Fresh leaves businessplan_final

SERVICES & ENTREPRISE
Charlotte Terrien & Molly Werner
Pr. Xenia Viladas, Fall 2014
Fresh Leaves
Business Plan

Table of Contents
EXECUTIVE SUMMARY 1
BUSINESS DESCRIPTION
Service Package 2
Strategic Intent 3
BUSINESS ENVIRONMENT
Grocery Store 4
Fast Casual 5
SWOT Analyisis 6
Doblin’s Innovation Model 7
MARKETING PLAN
Positioning 8
Market Segmentation 9
Target Personas 10-11
Marketing Mix (+ Tools) 12
Sales objectives for years 1-3 13
OPERATIONS PLAN
Resources, Human Resources and Suppliers 14
MANAGEMENT TEAM
Job Description and Organization 15
Professional and Personal Profiles 16
FINANCIAL PLAN
Estimated Costs, Fixed and Variable Costs, Income Statement, Balance Sheet, Return on Investment 17
Break-even Analysis 18
IMPLEMENTATION ROADMAP
Milestones and Scenarios 19
APPENDICES
Appendix A : Business Model Canvas - Fresh Leaves 21
Appendix B : Business Model Canvas - Grocery Store Overview 22
Appendix C : Business Model Canvas - Fast Casual Overview 23
Appendix D : App MockUp 24
Appendix E : Blueprint - Fresh Leaves 25
Appendix F : Cash-Flow Analysis / Income Statement 26- 28
Appendix G : Balance Sheet 29
Appendix H : Break-even Graph 30
Appendix I : Sources 31

1
Executive Summary
PROBLEM:
Today, college students who are always on the run, in between classes and projects to deliver, struggle to eat
consistently healthy. Most students are either lazy to cook or do not have time to cook a well balanced meal. They end-
up eating out a lot, which limits healthy, quick options.
SOLUTION:
To address this issue, we are introducing Fresh Leaves: a service for college communities to have healthy and organic
food that is easily accessible. We are using a food truck to go from one school building to another and sell ready-to-eat,
delicious and healthy meals as well as End of the Day Goodies, which will stem from previously prepared leftovers from
the day that we do not intend to use in the future. To help lead our consumers’ minds into a healthier lifestyle, we are also
introducing a virtual nutrition coaching program, through the app.
TARGET MARKET:
We focus on students. The truck serves food at specific break hours (ie. SCAD buildings: 10.30-11am, 1.30-2pm, 4.30-
5pm). Promotion is through social media and word-of-mouth mostly but flyers will be distributed in the school’s buildings at
the beginning. Prices are based at the highest point students are willing to pay. Finally, the food is made practical and
easy to eat so students can finish their meals in a classroom environment.
COMPETITION:
Today, when students need food in between classes, they generally end-up going to fast casual restaurants or grocery
stores that offer healthier options. We have studied these sectors and identified our opportunities to build an innovative
and succesful model.
TEAM:
We, Molly and Charlotte, the founders, are starting the business on our own. We are both foodies, who like cooking
and learning about healthy options. We have worked together in the past and became friends over time so we know
eachother’s professional and personal habits. On top of having the same goals for this business, we enjoy spending time
together and are excited to see the project come to life.
FINANCIAL SUMMARY:
Initial funds are from friends, family, a Kickstarter project and a $75,000 bank loan. Working capital comes from selling
our meals and virtual nutrition coaching for consumers. Costs include buying and maintaining the truck, gas over time,
additional utilities needed to cook in Charlotte and Molly’s kitchen, buying a fridge for food storage, buying groceries
every week, initial cooking supplies and employee salaries. The $75,000 loan from the bank (with 7% interest rate) is
needed in order to reach our breakeven point by the last month of our second year in business.
MILESTONES:
• Become the most desirable choice for ready-to-eat, on-the-go food for students at SCAD within a year of business
• During the second year of business, build a vending machine to sell meals and snacks in most popular building.
• During the third year of business, rent kitchen space outside of home, dedicated to the business.
• Once break-even point is reached, expand business to another college in Savannah : Armstrong Atlantic.
• Once 100K revenue is reached within the 150-mile radius, roadtrip through the US, following social media call-outs
by students wanting us to come to their campus.
• Increase Virtual Nutritionist Program of 10% participants each year

2
Business Description
Core Service: Facilitating Services: Enhancing Services:
Service Package
The following model maps out our service from its core offering (healthy, organic food that is easily accessible) through
what enables the system to work (the truck, the app, employees etc.) to what makes it unique from competitors (sustain-
able packaging, menu decicied by users etc.)
• Ready-to-eat meals
delivered to SCAD
buildings by truck.
All food is healthy
and organic.
• App
• Employees
• Delivery method (truck)
• Inventory
• Location to park truck (on
work site and at home)
• Kitchen in truck
• Food
• Location
• Sustainable packaging
• End of the Day Goodies
• Virtual Nutritionist
• Samples
• Social - see what friends are buying
• Practical (smell, messy, temperature, portion)
• Order/pay through app
• Discount for people who put recipes on app
• Menu decided thanks to community
involvement
Gronroos, Christian. Service Management and Marketing: Customer Management in Service Competition. Wiley-Blackwell, 2007. Print.

3
Business Description
Strategic Intent
MISSION STATEMENT
Service for college communities to have healthy and organic food that is easily accessible.
VALUES
• Premium quality of local products
• Energizing and tasty food to satisfy customers
• Fitting needs of customers (diet restrictions, schedules...)
• Easy accessibility to products and practical meals with propper portions
• Knowledgeable employees
• Sustainable lifestyle
• Exceptional customer service
VISION
Lead students to a healthier lifestyle, helping them towards a more sustainable behavior.
OBJECTIVES
• Obtain a loyal customer base after two months of starting the service
• Adapting our service offering based on the wants and needs of the customer
• Consistent positive reviews and feedback for food and customer service
Once we decided on the service package, we established the strategic intent to have guides for the project.
The Business Model Canvas can be found in Appendix A. It helped us map out in detail the different parts of our service
and how they relate. This model consists of: Key Partners, Key Activities, Key Resources, Value Proposition, Customer
Relationships, Customer Segments, Cost Structure and Revenue Stream. All of these terms define every aspect of the
business including who is involved, what is involved, what the business is about, and how the business makes money. The
Business Model Canvas we generated for Fresh Leaves combines factors from two different branches within the food
sector: supermarket and fast casual dining. As they are both potential competitors, we researched them and created the
Fresh Leaves business model from opportunities recognized through these competitors.

4
Business Environment
Grocery store
• Providing Groceries • Store
• Customer Service
• Employment (HR)
• Website
• Pharmacy
• In-store restaurant
• Mobile Recipe APP
• Deli
• Bakery
• In store samples
• Beauty Care
• Other services ex. Cooking School (Publix)
• Household Products
Price Quality Customer
Service
Organization Cleanliness Deals Local
Low
High
Fresh Leaves
Whole Foods
Publix
As our initial thought was to create a health conscious yet rapid food service, we started to research supermarkets as
people who are health conscious tend to shop in grocery stores and cook their own meals rather than eating out. The
service package below shows an overview of the service offered by supermarkets. We also developed a Business Model
Canvas for this industry, which can be found in Appendix B.
We then took a deeper look into the industry by analyzing major players and potential competition such as Whole Foods
and Publix. Whole foods sells local and organic products at a high price point. Publix on the other hand, sells a wide
variety of lower priced groceries and prides itself in having a friendly, helpful and clean environment. Through researching
these brands, we identified that Fresh Leaves has similar results in quality, customer service, cleanliness and local factors.
Consequently we took another approach to the food industry and analyzed popular fast casual options (see next
page).
Variety
Kim, W. Chan, and Rene Mauborgne. Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston, Mass.:
Harvard Business School, 2005. Print.

5
Fast Casual
• On-the-go, freshly
made meals that bring
together unique and
delicious flavors.
• Order area
• Seating area
• Cooks
• Meal preparerers
• Cashier
• Website (+ online store)
• Quality of homecooked yet fast service
• Good balance: Price vs Quality
• Location: often close enough
• Able to order for pick-up
• Able to deliver to customer
• Food preferences usually put into
consideration (or available options)
• Hours: usually open later to accomodate
students needs
Price Quality Customer
Service
Eco
Friendly
Cleanliness Practical Local
Low
High
Variety
Fresh Leaves
Brighter Day
Chipotle
To understand another market within the food industry that we could enter, we did a service package of the general fast
and casual food experience. We then mapped out the strategy canvas comparing Fresh Leaves to two popular choices
students buy from: Chipotle and Brighter Day. We also developed a Business Model Canvas that can be found in
the Appendix C.
Below, the strategy canvas shows that there are more opportunities than when comparing our service to grocery stores.
We consequently decided to focus on deliverying ready-to-eat meals and adding small grocery amounts (End of the
Day Goodies) as an enhanced offering. The healthiest and most closely related one to our Fresh Leaves concept in
Savannah, is Brighter Day as they serve local, organic and healthy groceries as well as ready-to-eat options during
midday. However, we have the advantage of going to students instead of being a stable location where students need
to go to. Chipotle is less of a competitor, as they offer quick Mexican food without the extra grocery option.
Kim, W. Chan, and Rene Mauborgne. Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston, Mass.:
Harvard Business School, 2005. Print.

6
SWOT
After researching the food sector and understanding what our competitors stand for, we did a SWOT analysis of both the
grocery store experience and the fast casual experience. This SWOT analyis shows ways in which companies (possibly
ours) can innovate to beat the competition. Below, tables are color-coded into either the grocery store experience
(dark green) or the fast casual experience (light green).
STRENGTHS Which Means: Actions Needed:
Variety of choices
Multiple service offerrings
Efficient shopping for customers
Always maintain variety
Keep up with new products
Low Price More meals for the price you pay
Advertising awareness, making sure
prices are satisfying to the customer
in relation to quantity
Meals prepared for customers
on-the-go
Food is fresh
Insure quality & freshness of
products offered
Knowing what the customer wants
Provide different areas for
personalized experiences
Variety of atmosphere Providing more than groceries
OPPORTUNITIES Which Means: Actions Needed:
Provide a more enjoyable
experience
Evaluate customer’s needs/wants
when shopping and create new
spaces for these
Providing a tailored variety of
meal options
Understanding users’ tastes and
food restrictions
Provide Gluten-Free, Dairy-Free,
Vegan. Calorie count etc.
Responding to health trends
Help people have a healthier
lifestyle.
Cooking with healthy ingredients
Customer needs form of transportation
Better location and/or delivery
options
Consumer has to cook/prepare
food
Effort and time are necessary
WEAKNESSES Which Means: Actions Needed:
Accessibility / Location
Provide ready-to-eat solutions
Waiting time for food
preparation / payment Customer is bored and wasting time
Provide consumers digital meal
selection and payment before they
pick up / distract during waiting time
Consumer unsure of ingredients
in food
Consumers do not know if what they
eat is healthy or not
Be transparent with ingredients used
and calories / portions
Grocery Stores Fast Casual

7
Loss of consumers
Provide better accessibility and
products
Consumers look & rely on
technology to maximize every
moment
THREATS Which Means: Actions Needed:
Competition: Restaurants/
Convenience Stores
Consumers realize eating out is
more expensive than cooking
and don’t want to spend
the money
They do less and less on their own (ie.
cook less)
Promote benefits of cooked meals
rather than restaurant dining / fast
food.
Loss of consumers
Ensure prices are within consumer’s
abilities on the long term
Consumers get bored
of menu
Loss of consumers
Offer variety of products
or change menu / surprise
consumers regularly
Humphrey, Albert. “SWOT Analysis for Management Consulting.” SRI Alumni Newsletter (2005). Print.
“Ten Types of Innovation: The Discipline of Building Breakthroughs.” Doblin. Web. 11 Nov. 2014.
Thanks to the SWOT analysis, we developed a few ideas to incorporate in our service. These include: quality and
freshness of food, delivery services, providing a digital tool for a more efficient service, adapting to users’ tastes and
dietary restrictions, surprising consumers with new offerings etc. Following the SWOT analysis, we dug more into trends and
possible innovations. We used Doblin’s Ten Types of Innovation model to categorize innovations. Below are some that
helped us shape Fresh Leaves.
Network
Grocery stores are looking to satisfy their
client’s new cravings by connecting with
local, organic brands that sell products
with no GMO or artificial products,
collaborating with chefs and cooks to
provide an in-store on the spot eating
experience.
Structure
Grocery stores care about an efficient
customer service and have invested
in new technologies to do so — self
checkout systems, scan through iPhone…
People are also looking for an experience
in the store (can spend 5h in Whole Foods
without grocery shopping).
Product Performance
Toprovidethehighestquality
of products, supermarkets
invest time and research to
find the right partnerships.
People are more conscious
about eating healthy food
with no GMOs. They also
want a variety of products.
Additionaly, stores are
helping people to save with
constant deals (ex buy
3 for 5$).
Product System
Satisfying customers with
ready-to-eat solutions (WF:
in store restaurant, Publix: deli
bar and bakery etc.)
Channel
To help with transparency of information,
websites and apps for grocery stores
provide nutritional information (people
interested in knowing what they ingest)
and giving them ideas of how to use
their products with featured recipes that
can be personalized to special diets
(again, people have become more self-
conscious about what they eat).
Most stores have apps to help with
branding, awareness of products (teach-
ing them what is inside and how to cook
product), and provide digital coupons.
Customer Engagement
Since customers want to be as efficient
as possible, employees need to be
knowledgable about each and every
product, where it is in the store and what
ingredients it contains. Employees are
also generally friendly and constantly
asking how they can help customers.
Profit Model
Shift in human behavior has geared
the food industry towards advertising
nutrititional information on packaging, and
highlighting specifics such as GF, Organic,
Vegan, etc.
CONFIGURATION OFFERING EXPERIENCE
Doblin - Types of Innovation

8
Marketing Plan
Positioning
From understanding the business environment in which our business stands, we developed positioning maps with factors
such as quality versus price, brand awareness versus how much the service cares for the community, and customer service
versus type of environment.
Invisible Brand
Awareness of
Brand
Self
Caring
Community
Caring
Amazing Customer
Service
Bad Customer
Service
Natural
Environment
Man-Made/
Chemical
Environment
Low
Quality
High
Quality
Low
Price
High
Price
Our competitors within the positioning maps are from each type of sector we studied. Publix and Whole foods from the
grocery sector; Chipotle and Brighter Day from the fast, casual dining we studied. Our service is positioned with high
awareness of the brand because we will strive to be well known and highly demanded. Fresh Leaves is fully conscious of
the environment, being placed as extreme community caring and highest among its competitors. The food truck is also
placed higher with some competitors in relation to how natural the environment will be. Within that same map, Fresh Leaves
will demonstrate exceptional customer service, with the idea of developing personal relationships with its target market. Fresh
Leaves will have medium range prices, with consideration of the target market being college students. The quality of the
food will be very high since that is part of the business’ values.
Key:

9
Marketing Plan
Market Segmentation
• Target market: college students.
• Average age: 17 - 22 years old for undergraduates; 25 - 40 years old for graduate students.
• Budget: Low; education is expensive and they do not have time for a full time job. Some students manage a part-
time job but these are often the most financially in need and the money they earn usually goes back towards their
education.
Habits:
• Students we are targeting are always on the run and want to get food in the most efficient way possible. If they have
a back-to-back class at SCAD, they only have 30 minutes to find, pay and eat their food. Even if most people eat
within 20 minutes, these 30 minutes become rushed when involving other factors such as going to the locaiton selling
food, getting in line to pay, waiting for the food to be cooked etc.
• Most people in higher education are somewhat aware of health trends and even though they may not care
about eating healthy, milleniums unconsciously follow trends and will eat dairy free for example, not because of any
intolerance but because their friends are having it, and it is not harmful to their bodies in any way.
From this target segmentation, we made four personas to better understand our users’ goals. In order to remind ourselves
of the segmentation, we established the same bi-polar opposites for all personas but their personality traits act differently
within these bi-polar. We based our personas on the SCAD community as this is where the service will start. Students
from SCAD not only come from different countries all over the world but also have different habits and preferences that
we need to acknowledge in order to better satisfy them. We chose to illustrate a Latin and an Asian student as most
international students at SCAD have these origins. We also have two American students as SCAD is here in the United
States and about 90% of students are American. One is not that health conscious while the other one is an athlete and
has to be health conscious. View following pages for personas.
Home
Cook
SCAD
Students
School staff
Other
Citizens
High Interest
Low Interest
Market Chosen
Other
Students
Bring to
School
Buy
Ready-
Made
In this market segmentation, we do not mention how health
conscious our target is because people who are not
necessarily health conscious will use our service because
of its convenience and will unconsciously shift towards a
healthier and more sustainable lifestyle.

10
Fast Paced
Active
Adrenaline Seaker
Focused
Junk Oriented
Prepares Food
Slow Paced
Passive
Comfort Seaker
Distracted
Health Oriented
Eats Available Food
KEY MOTIVATORS
Quick
Accessible
No need to cook
EXPERIENCE GOALS
Variety
Practical
END GOALS
Satisfied
Energized
EXPECTATION GOALS
Healthy
Quality
Tasty
Andrea Suzio
18 years old
From Caracas, Venezuela
Major: Interior Design
No job
DAILY LIFE:
KEY MOTIVATORS
Quick
Accessibility
No need to cook
EXPERIENCE GOALS
Practicality
Can enjoy outside
with friends
END GOALS
Satisfied
Energized
EXPECTATION GOALS
Tasty
Right temperature
Saucy
Fast Paced
Active
Adrenaline Seaker
Focused
Junk Oriented
Prepares Food
Slow Paced
Passive
Comfort Seaker
Distracted
Health Oriented
Eats Available Food
John Maul
26 years old
From San Jose, CA
Major: Furniture Design
Freelance Contractor
DAILY LIFE:
Marketing Plan
Target: Latin student
Target: American student

11
Fast Paced
Active
Adrenaline Seeker
Focused
Junk Oriented
Prepares Food
Slow Paced
Lazy
Comfort seeker
Distracted
Health Oriented
Eats Available Food
KEY MOTIVATORS
Quick
Accessible
Nutrition Conscious
EXPERIENCE GOALS
Practical
Minimal Odor
END GOALS
Satisfied
Energized
EXPECTATION GOALS
Healthy
Quality
Small Portion
Local
Alexandra Conklin
21 years old
From Milwaukee, WI
Major: Advertising
SCAD Women’s Soccer
DAILY LIFE:
Colin Lee
20 years old
From Hong Kong,
Major: Photography
Fast Paced
Active
Adrenaline Seekers
Focused
Junk Oriented
Prepares Food
Slow Paced
Lazy
Comfort Seeker
Distracted
Health Oriented
Eats Available Food
DAILY LIFE:
KEY MOTIVATORS
Quick
Accessible
EXPERIENCE GOALS
Variety
Practicality
Samplers
END GOALS
Satisfied
Repeat visitor
EXPECTATION GOALS
Trendy
Tasty
Cool Brand Image
Marketing Plan
Target: Healthy student
Target: Asian student

12
Marketing Plan
Marketing Tools and Mix
Moving forward with the marketing plan, we used our personas to develop the tools and mix to result in the highest
success possible. How we plan to use each tool (traditional 4 Ps as well as marketing tools for services) is explained
below.
Product:
• High quality ingredients
• On-the-go,
practical meals
• Eco-Friendly
• Social Media App
• Sutainable packaging
• Virtual Coaching
Price:
• Highest price point that
students are willing
to pay
• Convenience cost
• Locally grown & quality
product cost
Place:
• One traveling branch
• Home base kitchen
• Revolving location
based on popularity
Promotion:
• Social media hype
• Flyers
• Word of mouth
• Advertising on
school’s internal
website (ie.
MyScad)
People:
• Split Presidency
• Chef / server / cashier
• App developer
• Local farmers
(Farmer’s Market)
• Wholesale food distributors
• Nutritionist
Process:
• Quick
• Seamless
• Simple, pre-ordering via
app
• Payment accepted
through app
• Always communicating &
building awareness
• Transarency of information
Physical Evidence:
• Cooking and cleaning appliances
• Food Truck
• App (smartphone) and
social media / notifications
• Packaging and disposables
• Paying system (Square / cashier)
• Food and beverages
Fresh Leaves’ marketing mix is based on how we plan to grow over time. To start off, we aim to promote and build
awareness through social networking with minimal expense towards print advertising. The awareness will be a huge focus
in order to develop a loyal customer base. The product will stick to the business mission and be practical, and on-the-
go. A developed app will come into play in order to help in smoothing the process as well as adding to the awareness
and promotion. A mockup of this app can be found in Appendix D. Fresh leaves will initially just be run by us, Molly and
Charlotte, who will be in control of everything from recipes offered and actual cooking to photography and social
networking. A Nutritionist and app developer will need to be hired for the two jobs that we are not competant in: diet
coaching and coding the app.

13
Marketing Plan
YEAR 1 SALES OBJECTIVES
First 5 months:
• Sell 1,350 meals per month to reach $12,398 of revenue from meals purchased
• Sell meals for an average of $9.50 each, per week-day, in at least three locations to receive $570 daily
revenue, plus an additional $475 of revenue for Friday (50 meals per Friday)
• Meal prices are $8, with sales averaging $9.50 per person (with added drink / snack /add on, and tax
included).
Rest of the year:
• Target the school’s gym and athletic fields, with pre/post workout smoothies and snacks. Prices range
between $2.00 and $7.50 with possible add ons for $0.75 each. Our goal is a combined 135 sales from
smoothies and snacks, bringing in $405 a month.
• Develop End of the Day Goodies concept further : analyze first year sells and increase by 50%
• Provide one vending machine to be placed in the highest revenue school building
• Apply system to one other school in Savannah (Armstrong), with the same truck, targeting this new location
half of the week until notice of which brings in higher revenue. Only develop gym and vending machine
concept a year after implementation in the new school.
• Rent location for a kitchen, to continue growing as not just a business, but a user centered service by
promoting a healthy and sustainable lifestyle.
Sales Breakdown:
The breakdown of meals being sold is divided amongst the three stops per day of Monday through Friday, as well as
weekends in order to successfully reach our goals. Additionally, the End of the Day Goodies part of the business will
only aid towards revenue and help the break-even process move along. The anticipated monthly sales revenue is
$10,260. The End of the Day Goodies are anticipated to start bringing in around $200 - $300 a month at the end of
the first year, with an increase to an average of $700 a month after year 1. Along with the sales of healthy meals, we will
implement a virtual nutrition coach system, which will attract students to join through designated student ‘ambassadors’
whom are chosen by us, Charlotte and Molly.
For the first year, we will average $400 of revenue from the virtual nutrition, as it will be around $20 a month per student.
Year 1 overall revenue will average $12,563. Year 2 and year 3 revenue will increase thanks to selling smoothies and
snacks. Aside from sales coming from the Food Truck, revenue will also generate from the vending machine within the
building that was previously collecting the most highly generated revenue. The average revenue of Year 2 and 3 is
$15,100.

14
Operations Plan
Service Blueprint
In the Appendix E, our blueprint shows a step-by-step description of user actions and how employees interact directly
(frontstage actions) or indirectly (backstage actions) with the consumer. We detailed the beginning of the day (preparing
the food and serving it at 10.30am, and the end of the day (after 5pm) since actions of serving the food will be
repeated throughout the day. On weekends, operations are mostly backstage as they include buying food, talking to
suppliers etc.
Suppliers
• Restaurant depot
• Farmer’s Market
Resources
• Kitchen
• Truck
• Storage
• HR
• Paying system
(Square and cash)
Human Resources
• Molly
• Charlotte
• App developer
• Nutritionist
1. Cooking / Preparing meals 2. Entering location on app 3. Driving to location
4. Selling food at school building 5. Entering goodies into app
for additional purchase
6. Making daily accounts

15
Management Team
Job Descriptions and Organization
• Cooking: Molly MW / Charlotte TTR
Fridays: one time Molly next Charlotte (ongoing)
• Driving: Both Molly & Charlotte
• Serving / Cashier: Charlotte MW / Molly TTR
Fridays: one time Charlotte next Molly (ongoing)
• Driving Social Media Presence: 100% from both Charlotte & Molly everyday
• Managing Online Data (keeping track of populism, likes, comments etc): Molly for first few months (milestone: hire
someone when enough revenue is acquired to do this for us)
• Manage App orders: Molly
• Buying Food: Molly
• Managing Partnerships: Charlotte
• Cleaning: Both
• Managing finances: Both
• Photography: Charlotte
• Determining Menu: Both
• Following up with nutrition plan members: Nutritionist
• Developing app and updating it: Tech employee
Below is a list of tasks we will need to conduct everyday to run the business. As we have similar skills and both enjoy dealing
with food, we share most of the tasks and will alternate roles. However, we assigned these roles to have a structure and
make sure that we do the job even when we do not feel like it. Following this page are professional and personal profiles of
ourselves to understand our goals and personality alignments as we will be working together everyday.

16
Management Team
• 22 years old, French college student
• Daily life: going to class; doing homework in coffee
shops; learning to make leather goods; working
out or playing tennis; scrolling through Instagram or
Pinterest; discovering new music on Soundcloud;
reading Fastco blog; watching TV shows.
• Passion: Traveling
• Relation to food: Loves to eat and try meals. Likes
to cook, high interest in discovering/cooking new
interesting healthy meals, will spend money on fine
dining. Eats out about 5x/week.
CHARLOTTE
Personal
Professional
• Service Design Senior with Minor in Accessory.
• Passionate about improving people’s everyday
lives through design thinking.
• Skills: Driven, Challenge-seeker
• Works best in a collaborative environment
• Always looking for mentors to learn from and guide
through career / project decisions
Professional
• Service Design Senior
• Passionate about user-centered design and
creative problem solving.
• Skills: Adaptable, Insight retrieving
• Team player
• Grows from the collaborative minds surrounding
As we can see through our profiles, we have simlar skills and will work side by side spliting tasks, for most of what is need to
be done. We will need to hire an app developer as a free lancer to help us make the app as our coding experience is
minimal. This person will be hardworking and knowledgable, with great communicaiton skills. He has to be efficient under
tight deadlines and available for further collaborations. In addition to him, we ahve to hire a professional nutritionist for
the nutrition program and once revenue is big enough, we will hire an accountant to deal with financing.
• 22 years old, From New York
• Daily Life: attending class; doing homework with
friends or solo; drinking coffee; listening to music &
working out; catching up on TV shows via Netflix
or Hulu.
• Passion: Health & Fitness, & Soccer
• Relation to Food: Loves to cook and discover
new recipes by mixing new ingredients as well as
whatever is available at the time.
MOLLY
Personal

17
Financial Plan
Estimated Costs
Our estimated costs for the first year comes to $250,340. It is derived from projected inventory to produce the amount
of sales we have to make happen. Other estimated costs come from factors such as the purchase of the food truck, initial
startup costs such as cooking utensils and supplies, and permits (applications and licensing), as well as the materials
to integrate the vending machine. Estimated costs will slightly rise the next year because of other implementations such
as the vending rental space, and the virtual nutritionist. By the end of year 2, the estimated costs fall, bringing year 3
estimated costs to $165,012.
Fixed Expenses:
The fixed expenses are accounted for, as costs are static no matter what our profit or loss may be. Purchasing of the food
truck is broken up into a payment plan with a constant monthly cost of $3,000 for year 1 & 2. This payment ends at the
end of year 2, which results in lower overall expenses. Other fixed expenses are kitchen space rent, utility payments, truck
licensing and insurance, parking, salaries, miscellaneous marketing, and loan payments with interest. All of these expenses
are not necessarily constant for every month through the year, but the cost does not depend on or change with sales
and revenue.
Variable Expenses:
Variable expenses are costs revolving around the status of our sales. These costs consist of the purchase of ingredients
and beverages, packaging and disposables, and gasoline. The amount of food we buy will fluctuate according to
demand from our consumers. This will also reflect the gas we use up on a monthly basis, because of the different mileage
driven every day. Variable costs are reflected in the monthly and annual cost statements.
Income Statement
Income statement allows us to compare costs against revenue. The income statement data sheet and cash flow analysis
can be found in Appendix F.
Balance sheet
With Fresh Leaves being a start up, we have developed a balance sheet for opening day. This sheet consists of the
assets and liabilities of the business. There are current and fixed assests. Current assets for Fresh Leaves includes cash
at hand by the founders, cost of inventory and supplies necessary to launch, such as all ingredients for cooking, and
gasoline to drive the truck, as well as any pre-paid expenses; which consist of payments such as licensing, an application
to start the business, packaging and disposables, and any marketing necessary in order to be succesful upon starting.
Liabilities within a balance sheet are debts owed to suppliers, also known as accounts payable. For Fresh Leaves’
opening day balance sheet, the current liabilites are taxes, salaries, interest on the loan we are asking for, and insurance
that we will owe. The long term liability we withhold is the $75,000 loan we are asking for. The balance sheet can be
found in Appendix G.
Return on Investment
As Fresh Leaves is a convenient service of freshly prepared meals, one of the most important element of the business is
the food truck. We had initially planned to rent a truck for two years and buy a high quality one later but then realized
we were not making enough revenue within the first two years to rent and then buy one. Also, it was not going to be worth
it if we were spending more to have an average truck. Consequenty, we found a payment plan of $3,000 per month for
two years, and realized it was cheaper to directly buy the truck with this plan. Furthermore, avoiding a change in truck is
ideal as we do not want our consumers to be confused by our identity. Although we (Molly and Charlotte), could serve
as nutritionists because of our high knowledge in healthy foods, we have no official recognition and would not appear as
credible as the nutritionist hired. Hiring a nutritionist will reassure conusmers and incite them to become members.

18
Break-even Analysis
With the average sale at $9.5, we must sell 60 meals per day or 960 meals a month, in order to break even at the end of
the second year. Our expenses slowly decrease through year 1 and year 2, which leads towards the beginning of making
profit. Below, the break-even (BE) point is shown at the intersection of costs and revenue, when revenue exceeds costs. In
Appendix H is the break-even graph of the detailed month to month breakdown through the first 3 years of business.
Financial Plan
Year 1 Year 2 Year 3
$5,000
$10,000
$15,000
$20,000
$25,000
Average Costs
Average Revenue
BE

19
Implementation Roadmap
Milestones
Scenarios
• Become the first choice for ready-to-eat on-the-go food for students at SCAD within a year
• During the second year of business, build a vending machine to sell meals and snacks in most popular building.
• During the third year of business, estabish a central stable location to promote a healthy and sustainable lifestyle
and have a kitchen dedicated to the business
• When breakeven point is reached for the SCAD community (third year), grow out to Armstrong, by going twice a week
with truck used for SCAD. If demand grows as expected, have one truck per campus. Once success is attained at
Armstrong, install vending machines and grow to another campus in Savannah (such as Savannah State). If business
model is successful, plan to expand to two college communities within 150-mile radius. Meaning, new trucks and new
resources for the different cities.
• Once 100K revenue is reached within the 150-mile radius, roadtrip through the US, following social media call-outs
by students wanting us to come to their campus.
• Increase Virtual Nutritionist Program of 10% participants each year. Become the ‘go-to’ source for health concerns,
nutritional options and advice.
• What if the city of Savannah allows food trucks and competition rises?
Our advantage is that we focus on college communities. Fresh Leaves’ tailored locations and menus fit student’s wants,
needs and goals. However, to ensure loyalty to our products, we will adjust prices to stay competitive in relation to new
food trucks and offer a loyalty card to make costumers come back. This card will offer a 50% reduction in price for one
meal, after 20 meals purchased. Furthermore, we will partner with local popular stores to promote our brand and sell a
recipe a week. We would prepare 20 meals of this recipe a week and the partner restaurant would receive 30% of each
meal sold. On the long term, we would choose only two restaurants in the area and sell them three recipes that fit their
current menus.
• What if costs become larger than revenue?
We will start to work in SCAD’s community garden to recolt fruits and vegetables which will lower costs of groceries. This
implies that we will either need to hire someone to take care of the garden and recolt fruits and vegetables or run the
truck while one of us (Molly/Charlotte) works in the garden. Additionally, we will instore a $350 meal plan system with 50
meals per quarter to ensure consumers keep on coming, as they have meals to consume on their plan. This system is cost
effective for users as with the meal plan, they pay a fixed price of $7 per meal instead of an average of $9.50 (drink/
snack/extra included)
• What if our success is larger than what SCAD expects and they do not want to be associated with us?
We will target other cities with more universities and instead of having a university based contract we will manage
everything on our own, and sell on public ground only. We could also stay in Savannah and negotiate with the town hall
to come with an agreement and possibly some changes in the business model, like only selling to SCAD students. Finally,
another proposition would be to let SCAD buy the business, or part of it, in order to include some Fresh Leaves meals in
regular student meal plans. SCAD would then become the primary investor and stakeholder for Fresh Leaves.

21
Business Description - Appendix A
Business Model Canvas - Fresh Leaves
KeyPartnerships
Suppliers
-Wholesalegrocerystore
-Farmer’sMarket
Techdeveloper
Nutritionist
Bank
Activities
Dealingwithpartners
Buyinggroceries
Preparing/servingfood
Drivingtolocations
Determiningmenu
Drivingsocialmedia
Managingonlinedata
Managingapp
Cleaningtruck
Managingfinances
Foodphotography
Resources
Truck
Storage(extrafridge
inhomes)
HR
ValueProposition
Forcollegestudentswhoneed
tofeedtheirstomachand
brainhealthyandenergizing
food,thatispreparedwith
organicingredients.Unlike
grocerystores,myservice
offersready-to-eathealthy
mealsinordertosupplyand
promoteasustainablelifestyle.
Channels
Truck
App
Instagram
Facebook
Twitter
Relationships
Friendlyandhelpful
Personalassistance
Communitycaring
Customers
Collegecommunities:
-primarlystudents
-professors
-staff
-othersurroundingpeople
(ex.touristsinSavannah
passingbyaSCAD
building)
Revenue
Sellingmeals,snacksandcmoothies
Nutritionplansubscribers
CostStructure
Truck(buyingandrenovatingtoneedsandaesthetics+Gas),Storageunits
(fridge+additionalcupboards?),Employeesalaries,Digital(socialand
app)maintenancecosts,Certificationfees
Osterwalder, Alexander, and Yves Pigneur. Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: Wiley, 2010.

22
Business Environment - Appendix B
Business Model Canvas - Fast Casual Overview
KeyPartnerships
Foodsuppliers
Deliverycompany
Investors
Techdeveloper
Community
Activities
Dealingwithpartners
Buyingsupplies
Preparing/servingfood
Drivingsocialmedia
Managingonlinedata
andapp
Cleaningfacilities
Managingfinances
Resources
Store/restaurant
HR
Seatingarea
ValueProposition
Foranyonewhoneeds
tofeedtheirstomachin
arapidandefficientway.
Unlikegrocerystores,our
serviceunablesusersto
notworryaboutpicking
ingredientsandcooking
becasueweprovidefood
thatisfreshlymadeforthem.
Channels
Store/restaurant
App/website
SocialMedia
Relationships
Friendlyandhelpful
Personalassistance
Customers
Surroundingpeoplewho
areon-the-go
(ex.students,locals,families,
businessmen/womenetc.)
Revenue
Sellingmeals
CateringServices
CostStructure
Store/Restaurant(rent+utilities),employeesalaries,digital(socialandapp/
website)maintenanceandcleaningcosts,deliverycosts,certificationfees

23
KeyPartnerships
Suppliers
Deliverycompany
Partnerbrandswhoselltheir
productsatthesupermarket
Charities(donations)
Othercommunities
Farmers
FDAcertifiers
Chefsinotherrestaurants
Cleaningservices
Activities
Makingsureallproducts
areavailable
Helpingcustomers
Attractingandretaining
customers
Recruitingandtraining
employees
Sellingproducts
Marketing
Resources
Brick-and-mortarstore
Vehicules
ITsystems
Distributionnetworks
Patentsandcopyrights
Knowledgableand
competantemployees
Financialresources
R&D
ValueProposition
Forpeoplewhobuyfood;
whoneedtopreparefoodfor
themselves;supermarketsare
facilities;thatdeliveravariety
ofoptions.Unlikerestaurants;
ourserviceenablespeopleto
cookforthemselves;because
weprovideavarietyof
choices
Channels
Store
Website
App
Socialnetworks
Advertising
Word-of-mouth
Socialcircles
Relationships
Selfservice
Assistanceforadditional
information
Customers
Foodshoppers
-Individuals
-Households
Employees(discount)
Businesses
Cateringcompanies
Revenue
Sellingproducts,Restaurant/deli&bakery,Membershipcards,
Advertising,Keypartners
CostStructure
Building(rentandutilities),Employeesalaries,Deliveryofproductstostore,
Externalservicesneededforcompany,Digital(webandapp)maintenance
costs,Travelingcostsforproductresearch,Certificationfees
Business Environment - Appendix C
Business Model Canvas - Grocery Store Overview

24
Marketing Mix - Appendix D
App Mock-Up - Fresh Leaves
Sprint 3G 1:17 PM 94%
Superbread with Avocado
Spread
GF - Vegan / Calories: 374
Ingredients:
- Bread: water, brown rice flour,
almonds, sunflower seeds, flaxseeds,
chia seeds, basil and thyme.
- Spread: avocado, tomato, pumpkin
seeds, lime, salt and pepper
Order now:
Adler
1.30pm
Gulfstream
2.15pm
Monty
3.15pm
Size:
Full
Portion
1/2
Portion
Preferences:*
No
Tomatoes
Add
Feta Cheese
Hummus No
Avocado
Location & Time:
*Adding preferences will result in additional cost.
Checkout
Fresh Leaves
Sprint 3G 1:17 PM 94%
FREE Trial Plan
20 meals
Recipe ideas for Breakfast, Lunch,
Snack and Diner.
Fresh Leaves
NUTRITION PROGRAMS
3 Weeks Detox Plan
84 meals
Easy to follow meal program for 21
days. Tailored to busy students.
2 Months Nutrition Plan
126 meals
60 days of easy delicious recipes for
busy students.
Personalized Feedback
Upload a picture + quick discription
of your meals for Sarah to give
feedback on your meals and help. . .
ABOUT
Sarah, our nutritionist, has a BA Nutritional
Science from Boston University. Together, we
have created 4 plans to satisfy your nutrition
needs and help you to eat healthy.Sprint 3G 1:17 PM 94%
HOME
SOCIAL
END OF DAY GOODIES
NUTRITION PROGRAM
ACCOUNT
ABOUT
LOG OUT

25
Operational Plan - Appendix E
Service Blueprint - Fresh Leaves
Make
students
aware
ofnext
location
Cook
protein
toensure
freshness
List
available
goodiesfor
theendof
theday
Prepare
anyfood
thatcan
bemadein
advance
Clean
Review
Daily
accounts&
earrnings
BuildHypeViaSocialMedia:
Aftereachmealservice(11pm,2pmetc)postonepicture
AnnouncewhereheadednextORifskippingnextbreak
Undercheckleftovers:postpictureofleftoversforEndofTheDayGoodies
Physical
Evidence
Customer
Action
Front
Stage
nteraction
Backstage
Interaction
Supporting
Process
LineofInteraction
LineofVisibility
Driveto
location
PrepPre-
Orders&
labelwith
correct
name
Notify
through
Appwhere
10:30am
locationis
Loginto
app
Begin
serving
Placeorder
&
pickuptime
Receive
confirmation
oforder
Goto
truckduring
break
Pickup
order
Eat&rinse
packaging
forlateruse
Upload
picture&
writereview
forthemeal
&service
Checknoti-
ficationsto
locatetruck
forgroceries
Browse
available
groceries
Purchase
goodiesto
bringhome
Return
Home
Collect
Payment
LineofInternalInteracton
Package&
sellgoodies

26
Financial Plan - APPENDIX F
Cash-Flow Analysis / Income Statement - Fresh Leaves
Year 1 Fresh Leaves Cash Flow:
FiscalYear
Begins:Jan15
BeginningJan-15Feb-15Mar-15Apr-15May-15Jun-15Jul-15Aug-15Sep-15Oct-15Nov-15Dec-15MonthlyAverage:
CashSummary
CashonHand(beginningofmonth)175,000171,578163,920156,262148,307141,020133,837125,061116,606109,625103,35897,04089,210129,652
CashAvailable(onhand+receipts,beforecashout)175,000183,578176,418168,462161,248154,088145,337136,911129,961123,723117,406110,64098,810142,215
CashPosition(endofmonth)171,578163,920156,262148,307141,020133,837125,061116,606109,625103,35897,04089,21077,424121,806
CashReceipts
MenuFoodSales:12,00012,39812,00012,39812,39811,00011,15012,00012,39812,39811,9008,85011,741
Goodies:0100200303350100200350400400500100250
Snacks/Smoothies:000000040560055045050171
Vending:0000000000000
Nutrition:000240320400500600700700750600401
TotalCashReceipts12,00012,49812,20012,94113,06811,50011,85013,35514,09814,04813,6009,60012,563
MonthlyFixedExpenses:
Kitchen:300300300300300300300300300300300300300
TruckPayment:3,0003,0003,0003,0003,0003,0003,0003,0003,0003,0003,0003,0003,000
TruckInsurance:250250250250250250250250250250250250250
VehicleLicensing:100100100100100100100100100100100100100
Parking30303030303030303030303030
Salary:Founder1:3,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,500
Salary:Founder2:3,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,500
Nutritionist:7296120150180210210225180160
LoanPayments:3,5633,5633,5633,5633,5633,5633,5633,5633,5633,5633,5633,5633,563
BusinessApplication&Licensing:325
Misc.Marketing:300
CookingUtensils:250
MonthlyVariableExpenses:
Food&Beverage:3,3083,3083,3083,3083,3083,3083,3083,3083,3083,3083,3083,3083,308
FreelanceDeveloper:1,0001,0000000000000083
Packaging&Disposables:1,5471,5471,5471,5471,5471,5471,5471,5471,5471,5471,5471,5471,547
Gasoline:150100100100100100100100100100150150113
VendingMachine:1,0001,0001,000
Tax:
Food&BeverageTax:959959959959959959959959959959959959959
TotalCashPaidOut3,42219,65920,15620,15620,22820,25220,27620,30620,33620,36620,36621,43121,38620,409

27
Financial Plan - APPENDIX F.2
BeginningJan-16Feb-16Mar-16Apr-16May-16Jun-16Jul-16Aug-16Sep-16Oct-16Nov-16Dec-16
Monthly
AverageOverview
CashSummary
CashReceipts
MenuFoodSales:13,50012,39812,39813,50013,50011,15012,00012,39813,50012,39812,39810,00012,428
Goodies:600750606500750250303500800700600100538
Vending:1,2009609609609603005403001,2009601,000100787
Nutrition:850800900850800700700700850850700500767
Kitchen:300300300300300300300300300300300300300
TruckPayment:3,0003,0003,0003,0003,0003,0003,0003,0003,0003,0003,0003,0003,000
TruckInsurance:250250250250250250250250250250250250250
Parking30303030303030303030303030
Salary:Founder1:3,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,500
Salary:Founder2:3,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,500
FreelanceDeveloper:300300300300300300300300300300300300300
Nutritionist:255240270255240210210210255255210150230
LoanPayment:3,5633,5633,5633,5633,5633,5633,5633,5633,5633,5633,5633,5633,563
Misc.Marketing:300300
Food&Beverage:3,3083,3083,3083,3083,3083,3083,3083,3083,3083,3083,3083,3083,308
Gasoline:150100100100100100100100100100150150113
VendingMachineSpaceRent:100100100100100100100100100100100100100
Tax:
TotalCashPaidOut20,61420,24920,27920,26420,24920,21920,21920,21920,26420,26420,26920,20920,277

28
BeginningJan-17Feb-17Mar-17Apr-17May-17Jun-17Jul-17Aug-17Sep-17Oct-17Nov-17Dec-17
Monthly
AverageOverview
CashSummary
CashReceipts
MenuFoodSales:13,75013,50012,90012,39813,50011,00011,50012,39813,50012,39812,00011,00012,487
Goodies:600750606500750250303500800700600100538
Vending:1,2009609609609603005403001,2009601,000100787
Nutrition:9509501,0001,2001,2509008508001,0501,000950800975
Kitchen:300300300300300300300300300300300300300
TruckPayment:0000000000000
TruckInsurance:250250250250250250250250250250250250250
Parking30303030303030303030303030
Salary:Founder1:3,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,500
Salary:Founder2:3,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,5003,500
FreelanceDeveloper:3003003000000300300300300300200
Nutritionist:285285300360375270255240315300285240293
Food&Beverage:3,3083,3083,3083,3083,3083,3083,3083,3083,3083,3083,3083,3083,308
Gasoline:150100100100100100100100100100150150113
VendingMachineSpaceRent:100100100100100100100100100100100100100
Tax:
TotalCashPaidOut13,78113,73113,74613,50613,52113,41613,40113,68613,76113,74613,78113,73613,651
Financial Plan - APPENDIX F.3

29
Financial Plan - APPENDIX G
Fresh Leaves Opening Day Balance Sheet
Cash $175,000
Inventory and Supplies $3,458
Pre-paid Expenses $3,522
Total $181,980
Machinery & Equipment $3,280
Real Estate/Building $300
Total $3,580
Total Assets $185,560
Taxes $959
Salaries $7,000
Interest Payable $10,512
Insurance $250
Total $18,721
Assets minus Current Liabilities $166,839
Bank Loans $75,000
Total $75,000
Invested $4,000
Total $4,000
Total Liabilities and Networth $91,839
LIABLITIES
Current Liabilities
Long Term Liabilities
Owners' Networth
ASSETS
Current Assets
Fixed Assets
Opening Day Balance Sheet- Fresh Leaves

30
Financial Plan - APPENDIX H
Break-Even Graph - Fresh Leaves

31
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