BUSINESS PLANNING PROJECT

SaNa Fish Fast Food Restaurant

Sheng HUANG
Thi Huyen Trang DO

Abstract
This report presents the business plan to introducing SaNa fist fast food restaurant into French market. .....

Table of Contents 1. Company Description 5 1. Introduction 5 2. Description 5 2. Industry Analysis 6 3. Market Analysis 6 4. Competition 6 5. Marketing and Sales 6 6. Operations 6 7. Management and Operations 6 8. Investment Analysis 6 9. Financial Projections 6 10. Conclusion 19 11. Reference 20

SaNa Fish Fast Food Restaurant 1. Company Description Name: SaNa fish fast food restaurant
1.1 Positioning and target consumers
Product and service: Create a warm and family atmosphere in our restaurant; provide fresh, healthy, nutrition and delicious fishery fast food.
Target consumers: citizens who has the purchasing power and pursuit health in
France.
1.2Competencies:
1> High quality of product and service.
2> Stable raw material suppliers to supply us fresh and not expensive fishery material.
3>Venture funds invest to our fish fast food restaurant.
4>Situations are close to our target consumers
5> Providing promotions. 1.3 Product or Service: 1.3.1Description: 1>Providing Seafood and other fishery foods which cooked in varies way and have different tastes (such as sandwich, wraps, salad, hamburger, soup, pasta with various types of fish: smoked, fried, steamed and fresh fish). SaNa also provides different menus with healthful drinks or high quality cafe and tea. If the consumers want to buy and take away our food, we can offer them our special box of package. SaNa will change the old view that fast food is not nutrition and not good for health. The company also improve the traditional way of cooking fast food. Besides fried fish, we add the traditional French cuisine and Asian style of fishery. 2>All of our employees needs to accept our training about 1-2 months before working in our restaurant and they must wear in uniform. We ask our employee to provide clients a warm and happy service. Let them feel they can enjoy their eating and relax in our restaurant. 3>Sana provide harmless tableware which designed with a nice looking. 4> SaNa invests in R&D to improve and keep good taste with nutrition. 5> SaNa provide warm and family atmosphere.(decoration in family style, light music, clean and calm environment) 1.3.2 Benefits to consumers. 1>We offer consumers varies family taste food with high nutrition which won't raise their body weight and be harmless to their health, because we cost money to do researching in how to cook fishery foods in healthful way and keep them fresh. Consumers will feel relax and warm in our restaurant. All of our restaurants are situated at commercial center or close to business buildings at where the clients with purchasing power are concentrated. 2> For business clients, we offer a convenient, healthful and delicious food during their short rest time and we also offer a relax atmosphere with music for them to enjoy their foods. For shopping clients, we offer them a convenient place to take a rest and have a delicious lunch or diner during their shopping. Wifi is possible. 1.3.3 Differences from current offerings 1> Core product is different. First of all, our core food is Seafood and other fishery food. Second of all, the way to cook food is more different, we choose a healthful way of cooking to keep more nutrition in food. Still have some fried food. 2> Target consumer is different. We focus on the consumers who have purchasing power and wishes have a healthy body. 3> Market position is different. Our market position is the family and convenient healthy fishery food. Like this, we can avoid most of Macdonald and other fast food restaurants’' threats, even we can give consumer a clear concept that SaNa is a healthy and warm fishery fast food restaurant.
1.4 Objectives: create a new concept to fast food. Let the consumer know fast food can be nutrition and varies way of cooking.
1.5 Keys to Success: Capture the chance that there is not yet any fish fast food restaurant in France; consumers' demand trends are changed to hope eating healthy fast food; French people likes eating fishery food.
1.6 Location and Facilities. 1.6.1 Location: our restaurants is situated close to business buildings center-La defense. We will start our first restaurants in Paris due to the following figure is satisfied our restaurant’s target market. Demographic and other characteristics | Paris | Residential Population | 2,211,297 | Metropolitan Area | 12,089,098 | Visitor population | More than 6,200,000/year since 2002s |

Besides this figure, we also make a chart as following to descript the structure of working population in Paris, and which are the consumers that most preferring to eat outside during the working time.

La Défense (straddling the communes of Courbevoie, Puteaux, and Nanterre, 2.5 km (2 mi) west of the city proper) is a key suburb of Paris and one of the largest business centers in the world. Built at the western end of a westward extension of Paris' historical axis from the Champs-Élysées, La Défense consists mainly of business high-rises. Initiated by the French government in 1958, the district hosts 3,500,000 m2 (37,673,686 sq ft) of offices, making it the largest district in Europe developed specifically for business 1.6.2 Facilities: Open kitchen in each restaurant for dealing simple food which is already cooked in our big kitchen house; Bar table around kitchen; One driving cashier for each restaurant; about 30 seats in each restaurant; Wifi; Light Music; Automachine for reservation; TV hanged on the wall for introducing our restaurant and new offers.
2. Industry Analysis
2.1 Industry environment 2.1.1Politic environment The Common Fisheries Policy (CFP) is the fisheries policy of the European Union (EU). It sets quotas for which member states are allowed to catch what amounts of each type of fish, as well as encouraging the fishing industry by various market interventions. In 2004 it had a budget of €931 million, approximately 0.75% of the EU budget. The common fisheries policy has been criticised by fishermen who say it is threatening their livelihoods, although some scientific research has shown that fishing stocks were in decline long before the policy came into being. When it came into force, the Treaty of Lisbon formally enshrined fisheries conservation policy as one of the handful of 'exclusive competences' reserved for the European Union, to be decided by Qualified Majority Voting. However, general fisheries policy remains a "shared competence" of the Union and its member states. Thus decisions will still be made primarily by the council of ministers, as is the case now. From this policy, we can know that the force from politic can have a strong influence to fish industry, such as raw material purchasing and the number of employment. So our restaurant needs to find a stable Seafood supplier with using a legal contract to protect our profits and rights. Even EU has strict food safe standards to fish and other kind of fish, our restaurant needs to adapt EU's food safe policy. 2.1.2 Economic environment In France, the market for meat, fish and poultry in France increased at a compound annual growth rate of 2% between 2004 and 2009. The chilled meat products category led the meat, fish and poultry market in France, accounting for a share of 53.2%. And with the table following: Figure 1. Fresh aquatic products consumption for year 2000 in France

The French Adult seafood consumption

We can find in the first table that French people prefer fish food more that other Seafood, so we can deicide fishery food is our main line and we also offer subline seafood. From the second table we can see that French adult consume a big part of fishery food and have a prefer to fish food, so our restaurant has a strong consumption markets and our target consumer is the correct consumption group.
2.1.3 Social environment
As a country who is near the Atlantic and the Mediterranean, French people eat fish as a necessary food, especially the people who lives near the sea. Even during these years, France has been influenced by euro financial crisis, the wages of workers has been decrease and each family tight their budget of consumption and reduce the time of having lunch and diner outside, French people still has a huge consumption of fishery food, whatever at home or restaurant. This is a good sign for our restaurant which means fishery food still has potient market in France. We need to product the food with a rational price for consumers and let them feel it is worth to cost certain money for enjoying a lunch or diner in our restaurant.
2.1.4 Technological environment Technological innovation is seemed as strong competitive tools for each competitors of fast food restaurant. Because consumers' demand trends are changing from good taste to good taste and helpful for health, how to keep the raw material fresh and how to add more values or nutrition into fishery food, etc. are the same problems that all fish fast food restaurants confront. Exhibition can be seen as the competitors' chance for communicating and searching new technological innovation, such as "Seafood at SIAL" which is an international exhibition of seafood and it attracts more than 100 companies to come every year. Besides the chance of communication, each fast food restaurant also does their innovation as a secret of business. For example, we can find new different meals in Mcdonald every year and they make sense, it is the innovation’s effect. All in all, as a fish fast food restaurant, cut down logistic cost, keep food fresh as long as possible in a healthy way and varies tastes should be our challenges.
2.2 Entry barriers 2.2.1 Threat of new competition
Fish food fast restaurant is a potential market in France. If it is a Profitable market with high returns, it will attract new firms. But many new entrants will decrease profitability for all of themselves in the fish food fast restaurant. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will tend towards zero. And another problem is if the new entrant is strong or weak, because big company may find this potential market and swift their advantages in this area so that some of the small companies will confront intensive competition. Such as Mcdonald decided enter into cafe shop markets, Mc cafe became as a big threat to small individual cafe restaurants. But the level of enter into and exit from fast food restaurant also link to other important elements: swift cost from other industry into fish fast food restaurant; consumers' loyalty to a certain fish fast food restaurant. 2.2.2 Threat of substitute products or services Between the recessions of economy, consumers may prefer to choose cheaper fast food to substitute fish fast food restaurant, so between this periods, the price of product must be adjusted let it flexible in different time. Another thing is if economy is normal but there are many substitute restaurants, how can we make ourselves different and attractive can be a big problem. In France, there exist many different brand fast food restaurant, such as Mcdonald, quick and KFC. But they are focusing on chicken fast food. So the question is chicken can be the substitutes of fish fast food and this question depends on the price, taste and situation's convenient, etc. 2.2.3 Bargaining power of customers (buyers) The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes. In France, customer switching costs are nearly zero in fast food industry, because unlike in USA, one-fifth of the population of the USA eats in a fast-food restaurant each day” (Oxford University Press), French consumers prefer their own traditional restaurant. But the companies do not need to worry about the consumer’s loyalty, because as the figure1 shows that French people have a big consuming volume of fishery food. It is this volume that keeps customer bargaining power low by diluting the effect of a few picky customers 2.2.4 Bargaining power of suppliers The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labour, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources. Large fast food chains thousands of suppliers to choose from and select theirs through a competitive bid process. We can switch suppliers easily and tend to make up a large portion of the supplier’s revenue. This severely limits the bargaining power of suppliers. In Paris, there is a huge seafood international market named 'Rungis' at where we can find lots of seafood suppliers who can substitute each other.
2.3 Seasonality If we do the business of seafood restaurant, we must confront the problem of seasonality, the seasonality chart below is based on the fishing zone of the North Atlantic, West Atlantic, North Sea, English Channel, Irish Sea, Norwegian Sea and Mediterranean Sea only. As i mentioned before, EU has a strict policy of fishing in different period which influence the productivity of fishing industry. Another problem is the fresh period of seafood is short and certain type of fish's productivity is limited by season, so suppliers needs to keep the fresh of fish and lower the during time of logistic.
3. Market Analysis 3.1 Definition of Overall Market The fish fast food market is defined as the sale of fishery food and drinks for immediate consumption either on the premises or in designated eating areas shared with other foodservice operators, or for consumption elsewhere. Our definition excludes sales through vending machines and is restricted to sales in specific foodservice channels. All market values are given in Operator Buying Prices that is the amount spent by foodservice operators on the fishery food and drink that they serve and not the amount the consumers spend on food and drinks in these channels. The difference is the mark up the foodservice operator adds in order to cover their other costs and generate a profit. This therefore values the market in terms of the amount of money for which food and drinks manufacturers are competing. The market volumes are classed as the total number of visits by individuals to foodservice locations that involve the consumption of either food. Multiple purchases made during the same visit are counted as one transaction. The purchase of drink with food in the same location in the same visit is also considered as one transaction, not two. 3.1.1 Market size and growth As people work longer hours, subsequently leaving them with less time in their lives, fast food has become an easy option to save cooking. The size of the French market in 2005, consultancy Key Note valued its fast food market at 4.14 billion euro. These years, the French consumers prefer more healthy food; they decline their consumption on fried food. The following figure shows their changes: Fast food restaurant industry consumption in 2008

But they still want to choose some convenient food. The other fast food restaurants focus on selling fried chicken foods which has less nutrition for citizens' health, even French consumers accept eating fishery food as their traditional food. So fish fast food still has a strong patient market size and its future still has space to grow. 3.1.2 Market Trends
Together with 100% home delivery/takeaway, during the review period, fast food was one of the categories best positioned to benefit from the growing preference of French consumers who has purchasing power for quick and convenient foodservice options. Due to increasing competition, however, for many fast food operators, the ability to meet these basic demands was not enough to guarantee success. Accordingly, in 2010 independent and chained fast food players continued to update and diversify their offerings in order to keep pace with other consumer trends. Most notably, many operators responded to rising health awareness among consumers by adding lighter and more nutritionally balanced items to their menus. At the same time, some players developed Smartphone applications or introduced free Wi-Fi to their consumers in order to adapt their on-the-go lifestyles.
3.1.3 Market Segments
As a nutrition food, fish fast food restaurant's target consumers are the group who has stable incomes, purchasing power and willing to purchase the more nutrition and convenient food. To these clients, we offer them healthy food, warm service and a family feel atmosphere in restaurants so that they are willing to cost money into these kind of food and services. Our restaurant situation will be near the commercial centre in where many women and men clients, even some of them with children, will search for a safe, warm and convent place to have their meals. Another situation will be near the business building, because business men have a strong purchasing power and do not have enough time to have lunch or dinner, they has a high standard of food. To these consumers, a convenient, fast and calm restaurant would be their choice.
3.1.4 Product Positioning We offer high quality of service and delicious fishery food with healthy, fresh and nutrition. Based on these, the price will be rational to our target consumers who have the strong willing and purchasing power to consume fishery fast food.
4. Competition

4.1. Mc Donald

With over 35,000 locations in 119 countries, McDonald's has a large fast food market share; it serves 47 million customers each day, and employs 1.5 million people. McDonald's operates its own restaurants and franchises its brand to local businesspeople (about 70 percent of the world's McDonald's are franchise). McDonald's is well-established in Europe, Asia/Pacific Islands, the Middle East, and Africa. Its growth in Europe is mainly driven by France, Germany and the United Kingdom. (Jodie Humphries, 2011).
Many McDonald's restaurants have included a playground for children and advertising geared toward children, and some have been redesigned in a more 'natural' style, with a particular emphasis on comfort: introducing lounge areas and fireplaces, and eliminating hard plastic chairs and tables. Sandwich | Salad & Wrap | Accompaniment | Dessert | Drink | Others | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

McDonald's had a 5% rise in profits for last year, fuelled by a record $24 billion in sales worldwide. McDonald's said net profit rose to $4.95 billion last year, up 5% compared with 2009 (Rte, 2011).
The distinct competitive advantages are McDonald’s has a large of stable number customers who searching the high quality product. Moreover, McDonald’s have strong brand with a long history and the customers trust about the brand McDonald’s. In France, especially in Paris, every restaurant of McDonald’s has good locations such as the center of city; the commercial center. Each restaurant has a special decoration which is appropriate with many kinds of customers: children, adult, student, etc. In addition, the McDonald’s chain has a strong product innovation and the product quality (freshness).
Besides that, there are some competitive weaknesses of Mc Donald’s. Its products and menu have many types of cholesterol which are harm for health when the consumers eat in a long time. Another weakness is franchising fragility because they loss control over franchises in some locations.
4.2. Future competitor:

Nordsee is a German fast-food restaurant chain specialising in seafood. The company also sells a wide type of meals and products prepared from seafood such as sandwiches, salads, and canned seafood and also raw and smoked seafood. The company formerly supplied its own seafood but has since sold the fishery.
The company focuses primarily on Germany and Austria but operates additional locations in the Czech Republic, Romania, Slovakia, Switzerland, Hungary, and more recently, Cyprus, Dubai, Bulgaria, Turkey and Russia. “As of 2007, there are over 400 Nordsee franchises operating in Europe alone” (Wikipedia 2011). Dishes and Salad | Snacks | Sushi | Seafood buffet | Drinks | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

With approximately 6000 employees, Nordsee generated sales revenue of € 354 million in year 2010. Moreover, Nordsee had a total of 20 Million customers in catering and retail sales. At the same time the cash register systems registered a customer transaction of 85 million in these areas. (Nordsee, 2011)
All fish products Nordsee are fresh and have a high quality from purchasing only top quality products to creating ambitious gourmet restaurant meals and taken from legally regulated catches and supervised aqua cultures. In addition, in each products of Nordsee do not have flavour enhancer add, gene-modified ingredients. Nordsee restaurant usually have been examined by the external, independent SGS Institut Fresenius GmbH and prepares all of its goods according to the strictest specifications, takes care to store appropriately, and strictly observes the shelf life of its products.(Nordsee, 2011). For the locations, Nordsee restaurants are usually located in populated areas such as city centres or near airports and train stations.
5. Marketing and Sales 5.1 The products:
The success of SaNa Fish will be achieved by serving high quality food, providing friendly service and create an aggressive marketing plan to build customer traffic. Today, customer requires more than just a good food and service to make a restaurant successful. At SaNa Fish, management will build a positive image for the restaurant. This image will be reflected in every marketing channels and sales promotions.
The products SaNa sell is the fish fast food such as snacks, sushi, sandwich, salads which can take away or use in the restaurant. Moreover, SaNa will have special offer such as: sushi, wok, noodle, rice etc. SaNa also has various types of drinks and desserts. SaNa has distribution from plate form where the raw materials are processed, preliminary cooked and distribute to the restaurant to cook well. 5.2 Distribution:

5.3 Promotion and discount:
SaNa has many promotions for the customer. Firstly is the menu for the children with the attractive toys. Another is the promotion for the student with the student card for the free second sandwich, snacks or drinks, dessert. We also have promotion for customers who buy many menus in one time or for the special festival and holiday in through the year.
Discounts and incentives is the best way to gain the relationship with customers. The restaurant can give them a discount package, a free coupon for drinks and foods, and also the restaurant can think of a benefit program for loyalty customers. In the holiday and special day, we will have the specific discount for each level of customers.
5.3 Advertising:
For the advertising and publicity, SaNa has advertises in newspaper, radio with the attractive poster, model and some information about the restaurant, services and products. In addition, we design the flyer and cooperate with the post office to deliver flyer to the office boxes. We will also hire temporary employees to give flyer to every workers and shopping people in the gate entrances of building.
Moreover, SaNa will be a sponsor of the fashion show and give them the lunch with the cheap price but the high quality fish such and smoked fish, steamed fish. Then we can have the short interviews with them about the taste of SaNa fish and how they are good for the health and post it in our website.
5.4 Partnership:
In channel of partnerships, to have good relationship with other social sources, suppliers and retailers is a good way to increase the reputation of the restaurant. Moreover the firm may pay more attention to the relationships with others contractors because to link and to build up the relationship between retailers and suppliers is the basic step which will contribute to the success of the SCM process.
5.5 Sales:
For the trade shows, the restaurant can throw out many public events in order to attract customers, gather consumer’s opinion, and feedbacks about our new products or out new business. In addition, we will give them sample of our fish product to help them have the first taste and thinking about our foods. It also helps the restaurant to expand its brand name and increase its social’s relationship’s status.
In sale force, the restaurant can hire local labors to reduce the labor cost; also we can hire students to work part time and full time. Besides, the restaurant needs to make sure they will have a dedicated sale workforce because through these sale forces, the restaurant can maintain our revenue. Moreover, every employee is the image of restaurant. Therefore, we will try to have the best quality sales forces.
6. Operations:
6.1. Training
A training program is a requirement for all employees. For each candidate that signed in the contract, they will be provided with a training materials and personal instructions. Step by step, all employees will learn a method on how to improve the performance of the restaurant. Moreover, the training program will be developed and edited annually to adapt the unique requirements of the managers of SaNa. 6.2. Customer service The restaurant will provide a wide range of service include: telephone, email, website, and fax. Consumers if had any feedbacks, they can contact through our 24/24 service. Especially, the firm also throws out a list of questionnaire every week in order to collect the opinions, supported ideas from customer.
6.3. Suppliers
The firm also has a connection with many suppliers whose can provide materials and products at a reasonable price. For the sea food, we will take fresh fish from Rungis Market. Beside, management will establish a suitable schedule for suppliers to deliver their products. Moreover, a list of alternate suppliers will be identified for use if usual suppliers cannot deliver products or if they are overloaded.
6.4. Employees:
The firm currently now has more than 30 employees and staffs. Based on the performance as well as the growing of our business, we will think about hire more labours if it needed. Position | Number | Factory Manager | 1 | Restaurant Manager | 1 | Kitchen header | 2 | Prep cooks | 3 | Line cooks | 3 | Shipping | 3 | Waiter | 5 | Bartender | 2 | Cleaner | 3 | Security | 3 | Delivery | 4 |

6.5. Daily operations:
The restaurant will be opened 7 days a week for lunch and dinner. It also opens on holiday and especially occasions. Schedules will be formed by the general manager and it will be updated every two weeks. Schedules will be written in a manner that allows management to increase or decrease hourly labor based on sales volume in order to maintain and control labor cost.
The responsible of manager is order, receive and maintain inventory in order to make sure it meet production demands. Schedules for ordering will be arranged with fresh products being ordered multiple times per week to preserve freshness. Standard grocery and supply orders will be limited if the restaurant reschedules and storage is at max its capacity.
Management will use operational checklists to ensure that each work shift has been prepared and to make sure the operational standards are followed before, during and after work shifts.
The restaurant will design a suitable layout, including kitchen, the dining room and serving line to make it more flexibility and efficiency to adjust the various changes during rush hour as well as during peak meal periods.
When customers have entered the restaurant, a host or hostess and then seated in their preference of either smoking or non-smoking section. Waiting customers can order drinks in the bar. Once their table is ready, the customer can pay for their tab or move to their table which has been checked by the POS system.
After that, customers will be requested to order their drink by hostess through the POS system. Then a service bartender will receive orders from the customers via designated order printer. Once prepared, the server will deliver drinks to the guests.
The primary server will then ask the guests to select the food from the appetizer menu. Appetizer orders will then entered into the POS system and printed at the appropriate stations in the kitchen.
Available servers then deliver the food based on the designated guest position. Meanwhile, available staff will make sure that dirty dishes are cleared promptly and drinks refilled regularly.
After clearing all completed dishes, the primary server will request the guest to choose desserts or after dinner drink orders. Orders then processed accordingly and within the acceptable time parameters.
The server will set up the table to decide the proper time to present the guest check. Then customers will be given a few moments to review and prepare payment to the server. The server will make change or process credit cards as required and return the card voucher to the guest.
Once the guest has left the table, the service staff will make sure the table and seat will be cleaned and prepared for the next seating.

6.6. Management controls

A management package will develop in order to improve the operation’s performance, control costs, quality controls and build up a nice customer service. The manager may consider using this management package below POS system: In order to maximize the performance of the operation, a POS ( point of sale) system will be developed to meets the demand of SaNA. POS system basically works like a process which requires food and drinks to be registered in the system before items can actually be served. This process has proven to reduce costs by 4-6%. Moreover, POS system will also be the control centre of the operation. Its purpose is to keep track on the flow of service and time for prepare items. Also built-in cash controls will help in tracking receipts and sales Time and attendance system: This system comes up with all kind of business. It can help organization to keep tracking on the time and attendance of each employee. Moreover, it can support POS system by control hourly labor cost and its main purpose is to transfer transactions to the payroll system which is the key factors in system selection. Scheduling system: this system will help to develop a suitable time line, schedule in order to adjust the labor cost and this system somehow has reflects anticipated labor budgets. Operation checklists: This method will help the restaurant to keep tracking on quality control. Besides it also make sure that the established procedures has been followed and functioned well. Checklist can be used with different way and it can be used for customer service, receiving and storage, shift changes, purchasing, opening and closings, etc. Order guide: the purpose of this method is to control and keep tracking on the order’s history and it also help to control the level of inventory.
Weekly inventory: inventory need to be checked and maintain weekly, monthly and so far because it will help manager to keep tracking in weekly profit and loss reports
Daily inventory tracking: daily inventory should be focused on fixed items. Movement need to be checked in order to make sure the designated products have been counted in.
Cash audits: manager should pay more attention to control cash audits annual and cashier areas need to be control as well. Manager can use surprise shift audits as a method to decide which cashier or bartender out of control
Video surveillance: surveillance system should be set in reasonably places. By applying this system at the right place, it can help to monitor activities in the restaurant and to detect crime also.
Safety reviews: a safety reviews can help the restaurant to prevent harmful as well as outcome happened. Besides, employees need to make sure they have read the safety instruction as well in order not to be surprised when real problems occurred.
Liability reviews: it will help to evaluate the liability exposure of the restaurant. Moreover, employees need to be checked quite often in order to prevent alcoholic, fighting, stealing at workplace. Besides, employees relation and customer treatment will be checked from time to time in case of overactive employees happened.
7. Management and Organization
7.1 Management team
SaNa fish fast food restaurant is managed by the General Manager who appointed directly by the board of directors, and the management team. The Finance, purchasing, operation, marketing, human resource and training managers are playing the significant roles to carry maximum achievement of the company's objective. SaNa covers the two areas and operates in Paris. We have one factory in Paris which are controlled by the factory manager, and the factory are directly controlled by the operation manager.

7.2 Key personnel 7.2.1 Ownership: Nathalie Do and Sarah HUANG.
We are the main investors of our fish fast food restaurant. Nathalie Do is good at dishes innovation and financial accounting. Sarah HUANG is good at marketing and purchasing raw materials. Each of us will hold the 30% shares of our restaurant, and we are members of board of directors. Besides this, all of us will join the management team directly and take the different positions.
Nathalie Do comes from Ho Chi Minh city, Vietnam, she graduated from the Northcentral University of USA, Vietnam Campus and her major was accounting, now she will get her master degree of euro MBA Finance in INSEEC in France. She always has experiences of working in bank and Construction Company.
Sarah HUANG comes from Chongqing City, China, she already got her master degree of Capital and real estate management in Sichuan University and will got her master degree of euro MBA finance in INSEEC in France. She has experiences of working in real estate company and construction bureau in China. 7.2.2 General Manager: Nathalie Do and Operation manager: Sarah HUANG
Nathalie Do is one owner of SaNa fish fast food restaurant, she will charger the whole management team of SaNa and the whole operation team which includes the restaurant management team and factory team will be chargered by Sarah HUANG.
7.2.3 Board directors
This headquarter section will be organized by the investors of SaNa. Whatever the major investors or minor investors, and they will have board conference in different certain times for deciding the important things and supervisor the operating situation of restaurant.
7.2.4 Kitchen chef
Pang Yan who is good at dealing with any kind of fish and has an 5 years experience of chargering un kitchen of Macdonald restaurant in Paris, Besides this he graduated from one of the famous kitchen school in USA.
7.3 Management Agreement The management agreement is signed between the general manager and the company. The purpose of these agreements is to define the expectations of both parties, establish an incentive structure, and define the grounds under which the agreement may be terminated.
7.4 Confidentiality Agreement
This agreement is signed between the company and our employees. Confidentiality agreements with our employees and partners will protect our recipes, operating systems, policies and procedures. Having a confidentiality agreement in place is essential to protect the company’s trade secrets, and show our employees that we take our business seriously.
8. Investment analysis
8.1 Source of funds.
Funding for the venture will be provided by contributions from the partners and proceeds from bank financing. The proposed sources of funds are as follows: Source of funds | Amounts | Nathalie Do | € 185,000euro | Sarah HUANG | €185,000euro | Bank loans | €200,000euro | Total | €570,000 euro |

8.2 Capital contributions
The amount required from each of these investment roles, as shown in the Source of Funds section, is dependent upon the successful acquisition of funds from each of the listed sources. The funds will be used to fulfill the projected capital budget requirements as explained in the Financial Projections section. Adjustments to the amount of funds needed by each source may be necessary in the event of unforeseen circumstances. Allowances for that possibility have been addressed in the Operating Agreement.
8.2.1 Investment members
Investment members, Nathalie Do and Sarah HUANG, each of us will contribute 0.45Million euro to the capitalization. Each of us will also guarantee the bank loan.
The Investment Member will receive 30% of cash distributions until such time that 100% of the original investment has been recovered. Afterwards, their cash distribution percentage will be set at 30% too.
8.2.2 Return on investment analysis Invest role | How many of each | Amount of contribution | Anticipated return year | Cash distributionshare until return | Cash distribution share after return | Average annual return rate | General manager | 1 | €185,000 | 5 | 50% | 50% | 20% | operation manager | 1 | €185,000 | 5 | 50% | 50% | 20% |

8.2.3 Equity analysis

Invest role | How many of each | Amount if contribution | ownership | Cash distribution | General manager | 1 | €185,000 | 50% | 50% | Operation manager | 1 | €185,000 | 50% | 50% |

These tables suggest the anticipated ROI and equity distributions. They are intended to be a summary only and do not reflect unanticipated occurrences.
9. Financial Projections:

Reference

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