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1. Zaiqa Restaurant & Lounge
Group Members
Shahzad Javed
Bilal Khan

2. Index
• Introduction
• Our Mission
• Our Vision
• Budget
• Target Market
• Advertising
• Future Planning
• Corporate Strategies
• Competitive Strategies
• SWOT Analysis
• Evaluation
• Conclusion

3. Introduction
• The Design
Zaiqa Restaurant & Lounge will be unique to Karachi city. The restaurant features 2
venues in one (a concept called ‘Multi-Branding'): A Lounge and Full Service
Dining. This concept offers customers variety, offering multiple dining and
entertainment options within a single establishment. The menu divisions will
broaden our appeal and provide our customers with a different experience on
each visit.
• The atmosphere caters to a young but mature adult crowd. The menu is inspired
from different cuisine's specialties and will appeal to a wide and varied client. Total
space requirements are 2000 to 2500 square feet. It will be a 60 seat fine-dining
restaurant with a 20 seat lounge. Zoning, parking, and accessibility issues will be
reviewed as key criteria.

4. Mission
• Zaiqa Restaurant & Lounge will be an inspiring restaurant, combining an eclectic atmosphere with
excellent and interesting food. The mission is to have not only a great food selection, but also efficient and
superior service - customer satisfaction is our paramount objective. Zaiqa Restaurant will be the restaurant
of choice for a mature and adult crowd, couples and singles, young and old, male or female.
• Employee welfare, participation, and training are equally important to our success. Everyone is treated
fairly and with the utmost respect. Our employees will feel a part of the success of Zaiqa Restaurant &
Lounge.
• Our concept combines variety, ambiance, entertainment and a superior staff to create a sense of 'place' in
order to reach our goal of overall value in the dining/entertainment experience. We offer fair profits for
the investors, and a rewarding place to work for the employees.

5. Vision
“To become one of the top restaurant in the country”

6. Budget
• Start-up Summary
• The two owners are personally committing Rs: 2.5 million of capital
• plus a Rs5 million loan guaranty from the bank.
• In addition, and seeking to raise an additional Rs: 2 to 2.5 million from investors.
• We will purchase the following Rs:300,000 worth of current assets during start-up including:
• Fixtures and Lighting: Rs:60000
• Lounge Equipment: Rs:40000
• Sound and Televisions: Rs: 70000
• Office Equipment (Computers, Fax, Printer, Safe): Rs: 30000-35000
• Long-term Assets in the amount of Rs: 100,000 include all kitchen equipment.

7. Target Market
• Zaiqa Restaurant & Lounge intends to cater to a wide customer base. We want everyone to feel welcome and entertained.
We have defined the following groups as targeted segments that contribute to our growth projections:
• The Business Person
• Couples
• The Destination Customer
• High-End Singles
• Tourists
These particular market segments are 25-45 years old, have disposable income, and are seeking upscale, trendy, and comfortable
restaurant options

8. Advertising
• Building and Signage
• Customer Service
• Advertising and Promotion
• Press Release/Grand Opening
• Editorial Visitation
• Promotional Campaign

9. Future Planning
• Maintain Zaiqa Restaurant & Lounge as a unique and elegant concept
• Based on projections, the business has captured market share we can hire addition
of a full-time General Manager.
• By the Year 5 end, the owners can look to launch a second restaurant concept
• Introduce a kid’s corner where our clients can leave their children to play while
they enjoy our food.

10. Corporate Strategies
• DIVERSIFICATION STRATEGY
In our restaurant there is no play area for children so we introduce a well-equipped children play area where children play and
enjoy while their parents enjoy their meal.
• VERTICAL INTEGRATION STRATEGY
In our restaurant we make our entire ingredient our self like we didn’t use any packet juice we serve our costumer a fresh fruit
juices. This self-control of supply chain reduces our overall cost.
• CONSOLIDATION STRATEGY
In our restaurant if any sector doesn’t work properly or is not working as to our expectations so we close that department if
needed or reduce the staff but firing the unnecessary work force
• GEOGRAPHICAL EXPENSION STRATEGY
In our case when our new venture of Zaiqa Restaurant & Lounge has generated enough revenue we will depending on the
situation try and expand our branches to other main cities.

11. Competitive Strategy
• Cost leadership strategy (low-cost producer)
By adopting cost leadership strategy, we will buy raw materials at low cost in order to achieve our goal of lowest-cost producer
but this might affect the quality of the product which we are providing to customers as well.
• DIFFERENTIATION STRATEGY
The strategy an organization follows when it wants to be unique in its industry within a broad market
Our restaurant it is not just a restaurant it is also a lounge. Every Sunday there is a free musical night for our customers where we
encourage young talented new singers to come and show their talent. This is uniqueness of our restaurant which differentiates us
from our competitors.
• FOCUS STRATEGY
The strategy an organization follows when it wants to establish an advantage in a narrow market segment
We focus on elite class of our society as well as middle class.

12. SWOT ANALYSIS
• Strengths
• Location of our restaurant is great.
• We have a great parking and security system.
• We recruit experienced chefs for our restaurant.
• We have great waiters and serving staff who are well trained.
• Our restaurant is well furnished with elegant interior which attracts our customers.
• Weakness
• All startup funds will need to come from loans and investors in the initial years as our personal investment
isn’t sufficient.
• Our reputation is not well established in the market as we are new.
• Due to constant load shedding in Karachi the use of backup generators increases our costs.

13. SWOT ANALYSIS
• Opportunity
• We plan to include a children play area in our restaurant.
• Introducing foreign cuisines in our menu.
• Threats
• Government policies and tax.
• Law and order situation.
• Strikes in Karachi.

14. Evaluation
• Short term evaluation (3-6 months)
• In short term period we will try and further improve our staff management
• In order to do so we will have training programs for all of them and then evaluate their
performance periodically after every 2 months
• Long term evaluation (1 year)
• In long term period we will try to expand our restaurant space or even open a new
branch in other city
• But all this depends on the revenue we generate

15. After Evaluation
• After analyzing our short term and long term goals we will see if the
problem still exists if so we will try to solve it as soon as possible.
• Like in the case of performance of managing staff we can change their
position or hire a new person who is capable of handling the job.

16. Conclusion
• At the end of the day, everyone that sells prepared meals in this district is a Zaiqa
competitor, because we all compete for the same home meal replacement dollar. However,
there are two segments of the restaurant industry that are our main competition: the casual
dining restaurant and the fine dining value restaurant.
• So, if the food and service is better at a fine dining restaurant than a casual restaurant, but
price has become a factor as a result of the economic turns, where is a customer more likely
to go?
• There is no absolute answer to the question, but the solution is to deliver the best food at
the best price with the highest level of service in one establishment. This is the very
definition of value and the concept at the heart of Zaiqa's business model