Sara Morris, Chloe Welsby, Nina Read, Kevin Jackson and Callum Ferguson University of Central LancashireEnterprise and Business Start Up11TH January 2016

Table of Content1.0 EXECUTIVE SUMMARY

1.1 Introduction1.2 The skills and attributes required of an entrepreneur 1.3 The business start-up process 1.4 Purpose, Aims and Objectives of the Company1.5 Mission Statement1.6 Values

2.0 COMPANY SUMMARY2.1 Company Ownership2.2 Company History2.3 Company Location

3.0 LEGAL REQUIREMENT3.1 Legal Requirements Specific to The Food Catering

Business4.0 PRODUCT AND MANUFACTURING

4.1 Our Product4.2 Manufacture of the product4.3 Resources needed to manufacture

5.0 SITUATION ANALYSIS5.1 SWOT Analysis5.2 PEST Analysis

6.0 MARKETING ANALYSIS SUMMARY6.1 Marketing Segmentation6.2 Target Market Segment Strategy6.3 Marketing Mix6.4 Market Trends/Growth6.5 Competition Research

7.0 MANAGEMENT SUMMARY7.1 Organizational Structure7.2 Personnel Plan/Job Descriptions

8.0 FINANCIAL PLAN

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8.1 Cash Flow Forecast8.2 Profit and Loss Account8.3 Projected Balance Sheet8.4 Funding Sources

9.0 FUTURE POTENTIAL AND GROWTH9.1 Potential growth initiatives 2016-20199.2 Potential Growth Orbit

APPENDIX1 – Marketing Mix2 – Customer Survey3 – SWOT Analysis4 – PESTLE Analysis5 – Differences between Small Business Owners and Entrepreneurs6 – Belbin Management Team Results7 – Employee Positions and Responsibilities

– Events Calendar – Crepes and Co Draft Menu

1.0 EXECUTIVE SUMMARY - SARA

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1.1 IntroductionCrepes and Co is an innovative new creperie business based in East Lancashire, the business will operate from a fully registered and insured catering van.  The running of the business will be managed virtually between the owners, using a website, e-commerce and cloud business platforms. We will offer a mobile food safety trained catering service using the latest electric and gas cooking devices, across Lancashire and surrounding areas within a 90-minute drive.

Crepes and Co has embraced the growing popularity of food truck style vending and has developed a variety of unique products which offer an alternative to the current fast food options. The business has developed an array of freshly prepared, high quality, savoury and sweet crepes, waffles and doughnuts to be prepared fresh for every order.

1.2 The skills and attributes required of an entrepreneurThe research in support of this business venture explored the skills and attributes required of an entrepreneur.  According to the Oxford Dictionary the meaning of entrepreneur is “A person who sets up a business or businesses, taking on financial risks in the hope of profit” (Entrepreneur, 2016).

Many academia’s refer to writer, Schumpeter (1934) such as authors; Carland, Hoy, Boulton, who explain “Schumpeter (1934) was one of the first writers to identify entrepreneurship as an entity worthy of study, distinct from business owners and managers carrying out different ideas in order to sell products, and that his view was the role of entrepreneur is fundamental to economic development and therefore independent of capitalists and business owners” (James W. Carland, 1984).

It has been shown that entrepreneur’s attributes are different to business owners (Normand, 2016) therefore it was important for the group to explore this concept, and analyse the individual members own entrepreneurial skills. A comparison was done using Belbin's model within Appendix 6 (Belbin Associates, 2015) by characterising oneself against the definition of entrepreneurs and business owners see Appendix 5 (Wendy Cukier, 2011).

As a result of this evaluation it was concluded that half of the group fell into the category of entrepreneur and half into business owners. Likewise whilst analysing Belbin, the same members who fell into entrepreneurs also fell into Belbin’s ‘Shapers’ and ‘Plant’ which similarly hold the same attributes.  These factors suggest that those skills and attributes within the group complement each other, the entrepreneurs will strive to build the business and think innovatively forward and the business owners will successfully manage the office activities.

1.3 The business start up processThe initial objective for the management team was to understand how the business could be started and to understand the key components to do this.  Relevant legal guidance and information was sourced from the Government UK services and information website (OGL, 2015). Members of the group also sought advice from other peers and business owners from within their own work environments.  

The initial planning started by investigating funding options, the examples can be found in Appendix 7.  The group found it equally important to research the market and speak to potential

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customers, the outcome was to conduct a survey across 209 people, in which the results can be seen in Appendix 2.  After examining the results, there was enough evidence to suggest that there was a gap in the market which led to this venture becoming a viable business opportunity.  

A Pestle and Swot analysis was constructed which can be found in section 6, the model allowed the group to understand its internal strengths and weaknesses as a business and to also determine possible external threats and opportunities.

The saleable products were carefully selected after examining the consumer survey results, demonstrated in section 4 of the business plan.  The products and manufacturing process was planned by an experienced food manufacturing expert included within the management team, which further led to examination of the process, machinery and equipment needed and the choice of vehicle hire.  

The group carefully selected the ingredients and suppliers and obtained necessary quotes for the stock and equipment needed, some of the results can be found in section 4, the product and manufacturing section and costings form part of the Finance section 8 of the business plan.  

Another essential point was to determine the legalities and ownership details which assumed the formation of a business partnership of which the details can be found in section 2 of the business plan.  It is maintained that a Solicitor will be sought to finalise the legalities, similarly each partner will register with HMRC for a self-assessment.  The management roles and responsibilities were defined and forms part of the management summary in section 7.  

The promotion and marketing of the product was evaluated using the marketing concepts which the group had earlier learned within the marketing module; those marketing concepts were evaluated and integrated within our business strategy which is included within section 5, the marketing analysis summary.  

1.4 Purpose, Aims and Objectives of the CompanyOur purpose is to provide a unique themed service which can be set up inside or outside of any venue. Crepes and Co provides fresh crepes, pancakes and doughnuts in a variety of fillings with additional toppings and extras. Our service is very flexible as we can set up anywhere for the time our customers need.  

We aim to offer a traditional takeaway creperie theme or we can personalize the presentation to meet our customer's theme.  Its appearance is not that of a greasy catering trailer our takeaway theme is aimed towards a creperie and pancake experience.  We will supply our customers not only with delicious with sweet and savory filled crepes, we will provide deluxe creperie holders to keep them flavourful and hot, we will offer take away cake boxes and our staff will be in uniforms. We aim to be a fuss free and hospitable service, taking care of everything from set-up to cleaning away.

We cater to all tastes, diets and allergies (vegetarian, gluten, dairy or fat free) offering a main meal with a dessert in one package.

Another theme is to entertain our clients by demonstrating live cooking.  Live cooking is most enjoyable to watch and is becoming very popular at present with TV shows such as the “Great

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British Bake off”.  We want to reach out to our customers providing enjoyment of the fast food experience, showcasing our professional chefs by preparing fresh crepes, pancakes and doughnuts live in front of our customers.

Our typical clients which we are aiming to reach will be corporate and local events; food festivals, company breakfasts, or evening receptions.  Families and children’s parties, weddings and christenings.  

1.3 Mission StatementThe very core of Crepes and Co’s mission is the long term satisfaction to all of our customers across Lancashire by providing high quality freshly made food as an alternative to the current fast food industry.  

1.4 ValuesThe development of Crepes and Co is based on the following 5 values:

Aim to deliver a superior customer experience To provide a creperie and pancake experience for people To demonstrate a fresh alternative with a live cooking experience Measure success through a sustainable profit Be passionate about our service and work as a team

2.0 COMPANY SUMMARY - CALLUM

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2.1 Company OwnershipCrepes and Co have been registered as the legal operating name for the business launched by five individuals: Sara Morris, Chloe Welsby, Nina Read, Kevin Jackson and Callum Ferguson. The five individuals have agreed upon equal partnership ownership, which is shared at 20% each. If the opportunity comes available, the entire team has agreed to offer limited partnership opportunities for investors.

2.2 Company HistoryCrepes and Co was formed by five ambitious students while studying Business at the University of Central Lancashire. All five partners have full-time positions and the catering trailer will be run on a schedule between them. All five members of the Crepes and Co team are currently in their second year of studies. The business idea for Crepes and Co came to be through the combination of different skill sets and hobbies from each team member. All five of the individuals are formally trained in aspects of marketing, finance, food manufacturing and business. Together the skills, knowledge and passion amongst the team encouraged this partnership that believes that it is a prime time to enter the catering van business in Lancashire with a good chance of success.

2.3 Company LocationLocation is key in the success of any catering business, being a mobile catering service we are able to change our location as and when we like, this allows us to move to the high customer traffic areas which change throughout the seasons. For example, events like the Christmas markets and bonfire night during the winter months, holiday parks and music festivals during the summer. As catering at events such as these are spaced out throughout the year and do not provide a regular source of revenue we would require a permit in order to provide our services in towns and city centers such as London’s famous Covent Gardens and Edinburgh’s food market. This will provide us with a high volume of potential customer traffic giving us an almost constant source of income.

3.0 LEGAL REQUIREMENTS - CHLOE & CALLUM

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3.1 Legal Requirements Specific to The Food Catering BusinessIn order to sell our products, we need to make sure we are following all legal requirements. Regarding a food catering business, the law states -

1) All food preparation premises must be registered with the local Environmental Health Office in the area in which the unit is stored if mobile or in the area you pay Council tax to) 28 days prior to trading.

2) All persons coming into contact with food must have hygiene training (the level of training depends on the job) they are allowed to work in the premises. As a general rule:

For this business, all employees will require a level 2 food hygiene certificate which cost £15+VAT per person.

3) You must put into place, implement and maintain a documented food hygiene management system based on the principles of hazard analysis & critical control points (HACCP)

It is the legal requirement, that we have a minimum of one person in the business trained in level 2 HACCP certificate. The cost for this five-day course is £260+VAT.

4) A health & safety risk assessment must be carried out by the business proprietor at regular intervals or if the circumstances of the business change.

5) If you employ 5 persons or over you must produce a written Health & Safety Policy Document. If you employ more than 5 people you must carry out a Fire Risk Assessment.

6) If you are a mobile catering business you must possess a street trading license, in the area you are trading.

4.0 PRODUCT AND MANUFACTURING - CHLOE

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4.1 Our ProductAccording to our customer survey results, which can be found in appendix 2. We found that the top three products customers would like to see us sell, were crepes, pancakes and doughnuts. As a result, we have decided to sell these three different types of product in our catering trailer. We will offer multiple types of fillings and toppings and separate these into categories of sweet and savory. Some of the combinations we will offer will be classics such as sugar and lemon, Nutella, strawberry and whipped cream. However, we will also be offering new and luxurious flavors such as smoked ham and Emmental cheese. Our products will range from £2.00 plus, depending on how many toppings and fillings the customer chooses to add on to their crepes or pancakes. Please see the menu attached in the appendix for more examples of flavors and individual pricing.

4.2 Manufacturer the productsTo manufacture crepes and pancakes, we will purchase two Krampouz 400mm standard electric crepe maker from pancake-world.com. These retail for £279.99 each, they have a 300w power and can reach up to 260 degrees resulting in being able to make a crepe within 40 seconds. To manufacture doughnuts, we will purchase a commercial doughnut fryer and batter dispenser from eBay. These retail for £899, these have a 320w power and can output 300-500 doughnuts per hour.

4.3 Resources needed to manufactureWe will be using a base recipe for our crepes, pancakes and doughnuts, then adding toppings and fillings to them once they are cooked.

Our crepes will be made from a luxury French crepes mix from pancake-world.com, these come in 14kg boxes and are £50.00 per box. They have a 12-15-month shelf life and each box can produce on average of 252 crepes. With our plain crepes retailing for £2.00 each, from one 14kg box we can make a £454 profit from each box we purchase.

For pancakes we are using a Krusteaz buttermilk pancake mix from americansweets.co.uk, these come in 4.5kg bags and are £12.99 per bag. They have a 6-8-month shelf life and each bag can produce an average of 240 4inch thick pancakes. Like crepes our plain pancakes retail for £2.00 each, from one 4.5kg bag we can make a £467 profit from each bag we purchase.

For doughnuts we will be using a kitchens food brand doughnut mix from kitchenfoods.co.uk, these come in 10kg bags and are £25.49 per bag. They have a 12-month shelf life and each bag can produce an average of 480 doughnuts. We retail our doughnuts at 5 for £2.00, from one 10kg bag we can make a £166 profit from each bag we purchase.

5.0 SITUATION ANALYSIS - CHLOE

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5.1 SWOT AnalysisThe SWOT analysis tool has been around since the 1960’s, the tool is as useful today as it was back in the 60’s. When applying a SWOT to a business, this can be a very powerful tool to help you understand the weaknesses of your business, identify and eliminate threats (Mind Tools Editorial Team, 2013). It is recommended as a business you should reevaluate your SWOT on an annual basis. To view the SWOT analysis on Crepes and Co please see appendix 3.

5.2 PESTLE AnalysisUnlike the SWOT analysis, a PESTLE analysis evaluates external aspects that can affect your business which you have no control over. The PESTLE concept, analysis the political, economic, social, technological, legal and environmental changes that can influence your business practice (PESTLE Analysis, 2012). To see the brief PESTLE analysis on Crepes and Co please see appendix 4.

6.0 MARKETING ANALYSIS SUMMARY - NINA & CALLUM

6.1 Marketing Segmentation

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Crepes and Co will be based in and around East Lancashire, attending annual events such as Food Festivals, Wedding Fayre’s, Christmas Markets and other popular venues. Our Customers will be in a 90-mile radius of our locations which will vary due to our mobile business.  As shown in Appendix 2, question 1, 21.5% of males and 78.5% of females completed the survey in regard to food preferences specific to Crepes and Co. This highlights over a 75% split between genders of which we will be targeting more of a female audience. On assumption customers of Crepes and Co would be aimed at young adults between the age of 15 – 30, with no specific reference to what occupation or socio-economic group. The decision to buy from Crepes and Co we believe to be on impulse and temptation. Through our marketing channels and unique products, we hope to engage with customers at specific food events. Whilst attending events such as food festivals the majority of attendees will be interested in food of some sort and therefore willing to try products and therefore visiting the event may not be impulsive but the decision to purchase a crepe from us may be. Some customers may require specific needs such as nut allergies or gluten intolerant. With this in mind we would offer the option to have a gluten free option and a chocolate spread alternative of Nutella for those with nut allergies. All our ingredients will be organic produce in order to maintain high standards.

6.2 Target Market Segment StrategyBuyer Power: With the Street food/ mobile catering industry on the rise there is an ever growing demand for street food, because of these consumers have more choice as to what food they can buy from mobile catering vans creating a more competitive environment. Buyers have power in this market, but the size of the market makes it unlikely that buyer power will have any significant negative impact on Crepes and Co.

Competition: Our target areas to sell our food is in town/city centres and at food festivals both of which host a great deal of competition. However due to our uniqueness of our service in the UK compared to other mobile caterers and our attractive appearance we predict to have little competition for our services.

Supplier Power: Our suppliers who provide our ingredients have very little control over our business as our supplies are not in short supply and have a fast range of suppliers. The supplier who has a big impact as the where we conduct business is the body who provides the trading permits, whether that be the local council or the event organisers without there permeation we will not be able to trade, this is why it is important to have all the up to date health and safety certificates and only trade in permitted areas.

6.3 Marketing MixTo see the marketing mix, we have created on product, place, price and promotion see appendix 1.

(Tracy, 2004) (BBC, 2011)(Tracy, 2004)(Coleman, 2014) (Poulter, 2012)

6.4 Competition ResearchLa Petite Bretonne's

La Petite Bretonne's is located in Huddersfield around 20 miles away from Burnley, the business

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was established In 2012 when a French couple migrated to Yorkshire and wanted to bring across their love of good French food and share it with the UK. There strengths are, they offer a range of fillings and use there French names giving a more authentic experience and make the food in front of the customer. La Petite Bretonne's also offers furniture hire for events and personal hire, the outdoor furniture is in keeping with their vintage theme which they have accomplished by completely renovating a 1950s Citroen HY van which again is French adding to the authenticity of their service. La Petite Bretonne's are able to cater at any event nationwide with two weeks’ notice also they have an online website and social media page complete with examples of previous events, food examples and a copy of their menu.

Choccy Churros, Crepes & Cup Cake

Choccy Churros is based in Lancashire and operated throughout the North West & South of England, they attend a lot of major events in the area. There strengths are they cook the food in front of you and offer a range of fillings, they also provide a range of different sweet foods like cupcakes and donuts. Choccy Churros operates out of a standard yellow food trailer which is very basic in design but clear in their services, Churros promote their services over social media and don’t have a website however they are listed on a local popular events page.

Compared to Creps & Co

Choccy Churros is moderate competition for Creps & Co as both prices and operational areas are similar however we supas Churros with a far more appealing appearance without much price difference.

7.0 MANAGEMENT SUMMARY - CHLOE

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7.1 Organisational StructureAs briefly mentioned in the company summary all five owners have an equal percentage share of the business. As a result, each member of the team is an equal owner. However, we will separate the responsibilities of the business, based on the experience we have gained through the different sectors we have worked in. To see a more detailed list of responsibilities she section 7.2 below.

7.2 Personnel Plan/Job DescriptionsTo see our individual job experience and job descriptions please see appendix 7.

8.0 FINANCIAL PLAN - KEVIN

8.1 Cash Flow Forecast

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Sara Morris CEO – Head of Business

Operations & Human Resources

Kevin Jackson Head of Finance and Supply Chain

Callum Ferguson Head of Sales

and Customer Services

Nina Read Head of

Marketing and Business

Development

Chloe Welsby Head Chef and

Product Development

Our cash flow forecast indicates the likely future movement of cash in and out of our business. It is an estimate of the amount of money expected to flow in (receipts) and out (payments) of the business and includes all projected income and expenses. A cash flow forecast usually covers the upcoming 12 months, however it can also cover a short-term period such as a week or month. The concept of cash flow is: Net Cash Position = Receipts - Payments

The purpose of a cash flow forecast is to help predict upcoming cash surpluses or shortages and to help the business owners make the right decisions. It can help in tax preparation, planning new equipment purchases or identifying if securing a small business loan is required (Small Business Development Corporation , n.d.).

By including every case scenario in our cash flow forecast you will see how our business will cope if our business hits tough times or does better than expected. Prior warning allows us to work out solutions to anticipated temporary cash shortfalls or arrange short-term investments for temporary cash flow surpluses.

To view the cash flow forecast for Crepes & Co please see appendix ?

8.2 Profit and Loss AccountA profit and loss statement (P&L) is a financial statement that summarises the revenues, costs and expenses incurred during a specific period of time, usually a fiscal quarter or year. These records provide information about a company's ability – or lack thereof – to generate profit by increasing revenue, reducing costs, or both. The P&L statement is also referred to as "statement of profit and loss", "income statement," "statement of operations," "statement of financial results," and "income and expense statement" (Investopedia, LLC, n.d.)

To view the 4 year profit and loss account for Crepes & Co please see appendix ?

8.3 Projected Balance SheetA balance sheet is financial statement that summarizes a company's assets, liabilities and shareholders' equity at a specific point in time. These three balance sheet segments give investors an idea as to what the company owns and owes, as well as the amount invested by shareholders (Investopedia, LLC, n.d.).The balance sheet adheres to the following formula: Assets = Liabilities + Shareholders' Equity

To view the projected Balance Sheet for Crepes & Co please see appendix ?

8.4 Funding SourcesCrepes & Co. will be financed with an initial capital investment from each business partner of £5,000. In addition to this, we will also seek a loan of £13,500 from venture capitalists. We will offer to repay the loan in full over a 4-year period with a return of 15%. The loan will be used for the initial purchase of the catering van with the remaining capital being used to cover equipment, stock, training and business start up costs.

We have researched additional funding sources available should extra funding be required at a later date:

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The Fuse Fund - The Fuse Fund aim towards environmental factors, Crepes and Co will need to focus on this element in order to be successful in the application criteria (Lancashire Business View, n.d.).

NW Access to Finance - This is free service to access funding opportunities across Lancashire (Access to Finance NW, n.d.).

Rosebud Micro Loans - Rosebud Micro loans helps small businesses with the support in growth they offer loans to small businesses however the acceptance criteria for this is businesses focusing on Health and Environmental, therefore the business would need to focus on these strategies to be accepted for a business loan (Lancashire County Council, n.d.).

Lancashire Business Growth Fund - Lancashire Business Growth Fund is a part funding assistance which they allocate up to 20% funding assistance to help with buying machinery or plant acquisitions or infrastructure improvements.  If the business decided to purchase a second van in phase 2 of our growth strategy and we invested 20k for a van this funding may provide 20 % contribution towards this if the funding application was successful (Regenerate Pennine Lancashire, n.d.).

9.0 FUTURE POTENTIAL AND GROWTH - SARA

9.1 Potential growth initiatives 2016-2019

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FranchisingAn option is to grow through a franchising arrangement, this would be in 3-4 years time once the business is established.  There will be an opportunity to endorsed Crepes & Co to individuals or perhaps a small group of entrepreneurs for the prospect to use Crepes & Co’s name and products in exchange for a percentage of the sales revenue.  Crepes & Co’s reputation and marketing expertise will be extended with the franchise, that said, the franchise managers will be responsible for the individual van, maintenance, upkeep, expenses and equipment including all financial liabilities and risks associated with the franchise.

AcquisitionsA further opportunity will be to grow through acquisition.  This would be in 3-4 years’ time once the company is more recognised and reputable ready to expand into EU markets.  At this stage strategic planning will take place to appraise which companies would make ultimate acquisition targets.  We would want to consider companies which would be appropriate for our products and provision methods but which will also present new opportunities to allow Crepes and Co to grow.

New Product linesEvery 3-6 months’ surveys will be conducted across a variety of consumers and across our followers using social media and face to face questioning during events, the group will review popular products against the cost of production, efficiency and supply if feasible new products will be launched, using social media platforms to market the products

Online StrategyWe will use the Crepes and Co website to promote the company in order to grow our business and sales.  We will provide an enquiry and booking portal for our customers and publish an events calendar to allow our followers and customers to see which events we will be attending.  We will aim to establish a community via social media to promote our company brand image.  We will promote discount vouchers and competitions as part of our online strategy.  Once Crepes and Co are established we will decide to look at partnering with existing events platforms or other retailers in a similar market.  

Decrease Costs - Economies of Scale Operationally we would learn over time to become more efficient and understand how to reduce our average operational costs and “increase profit per unit” as according to an illustration of Achieving Economies of Scale (Mind Tools Ltd, 2016).   From using this analogy the business could save money on delivery costs and negotiate a discounted price with suppliers by buying in bulk, the unit cost of ingredients would go down therefore increasing the profit margins.

9.2 Potential Growth OrbitAn Orbit diagram has been produced to show the potential growth of Crepes & Co strategic growth plans for the next 4 years including the change in process, products and people which need consideration.

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APPENDIX

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As shown in appendix 1, 58.7% of people asked in our survey would expect to pay £3 - £4 for our product. We used these results to create our pricing strategy however we may offer incentives such as offering loyalty cards in order to increase repeat custom and offer discounted prices to loyal customers. Crepes and Co will implement a competitive pricing scheme to emerge as a fierce competitor in the industry by frequently researching our competitors in order to continually review and examine our products and prices. According to (Tracy, 2004) it can be beneficial to businesses to increase prices at certain times in the year when appropriate. For example, raising prices whilst trading at German Christmas Markets may be beneficial to Crepes and Co as these markets have become more popular each year (BBC, 2011). At Christmas Markets people tend to impulse buy food and drink which appears to look and smell good therefore by raising prices at these events would generate an incline in profit. Another way to increase sales is to combine products to create a special offer, for example, a Crepe and a Coffee for £4.99 may appear more appealing to customers however it may not have cost the business much money to produce (Tracy, 2004). These are some of the pricing strategies Crepes and Co will utilise to increase sales and profit.

Price

Crepes and Co will be based in and around Lancashire attending local, well established events. We expect our customers to be within a 90 mile radius of the events we attend. As Crepes and Co is a mobile operating business we can be flexible as to where we’re based in order to position ourselves in a place that’s accessible to potential customers. We will be attending annual events in order to meet our target market.

Place

Crepes and Co will be based in and around Lancashire attending local, well established events. We expect our customers to be within a 90 mile radius of the events we attend. As Crepes and Co is a mobile operating business we can be flexible as to where we’re based in order to position ourselves in a place that’s accessible to potential customers. We will be attending annual events in order to meet our target market.

Place

Crepes and Co will be marketed through a variety of different channels including word of mouth; based on positive customer experience, to enhance reputation and the use of relationship selling in the early stages of our business. We will continuously use social media including Facebook and Twitter (See Appendix 1-Question 9) in order to showcase new products, promote events we will be attending, offer customer incentives and gain loyal followers. According to (Coleman, 2014) the most powerful way of marketing is through word of mouth recommendations as well as clever use of social media. By using clever social media techniques Coleman is referring to gaining meaningful followers whom will share and promote the page rather than just boosting numbers of likes/followers. At events Crepes and Co will have a representative to hand flyers out and promote Crepes and Co around the event. Through our social media channels we will promote campaigns such as 20% off the price of our produce if you like our Facebook page.

Promotion

APPENDIX 1 – Marketing Mix - Nina

APPENDIX 2 - CHLOECustomer Survey ResultsWe had a total of 209 questionnaires filled in using google docs, within that questionnaire contained nine questions. The results are as followed -

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APPENDIX 3 - CHLOESWOT AnalysisThis is an analytical framework that can help our company face its greatest challenges and find its most promising new opportunities.

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Strengths Staff with experience in the food

manufacturing industry, finance, marketing and sales.

Prices are cheaper than competitor’s, due to less overhead expenditure

Put forth innovative food that will change with the seasons

More flavour variety than competitors It brings a new trend of food to the area,

which will entice customers to try Food is made on demand, in front of the

consumers eyes Low startup cost compared to a restaurant Crepes and Co will own the vehicle and not

lease   Advanced knowledge of social media trends Emphasis on product and service quality

Weaknesses First-time business venture.

Therefore, unknown to the market Start up cost are estimates Limited funds available Costs rising with time due to food

ingredient cost rising No brand value Only accepts cash payment Owners will work the most and

longest hours in the first couple years

Don’t have a permanent location Hard to keep repeat customers because

the business is mobile

Opportunities Focus on large selling events such as

Clitheroe food festival Collaboration with local suppliers to give us

a key selling point Able to hire the food truck for birthday

parties and weddings If successful ability to have a chain of food

trucks around the UK Tweet locations and allow people to follow

the truck Sell cappuccinos/espresso/coffee/smoothies Hiring a pastry chef that has formal training

in creating desserts Reward social media followers

Threats Bad weather (customers are less likely

to go outside to purchase food) Competitors are known by customers

and have more experience Customers will go to other businesses

that accept credit card payments Location contracts do not guarantee

sales Truck breakage/repairs   Works can be overworked Rising cost of dairy products

APPENDIX 4 - CHLOEPESTLE AnalysisThis analysis includes the threats that can affect this business, like political, economical, social, technological, legal and environmental.

Political - Government regulations regarding employee hygiene, health and food regulations, food standards. Government policies regarding the food industry. These include licenses, inspections by health and food departments see www.food.gov.uk for more information.

Economic -Interest rates would affect the cost of ingredients. The rate of inflation determines the rate of remuneration for employees and directly affects the price of the products. Again, the proportion between the inflation rate and wages/prices is direct. Economic trends act as an indicator of the sustainability and profitability of your business in the chosen region and help you in deciding your marketing strategy. Check www.economicshelp.org for links to keep up to date on all rates and changes.

Social - Eating habits of the people in your chosen business environment may, and certainly will, affect your marketing decisions.

Technological - A good technical infrastructure would lead to better production, procurement and distribution logistics, resulting in reduced wastage and lower costs. Effective technology may be a decisive factor for food technology innovation, better presentation, more effective business marketing, etc. See www.pancake-world.com for industrial machines that can be used for this business.

Legal -Factors that might affect the company are: Introduction of stricter customs, trade regulations and licensing regulations related to the industry.

Environmental - Having a food trailer will have less of a carbon footprint than a restaurant. In order to have an environmental impact, the business could install a solar panel to provide the necessary power. It also could possible use recyclable plates, cutlery and boxes for take-away food. For examples see www.littlecherry.co.uk or www.pipii.co.uk

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APPENDIX 5 - SARADifferences between Small Business Owners and Entrepreneurs

http://www.entrepreneur.com/article/233919

Small-business owners have a great idea.

They solve a problem in their community. They know their business and target audience. They know what will make their customers happy. They serve their customers.

Sara MorrisKevin JacksonChloe Welsby

Entrepreneurs have big ideas.

They dream big. They think big. They come up with ideas that haven’t been tested, diagnosed, or worked through. A lot of times they don’t even know if their ideas are possible, which gets them even more excited.

Nina ReadCallum Ferguson

Small-business owners hold steady.

They like to know what’s coming next and where it’s coming from. They make calculated decisions where the outcome is clear. The result may not be huge, but it will typically keep them moving forward.

Sara MorrisKevin JacksonChloe Welsby

Entrepreneurs love risk.  (McClelland 1961, 210.)

They step out on a ledge more often than not. They jump in with both feet knowing that if they put in their full effort, the risk will be worth it more often than not.

Nina ReadCallum Ferguson.

Small-business owners think about the things they need to finish this week.

They have daily and weekly to do lists. They manage employees, work with customers, network with new customers, and keep everything rocking and rolling.

Sara MorrisKevin Jackson

Entrepreneurs are thinking ahead six months.

While their team is thinking about what they’re doing that week, they tend to skip the now and focus on the future of the company. They have people to manage the business, and if they don’t, they soon will.

Chloe WelsbyNina ReadCallum Ferguson.

Small-businesses owners are sentimental with their businesses.

They never plan on selling or handing their business off to someone else unless it's family. They like making the decisions and running the day-to-day.

Sara Morris

Entrepreneurs focus on scaling.

They want to grow and grow they will. Although they may not focus on selling the business, they set it up to run without them. They surround themselves with experts while they end up being the rainmaker.

Chloe Welsby

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Kevin Jackson Nina ReadCallum Ferguson.

Appendix 6 - SARABelbin Management Team Results

http://www.belbin.com/about/belbin-team-roles

Sara Morris

Implementer Needed to plan a workable strategy and carry it out as efficiently as possible.Strengths: Practical, reliable, efficient.  Turns ideas into actions and organises work that needs to be done.Allowable weaknesses: Can be a bit inflexible and slow to respond to new possibilities.Don't be surprised to find that: They might be slow to relinquish their plans in favour of positive changes.

Nina Read

Plant Tend to be highly creative and good at solving problems in unconventional ways. Strengths: Creative, imaginative, free-thinking, generates ideas and solves difficult problems. Allowable weaknesses: Might ignore incidentals, and may be too preoccupied to communicate effectively. Don't be surprised to find that: They could be unorthodox or forgetful.

Chloe Welsby

Completer / Finisher

Most effectively used at the end of tasks to polish and scrutinise the work for errors, subjecting it to the highest standards of quality control.Strengths: Painstaking, conscientious, anxious.  Searches out errors. Polishes and perfects.Allowable weaknesses: Can be inclined to worry unduly, and reluctant to delegate. Don't be surprised to find that: They could be accused of taking their perfectionism to extremes.

Kevin Jackson

Monitor Evaluator

Provides a logical eye, making impartial judgements where required and weighs up the team's options in a dispassionate way. Strengths: Sober, strategic and discerning.  Sees all options and judges accurately. Allowable weaknesses: Sometimes lacks the drive and ability to inspire others and can be overly critical. Don't be surprised to find that: They could be overly critical and slow to come to decisions.

Callum Ferguson

Shaper Provides the necessary drive to ensure that the team keep moving and do not lose focus or momentum. Strengths: Challenging, dynamic, thrives on pressure.  Has the drive and courage to overcome obstacles. Allowable weaknesses: Can be prone to provocation, and may sometimes offend people's feelings. Don't be surprised to find that: They could risk becoming aggressive and bad-humoured in their attempts to get things done.

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Appendix 7 – Employee Positions and Responsibilities - ALLChloe Welsby - Our Head Chef and Product Development Personal BackgroundHave seven years experience in food manufacturing industry particularly the mass production sector. Also possess a Level 2 in Food Safety.

Employment HistoryManufacturing Operative Warburtons 2008- 2014Team Leader Warburtons 2014 - 2015Production Administrator Warburtons Present

Duties as stipulated in the Employment Agreement Help manage social media accounts Assist with food prep and making the products Part-time shift hours Responsible for introducing new flavours and product design

Sara Morris - Head of Business Operations & Human ResourcesPersonal BackgroundHas over 25 years experience within aerospace manufacturing, public sector and management software industries and holds a PRINCE 2 qualified project management qualification, BTEC in Team leading.  Her experience and skills are in project management, office accounts, purchasing, sales ledger payments and resource management.  Sara brings a wealth of knowledge in both the public and private sectors to Crepes & Co, Sara’s career to date has centred around the strategic planning and implementation of high value projects, where she has initiated, health check monitored and coached resources to ensure that robust project and financial management principles are being applied.

Employment HistoryLogistics Administrator Futaba Tenneco 1990- 1995Manufacturing planner Aero Industrial Technology 1995- 2000Office Manager, Project Manager BWD BC 2000-2011Operations Manager, Head of Projects Connect Software 2011 - Present

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Duties as stipulated in the Employment Agreement Part-time shift hours Managing accounts, resources, payroll, expenses, tax and insurances. Managing suppliers, stock, logistics and sustain the delivery of products and services in

order to make a profit, Assist with driving, food preparation and serving.

Kevin Jackson - Our Head of Finance and Supply ChainPersonal BackgroundKevin has 10 years experience in the sales, marketing, purchasing and supply chain industries. Bringing a wide range of skills and experience to the business.

Employment HistoryIT Apprentice CMS Group Ltd 2006 - 2008Purchasing Assistant CMS Group Ltd 2008 - 2010Sales Assistant and Warehouse Operative Currys 2010 - 2011Account Manager Fuel Card Services Ltd 2011 - 2013Senior Account Manager Fuel Card Services Ltd 2013 - 2015Assistant Team Leader Fuel Card Services Ltd 2015 - Present

Duties as stipulated in the Employment Agreement Managing accounts, resources, payroll, expenses, tax and insurances. Part time in shift hours Selling the product to the customer face to face Assist with driving, food preparation and serving.

Callum Ferguson - Our Head of Sales and Customer ServicesPersonal BackgroundCallum is a highly motivated individual with over 2 years sales and customer service as well as 2 GSCE’s in Catering & Hospitality

Employment HistorySales executive                   Right 2 Write                      2013 - 2015

Duties as stipulated in the Employment Agreement Part-time shift hours Managing the Sales procedures Selling the product to the customer face to face Assist with driving, food preparation and serving.

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Nina Read - Our Head of Marketing and Business DevelopmentPersonal Background

Employment HistoryReceptionist/Administrator Invigor8 Health and Fitness 2009 – 2012Central Administrator Nelson and Colne College 2012 – 2013Student Services Assistant Nelson and Colne College 2013 – 2015Admissions and Marketing Assistant Nelson and Colne College

2015 - Present

Duties as stipulated in the Employment Agreement Part-time shift hours Manage social media accounts Assist with food prep and making the products Responsible for printing and handing leaflets and posters

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