability
16 Industry Expertise
17 Alliances
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4. Executive Summary
Best Burgers & More™ is an innovative Best Burgers & More™ wants to
concept which is inspiring for the be kind to our neighbors. We will
mature palate and exciting for the accomplish this by buying products
youthful protein appetite. At Best locally that will essentially help the local
Burgers & More™ we like to call market grow and flourish. Our main goal
ourselves the Champions of Burger is to offer a fantastic product, at a great
Diversity. We offer exceptional price and captivate repeat business.
hamburger offerings including exotic
Best Burgers & More™ is seeking
protein varieties. Our pricing is inline
$500,000 in capital for startup
with traditional restaurants but with
and facility costs. Steve Gara, a
Best Burgers & More™, that is what our
proven business leader, will be
customers will obtain, The Best Burger
the administrator and owner in
and we will prove that it is ‘All about the
this endeavor. Mr. Gara will be the
Burger’.
deciding factor regarding operations,
The burger business has been around management and assuring the quality
for generations; however the concept of all ingredients and products.
of the “new” burger has only been
We have the vision, we engage in the
introduced recently. People are craving
concept and we have the knowledge
different types of food these days. This
and experience to successfully make
is evident by numerous food shows that
Best Burgers & More™ an innovative
are overtaking cable television and even
force in the burger business. We will be
peaking within prime time with shows
the Champions of Burger Diversity.
like Hell’s Kitchen and Top Chef. With
that, the market is overwhelmed with
people that want to try new culinary
experiences. Best Burgers & More™
will be that trendy establishment. We
intend on expanding the elite burger
niche the same way Starbucks did for
coffee. Individuals want “new” and
“unique” offerings and Best Burgers &
More™ will provide a new market for
burgers in the South Florida area.
Best Burgers & More™ will offer
organic produce when available and
also be a “green” restaurant which is
not only environmentally responsible
but will attract a certain demographic
that will choose our restaurant because
of our policies of trying to maintain a
minimal carbon footprint. We will be
known as the restaurant that cares
about our community and The Green
Initiative sells.
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5. Business Overview
Best Burgers & More™ will be an Steve Gara is the sole owner of Best
innovative quick, fast gourmet casual Burgers & More™. There are no other
establishment with a focus of bringing individuals or groups that have the
healthy yet tasteful meal choices to the right to claim an ownership stake in
fast growing specialty burger [or use the organization. Ivy-educated with a
artisan burger] industry. The restaurant strong business acumen and a resume
will offer a variety of meat choices in an that is filled with business success
effort to capitalize on consumer tastes in a variety of industries, Mr. Gara is
that are trending towards protein- seeking a cash infusion of $500K
based, healthy food choices. In addition from an investor or investment group
to the innovative, healthy primary that shares in his vision for market
course meal choices, the side items leadership, profit and achievement
including drink options will also follow
this healthy directive. Based in south
Florida, the restaurant is set for market
entry during once sufficient capital is
obtained with the long-term goal of
regional expansion followed by national
franchising and expansion.
Business/Investment Offering
Best Burgers & More™ offers a strong
investment opportunity. With proper
capitalization profits will be seen in
year two and provide a solid revenue
stream moving forward. Best Burgers
& More™’s primary exit strategy is
acquisition by a regional or national
restaurant chain.
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6. Company Mission
Objectives • Develop a template for long-term
expansion. South Florida will be
What follows is a listing of the key
the initial point of market entry.
corporate objectives for Best Burgers &
More™. Management will work diligently to
develop a template in Miami that can
• Obtain sufficient capital financing be layered into other sectors of the
to initiate and sustain operations state and nation.
through Year Three.
• Successful market entry. Strong
• Become the champion of burger marketing that communicates clearly
diversity. The market is ripe for the value of the Best Burgers &
an entity that offers protein-based More™ brand along with a menu
burgers, paired with premium fresh that resonates with the targeted
and superior quality ingredients audience will be vitally important for
that taste great and meet the market entry.
budgetary constraints of persons
in the targeted audiences. With • Drive profits. In the restaurant
that being said, one of the primary industry, there is a fine line between
objectives for Best Burgers & More™ profits and losses. With this in mind,
will be to satisfy this market niche in management will work diligently to
a manner that promotes long-term manage resources in a manner that
brand loyalty, profit and growth while ensures profit and long-term viability.
introducing new burger variations • To expand regionally and/or
and building a solid customer base. nationally and replicate our business
Best Burgers & More™ will also model tailored for new markets.
be community oriented, buying
ingredients and produce locally
and respecting recycling initiatives
and utilizing “green” environment
practices where achievable.
• Create a viable, protein-based
fast serve brand. To date, the vast
majority of burger options are
beef. While beef will be offered
through Best Burgers & More™, the
restaurant will look to introduce a
variety of other protein-based burger
options such as bison, ostrich and
less common beef options such as
short rib and Kobe. Best Burgers
& More™ will offer a “Burger of
the Day” to entice customers to
experience these unique items.
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7. Services and Offerings
Best Burgers & More™ is an innovative Market Opportunity
offering that combines old trends with
The hamburger business by itself is a
new ideas to create a truly diverse
huge industry. The U.S. purchased 9.5
burger offering.
million burgers in 2009 [ndp group].
Our business model is to create a That represents a 12% in sales from
specialty hamburger restaurant offering. 2005 sales. Based on their research,
Our restaurants will feature unique NDP Groups stated that hamburgers
variations on the hamburger. These and sandwiches were the only food
variations include select cuts of meat, categories to post servings growth in
choice toppings, local produce and 2009 and said it is one of the most
fresh baked buns. resilient food categories even within an
A sampling of our menu items economic decline. In fact, 85% of all
is included in Appendix A of this consumers eat burgers at least once a
document. month.
Market Assessment
According to Laurence
Our market assessment as a whole is
based on independent research for the Kretchmer, a partner
U.S. Our market opportunity will be at Bobby Flay’s Burger
defined by local and regional trends.
For the purposes of establishing the Palace, the reason for
relevant market for Best Burgers & the wave of higher-end
More™, this section will focus on the
burgers is simple: “It’s the
specific industry placements and their
common value ratios, as well as other great American sandwich.
metrics, to provide benchmark data Everybody loves burgers.”
for comparison to similar restaurant
offerings. Burger Consumer Trend Report 9/2009
7

8. Some of the top restaurant trends
include:
Overview
• Locally sourced meats
• Locally grown produce Expansion Plans
• Locally produced beer and wine Initial expansion plans will include
• Organic items adding services to our existing
locations. Services such as catering
• Newly fabricated cuts of meat
and delivery will enhance our “Burger
(Denver steak, pork flat iron etc)
Diversity” offering and will be used as a
• Simplistic back-to-basics items (such model for future locations.
as hamburgers)
Our secondary expansion plans will be
• Sustainability and Green policies,
comprised of opening new locations
procedures and practices.
based on the enhanced successful
• “Farm to Fork” trends including model of our first location. Expansion
quality cuts of protein such as “Grass areas will be ones that are not heavily
Fed Beef” saturated with specialty burger outlets
This is where we define ourselves with or ideally ones that do not have any
great opportunity by using specialty specialty burger restaurants.
meats and local options when available.
When it comes to burgers, 75% of
consumers rank the quality of meat as Value Proposition
the first important attribute. Our offering is unique in the sense that
we provide a combination of products
not currently offered in our launch
market. What makes us unique?
Our Motto is “It’s all about the Burger”™,
which makes us a prominent brand
in the Burger market. It is the Core
product.
Various Meats and Vegan proteins
used: Soy, Beef, Lamb, Ostrich, Bison,
Chicken just to name a few.
Daily “Burger of the Day” – always an
innovative selection.
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9. Marketing Data
The increased popularity of the Hamburger Market
hamburger has created many niche Penetration
markets while dominating standard
Hamburger specific restaurants
markets in terms of sales and volume.
comprise the second largest market
A reduced economy has also fueled
opportunity within quick-service and
the sale of hamburgers as restaurants
casual dining. With restaurant sales
have created gourmet versions of
declining, those in the industry knew
the hamburger to maintain business
they would have to provide some new
as customers became less-apt to
offerings that would bolster sales while
purchase more expensive entrées. This
still attracting new customers. Most
created the specialty market and it has
of these new offerings were comfort
proven itself to be a market sector that
foods, meaning they are food offerings
is a mainstay.
that with a strong appeal and familiarity
What hamburger purchases contribute to consumers. Hamburgers were one
to economy in enormous. The average of the most increased comfort foods
hamburger and condiment spending in in a recent study. According to the
the U.S. include: Foodservice Research Institute more
• $2.2 Billion in Beef than 200 burgers were added to menus
in the first eight months of 2010 either
• $6.6 Billion in Buns
as a menu item or a limited-time offer.
• $18 Million in Mustard Hamburgers and/or Steakburgers are
• $901 Million in Ketchup now on more than half of independent
• $1.2 Billion in Tomatoes and chain menus. This increase has
driven the average burger cost up 22%
to $6.43. These trends are expected to
Restaurant Statistics continue in 2011 and beyond. People
The restaurant business has seen are and will be willing to pay for good
increases and declines depending burger.
on the individual sector but the total
industry has shown very impressive
revenues. The following data provides
an overview of industry statistics from
the recent restaurant food & beverage
market research handbook.
Restaurants in the U.S.: 945,000
Restaurant share of the food dollar:
49%
9

10. “American consumers take their burgers seriously. It may
be one area of foodservice where they are less willing to
cut back, despite the current economic environment. They
expect to pay more for a higher quality, better burger,
and are willing to do so because the value proposition is
heightened.”
Darren Tristano, Exec. V.P. The NPD Group, 9/14/09
The number of restaurants in the U.S. are as follows (numbers in the millions):
Quick-service
Pizza/Italian 63,489
Hamburger 47,128
Subs 34,308
Coffeeshops/tea rooms 27,569
Frozen sweets 22,112
Mexican 18,816
Chicken 17,496
Deli 14,733
Doughnut 11,621
Other sandwich 5,763
Full-service
Asian 43,161
Bar & grill 38,778
Family style 32,336
Mexican 23,637
Cafe 18,281
Casual/fine dining 16,287
Italian 12,797
Barbeque 9,246
Seafood 8,216
All other 27,094
10

11. One defining trend is the number of Local Market
hamburgers that have been added (Broward County)
to different types of restaurants in
Recent trends show Florida restaurant
previous years. Since 2005 the overall
overall sales were $27.65 billion
addition of burger offerings was 4%
[national restaurant association]. If you
but within finer dining establishments
get numbers local to south Florida –
the increase was 19% for the same
Miami and Broward County (Ft. laud),
timeframe. What the trends show is the
that would be great too) (Southwestern
hamburger has moved into premium
Broward County region)
restaurants and those in the ‘middle
ground’ such as fast, casual are poised
for success. Local Trends (Florida)
Some keywords restaurants are starting Florida is a thriving market for
to use in the industry that have gained restaurants. It is estimated total
popularity are: restaurant sales for 2011 will be over
• 100% Meat Types (ground chuck, $30 billion statewide. As of 2009
ground sirloin) there over 34,000 eating and drinking
establishments in the state employing
• 100% Beef Type (Angus, Wagyu,
almost 800,000 people.
Sirloin)
• Hand-Pressed Patties The market is expected to increase in
the next decade due to demand and
• Fresh Meat (never frozen)
the powerful impact the industry has on
• Cooked To Order
the state. For example, every $1 spent
Specialty offerings have been added in Florida restaurants generates an
to menus for all types of restaurants. additional $1.03 in sales for the state’s
From the A-1 burger and Burger economy. Even more impressive is that
King to A-1 Steakhouse burger at for every $1 million spent another 26.5
Applebee’s, these indicators show this jobs are added to the sate.
market is here to stay.
11

12. Non-Local Trends Industry Trends
(Industry) • The number of foodservice managers
The demand for better-tasting burgers is expected to increase 8% between
and burgers with better ingredients 2010 and 2020
is evident. Fast Casual Chains such
• The restaurant industry is expected
as Five Guys’ Burgers and Fries and
to add 1.3 million jobs by 2020
Smashburger have proven that a
successful burger-based business • 9% of the US work force is
model can be extremely successful. employed by restaurants
The uniqueness of our product • The restaurant industry represents
combines upper-scale burgers with 49% of every food dollar
additional offerings such as various cuts
of meat and local meats. One research • Every dollar spent in restaurants
study [recent technomic] found that generates an additional $2.05 spent
27% of restaurant customers preferred in the nation’s economy
burgers made with Angus beef and • Every additional $1 million in
19% said they prefer ground sirloin. restaurant sales generates 34 jobs
This only represents two categories. for the economy
Our areas of focus include some of the • The majority of the restaurant
current trends within the food service industry is comprised of small
industry. According to the American businesses. 91% of all restaurants
Culinary Federation, these are the top have fewer than 50 employees
trends in the industry:
• 70% of eating and drinking
• Nutrition establishments are single-unit
• Organic items operations
• Gluten-free foods • Average unit sales were $866,000
• Half portions for a smaller price at full-service restaurants
• Culinary cocktails Most industries endured a downturn
• Micro-distilled liquor in the recent economy while the
• Simplicity restaurant industry outperformed
the national economy. According to
• Newly fabricated cuts of meat
the National Restaurant Association,
consumers are seeking value,
convenience and expanded menu
options.
One strong trend, and one we will
embrace, is the use of organic foods,
when available. The use of organic
foods has almost doubled in recent
years.
12

13. According to the Organic Trade
Association (OTA, www.ota.com),
organic food and beverage sales in the
United States have been as follows:
Organic Food & Beverage Sales in U.S.
25
20 $23.6
Sales in Billions
$20
15 $17
$14
10 $12
5
0
2004 2005 2006 2007 2008
Industry Statistics • 56% of adults are more likely to visit
a restaurant that offers organic and/
• 73% of adults say they try to eat
or environmental friendly foods
healthy
• 70% of adults are more likely to
• 57% of adults are more likely to
visit a restaurant that offers locally
choose a restaurant that supports
produced items
charity and the local community
• Average household expenditure for
• 52% of adults are more likely to
eating out: $2,698
choose an establishment that offers
a customer loyalty or reward program • Do we have statistics on household
income of those who go to fast
• 54% of adults would use a direct
casual burger places?
delivery service if offered by an
establishment
13

14. Market Demand Drivers
Our market demand drivers include: Location
• Quality Food Our initial location will be situated
• Unique Offering in a yet to be determined building
• Location located in south Florida (Miami / Ft.
Lauderdale). The location will be
• Product Diversity
based on population, demographics
• Product Volume and average tax revenue generation.
• Strategic Alliances Locations within high traffic areas that
• Management Team are located close to a retail anchor such
• Positive Public Relations as Whole Foods or Target prove to be
ideal locations for restaurants within our
• Cause Marketing
average menu ticket prices.
Our target location is one that meets
Quality Food the following criteria:
Our food will be purchased from • Exhibits population growth
distributors and providers that offer
• Above average household incomes
quality products (or locally obtained
• Above average population
and from local farms for produce). Our
menu will be based on healthy and • Large corporate presence
premium products that meet or exceed The psychographic research will
industry and regulatory requirements address location data such as:
with the focus being on quality and • Behaviors-how people feel about
exceeding those requirements. Best eating out
Burgers & More™ will be a Fast Casual
• Cultures-different areas demand
type of establishment with gourmet
varied menus
type offerings at a reasonable price
• Interests-what trends are occurring
considering the unique
in this area
• Lifestyles-what demographic trends
Unique Offering are occurring
The success of the hamburger market • Opinions-what foods are people
has produced numerous gourmet, eating
upper-end hamburger establishments. • Values-the way people feel about
Our offering is unique in the sense that particular places.
we provide a combination of products
not currently offered in our launch
market. Our policy is “It’s all about the
Burger™,” which makes us prominent in
the Burger market.
14

15. Product Diversity
Hamburgers are the staple items for
menu but we will offer diversity with
“Americans as a whole are
hamburgers and diversity with our menu embracing different flavors,”
in general. Eight out of ten commercial
Gibson says. “People just
and non-commercial foodservice
operators serve hamburgers. Within want to try new things, and
this competitive market offering divers they’re starting younger and
signature items is important.
younger with expanding
their taste buds.”
Product Volume
Diana Barto, former BEEF senior
Our prices are inline to be less
associate editor.
expensive than other specialty
restaurants and chains while generating
a healthy profit. Our market research
will define an average price to drive
Positive Public Relations
product volume. Our product diversity
will also contribute greatly to our Public relations are an integral part of
volume sales. By offering items that the restaurant business. Sponsorship
other restaurants do not offer will of local civic and charitable functions is
promote our niche. important to us and we will create an
image that is synonymous with helping
the local community.
Strategic Alliances
Other areas of positive relations include
We will strategically align ourselves the promotion of Social Networking,
with food distributors and food sustainable practices, green initiatives
brokers to form relationships to build and promoting recycling.
promotion within the local marketplace.
By leveraging our contacts within
brokerage houses and local providers Cause-Related Marketing
we can expand our ‘word of mouth’ Charitable contributions are an
marketing which is essential for local important part of our business mission.
community penetration. Best Burgers & More™ will be able
to support charitable causes and
educational institutions within the local
Management Team
market. Charity and social responsibility
Our capitalization will allow us to hire a are important parts of our business
seasoned, valuable management team. model. This allows us to increase our
Many successful restaurant endeavors name recognition while also improving
are started with key management the community.
15 players from chains such as Brinker,
OSI, and Darden.

16. Economic
Prosperity
The Triple
Bottom Line
Environmental Social
Stewardship Responsibility
Barriers to Market Entry
• Capitalization Marketability
• Marketability Marketability is one of the most
• Industry Expertise important factors within the restaurant
• Alliances business. It relies on strong
management, outstanding resources
and understanding of the local area.
Capitalization What makes a restaurant popular
Without proper capitalization a in Austin, TX does not necessarily
restaurant start-up is not able to work in New York City. This creates
sustain business and seasonal trends. marketability barriers. Since we are
On average, new restaurants require very familiar with this geographic region
enough operating capital to cover all we have a definite advantage compared
expenses for a minimum of twelve to others entering the marketplace.
months. This is an entry barrier that
we can overcome through our unique
stance in the market. Newcomers may
Industry Expertise
try to duplicate our offering but they will Expertise is one of the foundations
faced with existing competition while of success for new restaurants. This
we are currently the front-runner in our industry is not one that can taught in
demographic area. a class and it requires solid hands-
on experience to be successful. This
is why hiring trained management is
so important and proper utilization of
capital is required to obtain the best
talent available.
16

17. Alliances
Food industry alliances drive many
items such as food cost and local
promotion. Without solid contacts
within these areas it can prove
difficult for new market entries to gain
momentum. Our focus on alliances will
span the entire spectrum from local
wholesalers to regional food brokers to
national distributors.
This Space Intentionally Left Blank
17

18. Competition
From a differentiation standpoint it
is important to understand the local
market for the south Florida area.
There are many ‘standard’ hamburger
restaurants and chains in south Florida
but very few gourmet hamburger
offerings. There are some unique
hamburger establishments that can be
considered competition but they do not
have the vast offering of Best Burgers
& More™.
Some of these establishments include:
8OZ. Burger Bar
Burger creations include top local
ingredients. Other specialties include
items like house cured bacon and
homemade dill pickles. Their signature
burgers are made with quality blended
humanely raised, hormone-free Black
Angus sirloin. All burgers are grilled
over a wood burning grill.
Fuddruckers
Fuddruckers is a franchise chain that
focuses on promoting vegetarian fed
cattle, a topping bar and fresh baked
buns.
These are just two examples (one
unique and one franchise) of
competition in the market. There
is no exact offering that matches
Best Burgers & More™. There is the
possibility that a similar offering is
being developed and that would create
direct competition. This is why it is of
the essence that we obtain funding as
expeditiously as possible to secure our
initial presence in this marketplace.
18

19. Competitive Landscape
Research conducted via IBISworld. same geographic area or in food
com estimates that in 2011, the top courts at malls and airports must also
four players in the restaurant industry compete with each other. Food courts
account for less than 35% of the and other dining hubs have become
available market share, providing increasingly popular over the last
this industry with a low level of few years. Research also shows that
concentration. Given the diversity of health and nutritional value of the food
food styles and industry operations, sold in restaurants has also become
it is not surprising that nearly 48% increasingly important to customers;
of establishments are small-business a fact that bodes extremely well for
operators with nine or fewer employees. organizations like Best Burgers &
An additional 52% of establishments More™.
have between 10 and 99 employees.
There is also a very small number of
extremely large and dominant chain and Innovative Marketing
franchised operations. Management understands that it will be
Over time, the industry’s concentration very important to create and cultivate
has been increasing as many of the relationships with other companies
top tier establishments have been that also serve the targeted, local
purchased by equity firms. The recent markets. Through cultivating contacts
increase in acquisitions indicates that Best Burgers & More™ will attempt to
companies are making a concerted build relationships that could lead to
effort to increase profitability by joint advertising programs or even joint
claiming larger portions of the market ventures. The companies targeted for
share. Between 2005 and 2010, these relationships will be those that
the number of establishments and already have local targeted items such
enterprises have both either fallen as craft beer locally produced retail
or remained stagnant, which has items that are being provided to an
caused a marginal increase in industry existing base of customers.
concentration. The level of industry
concentration is expected to continue
Keys to Success
to increase over the five years to 2016.
• Capital financing in the amount
There is a significant price-based
$500,000
competition within this industry.
However, fast casual establishments • Business expertise of the operator.
also compete on the basis of location, Strong operator business expertise
food quality and consistency, style and is a requirement to succeed in the
presentation, food range with new restaurant industry. The industry is
products needing to be introduced wrought with high turnover rates and
regularly, variety and customer service. moderate profit margins that can
Restaurants that are located in the easily turn to losses if not properly
19

20. maintained. With that thought in effective. This can be done by our
mind it should be noted that Best knowledgeable staff and verified
Burgers & More™ founder Steven quarterly by our accountant.
Gara is an astute professional with a
• Keep food costs under 30% of
strong business acumen and a skill
revenue
set that is optimal for a venture of
this type. • Keep beverage costs under 20%-
25% of revenue
• Having a clear market position.
Clear market positioning is a must in • Keep Prime Costs under 65% of
the restaurant industry. While Best total revenue
Burgers & More™ will be a burger- • Keep location expenses under 8% of
based operation, the market position revenue
that the organization will occupy
• Ability to franchise operations.
clearly differentiates the brand from
Although Best Burgers & More™
others that are currently residing in
plans to enter the market with a
the market.
single location, the long-range plans
• Effective cost controls. Controlling call for founder Steven Gara to
costs are important in this moderate explore the opportunity of franchising
margin industry. With Best Burgers the restaurant. If this occurs and
& More™ being a new market with the unique core of the business
entrant, the marketing message model, the revenue and profit
will take time to resonate with potentials could be quite promising.
the targeted audience, making
• Location. Location is an extremely
controlling and monitoring cost
important variable in the restaurant
even more important to the long-
industry. Being in close proximity
term viability of the brand. Our
to the target audience gives
philosophy is to maintain to a steady
the operation the best possible
pricing policy. Our Policy and and
opportunity to drive brand loyalty and
Operations Manuals will ensure that
profits. While south Florida is known
all control policies are held to the
for being receptive to diverse culinary
highest standards.
options, will be the point of market
The restaurant and beverage industry entry, management must be mindful
is a highly competitive market and cost of the need to choose locations
control and cost margins are of extreme based on sound research that shows
importance. Our key objectives include: the chosen markets will support the
• Use the latest technologies to vision.
manage cost control, primarily Point
of Sale (POS) systems
• Perform scheduled audits to
ensure cost control procedures are
20

21. Management Summary
Steven J. Gara, MS, PHR, CBAP
Mr. Gara, owner of SGBIZSERVICES,
is a multi faceted business professional
with a wide array of skills and
experience in a variety of industries
including Software, Entertainment
(including being a musician), Travel,
Banking, Insurance and Tax Lien
investments. Educationally, he holds
a Bachelor’s Degree from Temple
University and a Master’s Degree from
Cornell University.
He has over a total of 15 years of
experience combined in Human
Resources and Information Technology
consulting, has an entrepreneurial
personality and a creative side that
allows “thinking out of the box” for
any given issue. The ability to think
creatively and to step back and see the
bigger picture is what sets him and the
company apart from others. He is also
a Green Belt in Six Sigma principles
and this experience helps his clients
to maximize their profits and minimize
losses.
Originally developed by Bill Smith
at Motorola in 1986, the Six Sigma
Training program was created using
some of the most innovative quality
improvement methods from the
preceding six decades. The term
“Six Sigma” is derived from a field of
statistics known as process capability.
These credentials make both him and
the company uniquely qualified to
handle a variety of disparate business
issues and offer a diverse array of
services.
21

22. Five Forces Analysis Standard Forces Model
Absolute Cost Advantages None
Proprietary Learning Curve None
Access to Inputs None
BARRIERS Government Policy Minor Threat
TO Capital Requirements None (if needed)
ENTRY Brand Identity None
Access to Distribution None
Proprietary Products None
Economies of Scale Minor Threat
THREAT Client Inclination to Substitutes Minor Threat
OF Price Performance None
COMPETITION Switching Costs None
Bargaining Leverage None
Client Volume Minor Threat
Client Information None
BARGAINING
Brand Identity None
POWER OF
Price Sensitivity None
CLIENTS
Product Differentiation Minor Threat
Client Concentration None
Substitutes Available Minor Threat
Resource Concentration Minor Threat
BARGAINING Differentiation of Inputs None
POWER OF Switching Costs of Firms in the Industry None
COMPANY Presence of Substitute Inputs None
Threat of Forward Integration None
Exit Barriers None
Industry Concentration None
DEGREE Fixed Costs/Value Added None
OF
Industry Growth None
RIVALRY
Brand Identity None
Diversity of Rivals None
22

23. Sales Plan
Sales Channels / Print ad efforts include:
Marketing Strategies • Mailers (standard mail)
Our sales channels include: • Public flyers (parking lots/events)
• Direct Marketing • Local newspaper inserts
• Social Media Networks • Coupon/special offer distribution
• Customer Database (malls and store ingress and egress)
• Email Marketing
• Online Viral Strategies Social Media Networks
• Advertising
Marketing research shows that 83% of
• Public Relations companies that have deployed social
media technologies report they have
experienced either positive ROI or
Direct Marketing
have at least reached the break-even
Direct marketing consists of standard point on their investment. Breaking that
sales efforts along with organically and down even further, 39% say they have
locally focused growth. Best Burgers achieved a positive ROI, and 44% say
& More™ will target individuals on a the benefits have equaled the costs.
personal level. Best Burgers & More™ Only 17% say costs outpaced benefits.
plans to travel to largely populated
“hot spots” to disperse samples of our
product, gaining loyalty locally and Social Media
building word of mouth sales. ROI Experience
Best Burgers & More™ will acquire Negative
growth by conforming to the trends set 17% Positive
39%
forth in this market. If the market shifts,
Best Burgers & More™ will acclimate
itself to conform to the changing
demographics. This is necessary in
order for businesses to be successful
and we are fully prepared to comply
with the scope of trend changing. We Break-Even
44%
will offer menu items and entertainment
to please the ever changing business. Source: Computer Economics, 2010
We will also provide marketing and
advertising in order to obtain clientele.
We will have a presence in college
newspapers, on Facebook and
whatever other means are available
to put us in front of our targeted
demographic.
23

24. Social media spans all age groups and Mobile Coupons
we will focus our efforts on as many as
Mobile coupons will be an integral
possible for complete market saturation.
part of our business model. Coupon
• Social networking now accounts for offerings, such as Groupon, will
22% of all time spent online in the be distributed based on customer
United States. profiles and location based services
• Twitter processed more than one (if available). Our direct marketing
billion tweets in December 2009 and material will include mobile QR codes
averages almost 40 million tweets that consumers can scan to download
per day. specials and coupons.
• Over 25% of U.S. Internet page
views occurred at one of the top Email Marketing
social networking sites in December
Our email marketing strategies will
2009, up from 13.8% a year before.
consist of direct marketing campaigns
• The number of social media users that will be multifaceted. Our targets
age 65 and older grew 100 percent will include:
in 2010; one in four people in that
• New customers
age group are now part of a social
networking site. • Existing/previous customers
• Affiliates (local websites)
As social networks have evolved so
has their ability to work with each other Our email marketing will not utilize
to promote reciprocal opportunities. spam and ‘blast’ email techniques. Our
Our programs will use entry points to emails will be targeted to consumers
network users based on variables in the who have opted in directly or through
sales cycle. Of course, having someone reputable providers. Email marketing is
click the “Like” button on Facebook still very effective. Our design will use
shows their friends they like the site but tools to track what emails are opened,
these messages can be taken further. what links are used, how many times
the email is viewed, coupon tracking
One additional area that will be sampled
and many more tracking options.
includes location based services (LBS).
Our techniques will be customized
Social network such as Facebook offer
to provide the best possible offering
applications that allow other people
for each individual user and define
within their network to see where they
formulas to develop a successful
are or where they have ‘Checked In”.
implementation strategy. These
are standard procedures for email
marketing but ours will go further and
provide an almost algorithmic approach
that is tailored just for local restaurant
dining. For example, one email
24 campaign may promote a new burger

25. offering such as a Bison/Sirloin mix.
All interest in that email will be analyzed
based on when the email is being
viewed (immediate or not), if the click
through link is followed and coupon
redemption (if offered).
Customer Database
An extensive database will be
developed based on many items:
1) Frequent dining program
2) Website visitors
3) Opt-in members
4) Email recipients
This database will be used to target
consumers based on dining and
purchasing habits (through our
integrated POS system) and will be a
cloud marketing effort with our other
sales channels.
25

26. SWOT Analysis
l The ConCepT
STRENGThS
l LoCaTion
wEakNESSES l LaCk of funding
oppoRTuNiTiES l The demands of The markeT
ThREaTS l paradigms
26

27. Strengths Opportunities
The concept. Whereas most of the The demands of the market. As
competitors in the segment that Best the economy rebounds from what
Burgers & More™ will be entering offer insiders have dubbed, “The Great
mainstream food choices, Best Burgers Recession”, consumers have taken on
& More™ will bring a much broader a renewed mindset that includes new
scope of menu options. The novelty of consumption patterns, including those
the concept will at the very least drive related to dining and food choices.
traffic and place the restaurant in a Gone are the days when consumers
strong position to drive a sale that adds would automatically flock to traditional
to the profit margin. meal choices; in its place a new type of
consumer that demands out of the box
Location. South Florida is the ideal
yet healthy meal options.
geographic location to launch a concept
of this type. The consumer tastes
are as diverse as the city itself. The Threats
diversity in tastes will give Best Burgers
& More™ the opportunity to gain Paradigms. Although consumer
traction in the marketplace and drive mindsets, tastes and demands are
profits that can be used for expansion indeed changing, the traditional
and any debt service that might be consumer is still very “beef and fry”
incurred. oriented. With that being said, the
primary threat that Best Burgers &
More™ faces is developing a brand
Weaknesses following that translates into profit
within a reasonable timeframe.
Lack of funding. The lone weakness
in an otherwise sound business model
is the need for proper capitilization.
When funding is acquiesced, founder
Steven Gara is confident that he can
guide the Best Burgers & More™
venture towards a position of market
leadership and long-term viability.
27

28. Financial Summary
Assumptions:
M1Y1 Jan-12
Restaurants to be added 5
Current Facilities 1
Rate at which restaurants are launched 1 per year to 4 additional units
Site Funding Raised per added facility: $500,000
Total Site Funding $500,000
Debt/Equity Split of Site Funding 90% /10%
Total Site Funding - Debt $50,000
Total Site Funding - Equity $450,000
Total Holding Company Equity Raise $500,000
Depreciation Time Period 420 Months
Interest Rate on Debt 6.5%
Amortization Period 300 Months
Principal Payment Rate on Debt - Annually 3.5%
Equity Guaranteed Annual Return 8%
28

29. 29
Profit and Loss
Year 1
M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Year 1 Totals
Operating Income:
Initial Location $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $306,675 $306,675 $306,675 $3,395,025
Location #2 $-
Location #3 $- $- $- $- $- $- $- $- $- $- $- $- $-
Location #4 $- $- $- $- $- $- $- $- $- $- $- $- $-
Location #5 $- $- $- $- $- $- $- $- $- $- $- $- $-
Total Operating Income: $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $306,675 $306,675 $306,675 $3,395,025
Expenses:
Salary/Wages $101,750 $123,750 $123,750 $123,750 $123,750 $123,750 $123,750 $123,750 $115,500 $119,603 $116,537 $113,470 $1,433,110
Total Summary G&A $110,000 $129,250 $129,250 $129,250 $129,250 $129,250 $126,500 $126,500 $126,500 $141,071 $141,071 $141,071 $1,558,962
Other Operating (3% of Income) $8,250 $8,250 $8,250 $8,250 $8,250 $8,250 $8,250 $8,250 $8,250 $9,200 $9,200 $9,200 $101,851
Total Operating Expenses: $220,000 $261,250 $261,250 $261,250 $261,250 $261,250 $258,500 $258,500 $250,250 $269, $266,807 $263,741 $3,093,922
EBITDA $55,000 $13,750 $13,750 $13,750 $13,750 $13,750 $16,500 $16,500 $24,750 $36,801 $39,868 $42,935 $301,103
EBITDA (%) $0 5.00% 5.00% 5.00% 5.00% 5.00% 6.00% 6.00% 9.00% 12.00% 13.00% 14.00% 8.87%
Other Expenses
Depreciation/Amortization $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $14,286
Interest Expenses $265 $265 $265 $265 $265 $265 $265 $265 $265 $265 $265 $265 $3,185
Total Other Expenses $1,456 $1,456 $1,456 $1,456 $1,456 $1,456 $1,456 $1,456 $1,456 $1,456 $1,456 $1,456 $17,471
Net Income: $53,544 $12,294 $12,294 $12,294 $12,294 $12,294 $15,044 $15,044 $23,294 $35,345 $38,412 $41,479 $283,633
Profit Margin 19.47% 4.47% 4.47% 4.47% 4.47% 4.47% 5.47% 5.47% 8.47% 11.53% 12.53% 13.53% 8.35%

30. 30
Profit and Loss
Year 2
M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Year 2 Totals
Operating Income:
Initial Location $306,675 $315,875 $315,875 $315,875 $315,875 $315,875 $315,875 $315,875 $315,875 $320,085 $320,085 $320,085 $3,793,932
Location #2 $203,063 $216,061 $236,325 $254,093 $266,460 $286,163 $273,853 $273,853 $273,853 $273,853 $273,853 $273,853 $3,105,283
Location #3 $- $-
Location #4 $- $- $- $- $- $- $- $- $- $- $- $- $-
Location #5 $- $- $- $- $- $- $- $- $- $- $- $- $-
Total Operating Income: $509,738 $531,936 $552,200 $569,968 $582,335 $602,038 $589,728 $589,728 $589,728 $593,938 $593,938 $593,938 $6,899,215
Expenses:
Salary/Wages $226,939.50 $229,209 $231,501 $233,816 $236,154 $238,516 $240,901 $243,310 $245,743 $248,200 $250,682 $253,189 $2,878,161
Total Summary G&A $141,776 $235,100 $236,275 $237,457 $238,644 $239,837 $241,036 $242,242 $243,453 $244,670 $245,893 $2,780,313
Other Operating (3% of $15,292 $15,958 $16,566 $17,099 $17,470 $18,061 $17,692 $17,692 $17,692 $17,818 $17,818 $17,818 $206,976
Income)
Total Operating Expenses: $384,007 $479,097 $483,167 $487,190 $491,081 $495,221 $498,430 $502,038 $505,676 $509,471 $513,171 $516,901 $5,865,450
EBITDA $125,731 $52,839 $69,033 $82,778 $91,254 $106,817 $91,298 $87,690 $84,052 $84,467 $80,767 $77,037 $1,033,765
EBITDA (%) 24.67% 9.93% 12.50% 14.52% 15.67% 17.74% 15.48% 14.87% 14.25% 14.22% 13.60% 12.97% 14.98%
Other Expenses
Depreciation/Amortization $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $1,190 $14,286
Interest Expenses $256 $256 $256 $256 $256 $256 $256 $256 $256 $256 $256 $256 $3,074
Total Other Expenses $1,447 $1,447 $1,447 $1,447 $1,447 $1,447 $1,447 $1,447 $1,447 $1,447 $1,447 $1,447 $17,359
Net Income: $124,284 $51,393 $67,587 $81,331 $89,808 $105,371 $89,852 $86,244 $82,605 $83,020 $79,321 $75,591 $1,016,405
Profit Margin 24.38% 9.66% 12.24% 14.27% 15.42% 17.50% 15.24% 14.62% 14.01% 13.98% 13.36% 12.73% 14.73%

31. 31
Profit and Loss
Year 3 Year 4 Year 5
Q1 Q2 Q3 Q4 Year 3 Totals Annual Totals Annual Totals
Operating Income:
Initial Location $960,255 $960,255 $960,255 $1,003,368 $3,884,133 $4,013,472 $4,334,550
Location #2 $880,983 $880,983 $880,983 $880,983 $3,523,932 $3,680,100 $3,841,020
Location #3 $861,175 $880,983 $880,983 $880,983 $3,504,124 $3,667,086 $3,827,610
Location #4
Location #5 $- $- $- $- $- $(13,014) $(13,410)
Total Operating Income: $2,702,413 $2,722,221 $2,722,221 $2,765,334 $10,912,189 $11,347,644 $11,989,770
Expenses:
Salary/Wages $1,150,745 $1,162,252 $1,173,875 $1,185,614 $4,672,486 $4,859,386 $5,053,761
Total Summary G&A $1,109,286 $1,112,060 $1,114,840 $1,117,627 $4,453,813 $4,498,351 $4,543,335
Other Operating (3% of Income) $81,072 $81,667 $81,667 $82,960 $327,366 $340,429 $359,693
Total Operating Expenses: $2,341,104 $2,355,979 $2,370,381 $2,386,201 $9,453,665 $9,698,166 $9,956,789
EBITDA $361,309 $366,242 $351,840 $379,133 $1,458,524 $1,649,478 $2,032,981
EBITDA (%) 13.37% 13.45% 12.92% 13.71% 13.37% 14.54% 16.96%
Other Expenses
Depreciation/Amortization $3,571 $3,571 $3,571 $3,571 $14,286 $14,286 $14,286
Interest Expenses $741 $741 $741 $741 $2,966 $2,862 $2,762
Total Other Expenses $4,313 $4,313 $4,313 $4,313 $17,252 $17,148 $17,048
Net Income: $356,996 $361,929 $347,527 $374,820 $1,441,273 $1,632,330 $2,015,933
Profit Margin 13.21% 13.30% 12.77% 13.55% 13.21% 14.38% 16.81%

32. Statement of Cash Flows
Year 1 Year 2 Year 3 Year 4 Year 5
Cash Flows from Operations
Net Income: $283,633 $1,016,405 $1,441,273 $1,632,330 $2,015,933
Capital Ex. For $500,000 $- $- $- $-
Site Development
*
Other Capital $- $- $- $- $-
Expenditures
Depreciation (+) $14,286 $14,286 $14,286 $14,286 $14,286
Total Cash Flows from $(202,082) $1,030,691 $1,455,558 $1,646,616 $2,030,219
Operations
Cash Flows from
Investing
Cash Investments $- $- $- $- $-
Investment Returns $- $- $- $- $-
Total Cash Flows from $- $- $- $- $-
Investing
Cash Flows from Financing
Equity Investments Received:
Equity Investments - $450,000 $- $- $- $-
Site Development
Equity Investments - $500,000 $- $- $- $-
Holding Company
Debt Capital Received $50,000 $- $- $- $-
Dividends/Shareholder $76,000 $76,000 $76,000 $76,000 $76,000
Distributions -
Guaranteed Return
Repayment of Debt $1,750 $1,689 $1,630 $1,573 $1,518
Total Cash from $922,250 $(77,689) $(77,630) $(77,573) $(77,518)
Financing
Cash at the Beginning $500,000 $1,220,168 $2,173,171 $3,551,099 $5,120,142
of the Period
Cash at the End of the $1,220,168 $2,173,171 $3,551,099 $5,120,142 $7,072,844
Period
* (This represents the funding raised for building each unit at $500,000 per restaurant)
32

33. Balance Sheet
Year / Ending Year 1 Year 2 Year 3 Year 4 Year 5
Assets:
Cash and Cash $1,220,168 $2,173,171 $3,551,099 $5,120,142 $7,072,844
Equivalents
Accounts Receivables 0 0 0 0 0
Capitalized Assets: $500,000 $500,000 $500,000 $500,000 $500,000
Accumulated $14,286 $28,571 $42,857 $57,143 $71,429
Depreciation:
Remaining value of $485,714 $471,429 $457,143 $442,857 $428,571
Capitalized Assets
Total Net Assets $1,705,883 $2,644,599 $4,008,242 $5,563,000 $7,501,415
Liabilities and Owner’s Equity
Debt Notes $50,000 $50,000 $50,000 $50,000 $50,000
Accumulated Principal $1,750 $3,439 $5,068 $6,641 $8,159
Repayment
Remaining Note Value $48,250 $46,561 $44,932 $43,359 $41,841
Stock Issued - All Classes $950,000 $950,000 $950,000 $950,000 $950,000
Retained Earnings $707,633 $1,648,038 $3,013,310 $4,569,641 $6,509,574
Owners Equity $1,657,633 $2,598,038 $3,963,310 $5,519,641 $7,459,574
Total Liabilities and $1,705,883 $2,644,599 $4,008,242 $5,563,000 $7,501,415
Owner’s Equity
33