1. Asian Corner
- Asian Street Food Takeaway
Business Plan
Baihui Xie (9649049)
Shengjun Xi (9678001)
Weidi Shi (9668531)
Wen-Yuan Tsai (9673927)
Yifang Zhou (9637604)

2. 2
Management summary
Asian Corner is a start-up Asian street food takeaway van located next to the
Learning Commons of the University of Manchester (UoM). The mission of
Asian Corner is to become the 1st
choice of authentic Asian takeaway for UoM
students. Asian Corner offers a broad range of Asian street food and beverage,
where all the ingredients and recipes are as same as that of origin countries.
Through desk research and primary research including questionnaire, interview
and field research, it is found that there is a highly potential market of Asian street
food takeaway in the UoM. Asian Corner adopts differentiation focus corporate
strategy by targeting UoM students who are interested in Asian street food and
are in a hurry to take meals. More specifically, Asian Corner expects to obtain
the students of UoM and other consumers whose daily activities take place within
in 5-minutes’ walk to the Learning Commons of the UoM. Short queuing time,
authentic Asian street food and cheap food are the integrated unique selling point
to outperform competitors.
Asian Corner has four full-time employees, including one manager, two cooks
and one customer assistant. Asian Corner plans to borrow 10,000 from AMBS
Bank as a two-year loan, providing the bulk of the current financing required. It
is expected that Asian Corner will break even at the first quarter of the first
operation year.

3. 3
Table of Contents
1. Introduction...................................................................................................... 5
2. Financial & Marketing Objectives................................................................... 5
3. Product/market background............................................................................. 7
4. Marketing analysis........................................................................................... 7
4.1 PEST........................................................................................................... 7
4.1.1 Political ................................................................................................ 7
4.1.2 Economic ............................................................................................. 8
4.1.3 Social Trends........................................................................................ 9
4.1.4 Technology......................................................................................... 10
4.2 Key findings from primary research......................................................... 11
5. Situation and SWOT analyses ....................................................................... 17
5.1 Internal Analysis....................................................................................... 17
5.2 SWOT Analysis........................................................................................ 18
5.2.1 Strengths............................................................................................. 18
5.2.2 Weaknesses ........................................................................................ 19
5.2.3 Opportunities...................................................................................... 19
5.2.4 Threats................................................................................................ 20
6. Corporate Strategies....................................................................................... 21
7. Marketing Strategies ...................................................................................... 21
7.1 Segmentation............................................................................................ 21
7.2 Targeting................................................................................................... 22
7.3 Positioning................................................................................................ 22
8. Expected results ............................................................................................. 24
9. Our Marketing Strategy ................................................................................. 25
9.1 Product...................................................................................................... 25
9.2 Price.......................................................................................................... 25
9.3 Place ......................................................................................................... 26
9.4 Promotion ................................................................................................. 27
9.5 People ....................................................................................................... 27
10. Controls and evaluations.............................................................................. 28
11. Financial implications/required budgets...................................................... 28
11.1 Two Year Cash Flow.............................................................................. 29

4. 4
11.2 Profit and Loss........................................................................................ 29
11.3 Break-even Analysis............................................................................... 29
12. Operation Considerations............................................................................. 30
12.1 Production............................................................................................... 30
12.2 Equipment............................................................................................... 30
12.3 Personnel ................................................................................................ 31
12.4 Payment.................................................................................................. 31
12.5 Insurance................................................................................................. 31
12.6 Emergency Control................................................................................. 31
Reference ........................................................................................................... 33
Appendices......................................................................................................... 36
Menu.......................................................................................................... 36
Cash Flow (Good) ..................................................................................... 37
Cash Flow (Bad)........................................................................................ 38
Profit and Loss Statement(Good).............................................................. 39
Profit and Loss Statement(Bad)................................................................. 40

5. 5
1. Introduction
Our venture proposal is for an Asian street food takeaway named Asian Corner
located next to the Learning Commons in UoM. The report starts by illustrating
our financial and marketing objectives and a brief introduction of the market and
product background. The following session highlights marketing analysis
including PEST, customer behavior and competitors analysis. Furthermore, the
next session - SWOT analysis summarizes the external and internal factors that
can affect our business, followed by a detailed illustration of unique selling point.
Corporate strategy and marketing strategies are elaborated as well, following the
implementation of marketing programmes, inclusive of segmentation, targeting
and positioning, and marketing mix. The report ends with the expected results,
controls and evaluations, financial implications, as well as the operational
considerations.
2. Financial & Marketing Objectives
2.1 Financial Objectives
Asian Corner has the following financial objectives set for the first two years; it
will provide customers with fresh meals and fast service at a competitive price.
A monthly sales goal will be set to meet the high net margin to break even at the
first year.
Obtain a net margin of 60% within the first two years
Achieve profit growth of 10%-15% at the end of the second year
Reach the break-even point at the first year
2.2 Marketing Objectives
There are three factors involved in the marketing objectives – market share, repeat
purchase and brand awareness.

6. 6
Ÿ Market Share
Given the field research of the ice cream van- takeaway van on campus, which is
located in front of the Manchester Museum, it is a reasonable estimation that
Asian Corner is able to sell at least 120 meals per day. However, the daily sales
amount would only account for approximately 2% of the entire market share,
(120/28 competitors x 200 meals sold), which is calculated as follows:
200 sales/day is an average estimation based on field research of 10 in 28
competitor restaurants, which will be explained in following sections.
By the end of the 2nd
year, we expect to gain 5% of the entire market share.
Corresponding field researches will be conducted to measure it.
Ÿ Repeat Purchase
We aim to maintain a minimum repeat customer rate of 50% by the end of the
first year and reach a repeat rate of 70% by the end of the second year (see Table
1). Loyalty cards will be used for tracking and calculating customer repeat
purchases. The formula for calculation is returned loyalty cards/total *100%
equals repeat purchase rate.
Ÿ Brand Awareness
We strive to create strong brand awareness enabling 70% of UoM students to
recognize and choose Asian Corner by the end of the 2nd
year. To measure the
degree of brand awareness, we will distribute surveys to students by asking them
relative questions.
daysales/200xscompetitor28
CornerAsianofdaysales/120

7. 7
3. Product/market background
There are many students in the University of Manchester who likes Asian food.
However, on campus, the nearest place they could go to is the Red Chili-
Chinese restaurant- which is costly and time-consuming. There is another group
of students who are time-driven and prefer to have takeaways rather than going
to restaurants. When these two segments of consumers overlap, this is gap which
is also the target market of Asian Corner. Therefore, Asian Corner will provide
diverse authentic Asian street food at a low price in a time-saving way.
4. Marketing analysis
4.1 PEST
In this section, the long-term macro environment factors which might affect on
our business model are summarized, including political, economic, social trends
and technology forces, enabling us to identify potential opportunities and threats.
4.1.1 Political
Political issues of the UK government affect our everyday lives, positively and
negatively. President Xi Jinping of the People’s Republic of China undertook a
State Visit to the UK in 2015, and a commitment between the two countries was
made to build a global comprehensive strategic partnership (GOV.UK 2015).
Both countries agree to cooperate on increasing the opportunities for young
people on education and tourism (GOV.UK 2015), witnessing a deeper political
trust, and more matured mutual beneficial exchanges (GOV.UK 2015). The
partnership between the UK and China will most likely boost the number of
Chinese students coming to Great Britain, providing a potential market for Asian
food.
Furthermore, UK has very strict regulations on food. When setting up a food
business exceeding 25% of the trade, food premises approval needs to be applied

8. 8
(GOV.UK 2015). Additionally, the Food Standards Agency conducts rules on
food hygiene, food storage, waste management, recycling collection, and
appropriate training for staff and equipment, etc (Food Standard Agency 2015).
Inspections will be carried out by local authorities regularly or when a complaint
is made, to make sure that everything fits the legal requirements (Food Standard
Agency 2015). Asian Corner will follow the regulations carefully, since they
could cause both positive and negative effects on the business; food hygiene
rating schemes could strengthen consumer trusts, while failing to meet the rules
could cause a fine or termination of business.
4.1.2 Economic
The UK is ranked the 6th
out of the OECD (the Organisation for Economic Co-
operation and Development) countries in the World Bank Ease of Doing Business
rankings, and the 8th
overall in 2015 (Euromonitor International, 2015). In
addition, the UK is currently in deflation, as the consumer price has dropped 0.1%
in October 2015 (Trading Economics 2015). This was last seen in the country
half a century ago (Trading Economics 2015). From consumer’s point of view,
the decrease of prices for goods and services may seem like a positive
phenomenon, however, some shoppers may put off purchasing due to the
anticipation of lower prices to come (the Guardian 2015). Moreover, a continued
deflation could mean a less likely rise in interest rates (itv News 2015).
What is more, the UK’s street stall industry value is on the rise, along with
consumer’s expenditure on food (Euromonitor 2015). Narrowing down to
Manchester, the city faces a lower economic efficiency due to the shortage of
high-skilled individuals, resulting in a higher unemployment rate compared to the
rest of the UK (Manchester Economy 2015). This would affect the pricing tactics
adopted by Asian Corner. Overall, the city’s near-term economic outlook is
positive. Although the total GDP growth is a bit behind the rest of the country,

9. 9
the region is projected to increase by 1.6% over 2015-2019 (Manchester
Economy 2015).
4.1.3 Social Trends
The ethnic population of the UK is getting more diverse, and has grown
considerably over the past decade, with African and Asian showing the strongest
growth (Lanschützer 2014). Moreover, people are becoming bold in their choices
of food and are willing to try different kinds of cuisines (Lanschützer 2014).
According to the Mintel report, nearly seven in ten consumers (69%) challenge
themselves to something that they have never tried before; among them, a third
believe that they like spicier food now more than they did before (Lanschützer
2014). Around 70% of British adults have eaten Chinese and Indian cuisines,
which have been deep-rooted among their life. More specifically, about 15% of
British people have Chinese and Indian cuisines fortnightly. Moreover, authentic
cooking sauce and ready meals have achieved great popularity (about 50%)
among British consumers. A 32% growth of retail value sales on world food has
been seen in the UK over 2008-2013, showing consumers’ confidence to eat out
(Lanschützer 2014). Among ethnic meals, only 17% of the customers would
choose to dine in a restaurant, while 27% (more likely to be younger generations
under-25s rather than over-35s) would favour ordering a takeaway (Lanschützer
2014).
Due to the large population eating Asian food, and consumers’ eat-on-the-way
lifestyles, Asian Corner has a relatively large potential market for an opportunity
of success.
Since the pre-recession years, the UK’s consumers’ grocery shopping habits have
changed: they have developed money-saving tactics such as purchasing fewer
items (Euromonitor International 2015). Cheaper prices from retailers such as
Lidl and Aldi let consumer acknowledge the way that money can stretch further;
habits are built on shopping around and purchasing in smaller quantities (Euromonitor

10. 10
International 2015). According to Allegra Foodservice (2015), people are not only eating out
more often, they also tend to spend less on each meal. Eating habits will affect Asian Corner’s
marketing decisions.
Narrowing down to Manchester, the young generation (20-29 years old) in the
city consists of 24.3% of the whole population (see Table 2). These young
students will be the main target customers, becoming a potential market for us.
(Table 2)
4.1.4 Technology
Revolution in technology changes the way business operates. Hardware and
software are launched to assist firms in targeting different customers. For
instance, adsmart technology helps customise advertisements. The growth in
technology shortens the time to access goods and services; the leading consumer
culture in the UK is becoming more and more convenience-driven (Childe 2015).
A handful of brands in the food service are launching pre-ordering or notification
apps for faster delivery. British customers even have the opportunity to pay with
their mobile phones or use apps with embedded loyalty cards. These technology
factors will impact Asian Corner as our business is not tech-savvy driven.

11. 11
4.2 Key findings from primary research
4.2.1 Field research
This section illustrates our field research on a deep interview with the operational
manager of an ice-cream van which has similar business backgrounds as ours.
Through a deep interview with the operational manager of the ice-cream van, we
have collected detailed information for food vendors regarding operational
processes, logistics, fire precaution facilities, chef certificates, law issues, etc.
Because both the ice-cream van and the Asian Corner are operated on campus,
the success of the ice-cream van supports strongly that Asian Corner can also get
the university’s approval.
4.2.2 Consumer Analysis
This section will summarise the responses gathered and analyze the results. The
questionnaires were distributed on November 8th, 2015. By November 11th 2015,
48 (out of 53) valid replies have been received. Questions of the vital findings
will be presented in graphs with detailed analysis, and other questions will be
presented in the appendix. Three key findings are shown as follows:
• Opportunities in the target market
The second and third questions of the questionnaire are related to target
consumers’ eating habit towards takeaways. The results are shown in table 3 and
figure 1 respectively. The results show that respondents generally eat takeaways
7 times a month, i.e. 1-2 times a week, and the majority of them like Chinese,
Japanese, Korean and Thai takeaways. Therefore, it can be concluded that we
have large business opportunities in the target market. The result provides a
direction in designing our menu: to emphasize more on Chinese, Japanese,
Korean and Thai street food.

12. 12
Question 2: How frequently do you normally eat takeaways (per month)?
Question 3: Thinking of takeaways, which of the following are you willing to try
(multiple choices)?
Ÿ Guides of Asian Corner’s menu
The forth and tenth questions are about consumer’s tastes and perceived value
towards price. From table 4 and Figure 2, it can be summarised that consumers
are quite fond of Asian street food, with Chinese bun, Pork Hamburger, Sushi,
Deuk Bog Gi and Fish Curry Noodle as the top five. Therefore, these dishes will
be the first choices on our menu. On the other hand, the ingredient costs of these
dishes will also be considered before they are placed on the menu. Moreover, the
average price of the dishes can also be estimated, which is less than £4.7 each.
The average price of our menu is based on our hybrid pricing strategies: cost-
based pricing and the competitor-based pricing, which will be further discussed.

13. 13
Question 4: How much are you willing to pay for a takeaway (GBP)?
Question 10: If there is an Asian takeaway, which of the following will you be
interested in eating? (multiple choices)
Ÿ Location and Operational Time

14. 14
The sixth, seventh and eighth questions (see Figures 3, 4 and 5) of the
questionnaire provide answers towards our target consumers’ preference for the
followings: when to have takeaways, maximum tolerance on queuing, desired
location for the van. It can be concluded that most of the customers prefer to have
takeaways from 9am to 3pm, and most of them are willing to wait for less than 5
minutes. What’s more, it also indicates that customers prefer having takeaways
near the Learning commons, the University Place and the Alliance Business
Building. We have decided on choosing the open space in front of the Learning
Commons as our business location considering issues such as accessibility,
convenience and university regulations.
Question 6: When do you prefer having a takeaway? (multiple choices)
Question 7: How long are you willing to wait for outdoor takeaways? (multiple
choices)
Question 8: If there is an outdoor Asian takeaway on campus, which will be
your most preferable location in the following map? (multiple choices)

15. 15
4.3 Competitors Analysis
The lack of detailed information online indicates that it is imperative to find the
footfalls of our competitors by carrying out primary research. As a result, a week-
long on-site observation was conducted – tracking the traffic flow of our
competitors within two hours per restaurant. An approximate one-day footfall can
be estimated from the records we have tracked. This provides a sound evidence
of Asian Corner’s market share (please refer to session 3 - Marketing & Financial
Objectives for further details).
Due to the nature of Asian Corner, our competitors can be recognised from a
geographic perspective. Four roads, namely Mancunian Way, Upper Brook St,
Denmark Rd and Higher Cambridge St are used to form a closed area where all
the competitors are located, an area referred as “the competition zone”. Since we
target at a niche market, there is no direct competitor. However, there are many
indirect competitors who can be roughly divided into 5 categories:
“FoodOnCampus”, fast food chains, self-brand takeaways, Asian restaurants and
others.

16. 16
• “FoodOnCampus”. It’s a company that operates a number of coffee shops,
cafes and restaurants in various buildings across campus. It offers hot
meals, refreshments and quick snacks with an average price of approximate
£5 per meal (including a main course and a drink). There are 18 spots
within the competition zone, e.g. “Café at The Learning Commons”
(FoodOnCampus 2015). The most significant advantage of
“FoodOnCampus” is the locations – all people on campus can easily find
a place to grab a quick meal at a comparatively low cost. However, mainly
serving “standard food” such as sandwiches, bread, coffee, cakes, etc.,
“FoodOnCampus” fails to meet diverse customer needs.
• Fast food chains. These are franchised restaurants run by international
brands who offer fast food such as burgers, chips, pizzas and so on. The
average cost for an ordinary meal is also approximate £5. Within the
competition zone there are 7 fast food chains, e.g. McDonald’s. Their main
advantage is the brand awareness, whereas the food they sell is extremely
common.
• Self-brand takeaways. Compared to fast food chains, this category refers
to the restaurants that operate under their own brands. This kind of
restaurants mostly have seats inside but are named as “takeaways” because
they mainly target people who are in a hurry and tend to buy food to take
out. Self-brand takeaways offer food similar to what fast food chains sell
with only flavours differing from one restaurant to another. The average
cost for an ordinary meal is comparatively the lowest at only about £3.5.
There are 6 self-brand takeaways inside the competition zone, e.g.
“Babylon”. Low costs represent the main advantage of this category but
there are many disadvantages such as hygiene issues and a relatively long
distance to the campus area where population is most intensive.
• Asian restaurants. These are restaurants specializing in Asian food
(especially Chinese, Japanese, Korean, etc.). Although some of them

17. 17
provide takeaway or delivery service, most of their customers prefer to eat
inside the restaurants. The average price of an ordinary meal is about £7,
comparatively the highest. There are 4 Asian restaurants inside the
competition zone, e.g. “Red Chilli”. As indicated formerly, trying exotic
food has become a social trend. Asian restaurants’ biggest advantage is
their flavours, however, it is not enough to cover their shortcomings such
as high cost and slow service speed.
• Others. This category includes other kinds of restaurants such as self-brand
cafes and bars. They provide comparatively more diverse food with an
average price of £6 per meal. There are 12 within the competition zone,
e.g. “Kro Bar”. Their main advantage is the diversity of choice; however,
customers need to wait for a relative longer time in exchange.
Among all these competitors, the ones (28 of them) that are within a 5-minute
walk to the Learning Commons - where our van is going to be nearby – can be
regarded as Asian Corner’s main indirect competitors. The average price per meal
of them is £5.75.
5. Situation and SWOT analyses
5.1 Internal Analysis
There have been increasingly more international students who are open to trying
exotic food whilst what the university currently provides fails to meet their needs.
Another noticeable fact is that, although there are restaurants and takeaways to
satisfy students with specific preference of food and students who are in a hurry
respectively, a market blank remains as there is no one on campus to cater
especially for those who wants to save money and time while enjoy meals. Asian
Corner advents to fill in the gap by selling Asian takeaway food with a van behind
the Learning Commons.

18. 18
The idea is believed to work because the research result shows that among all the
exotic food, Asian food is most popular and Chinese know their own food than
anyone else does. Furthermore, Asian Corner is going to provide authentic Asian
food with a student-friendly price and a comparatively fast speed. When it comes
to the staff, Asian Corner will have four full-time employees, inclusive one
manager, two cooks with a qualified a hygiene certificate and one customer
assistant. The two cooks are responsible for cooking at a shift schedule, and the
customer assistant take the role of cashiering, serving customers, keeping the van
clean and ensuring the food fresh and enough. The manager lead the whole
business, import ingredients and supervise the whole operational business.
5.2 SWOT Analysis
5.2.1 Strengths
Asian Corner’s strengths mainly come from two facets.
First of all, there is an optimal match between the social trend and the
characteristics of Asian Corner. The UK, according to the research, is a
convenience-driven country, which means people here tend to hate getting
involved in time-wasting things such as standing in queues (Childe 2015).
Correspondingly, one of Asian Corner’s unique selling points is serving tasty
food in a relatively fast way – customers could enjoy delicious meals in no more
than 5 minutes. Furthermore, nearly 25% of the residents in Manchester is
comprised by people aged between 20 and 29 (Manchester City Council, 2015),
30% of which are the students of the University of Manchester (Facts and Figures
2015), likely to become our customers.
Secondly, the characteristics of Asian Corner make the business stand out from
all the competitors. Without requiring for too much funding and specific hard-to-
gain skills, Asian Corner is comparatively easy to startup. It also has the location
advantage - the van is just around the corner near where potential customers will

19. 19
be. More importantly, by serving diverse and authentic Asian dishes with a
relatively low price in a time-saving way, Asian Corner meets almost every major
concern that students have in terms of food consuming on campus.
5.2.2 Weaknesses
Asian Corner also has weaknesses which can be divided into three categories.
Firstly, Asian Corner can be easily influenced by external issues such as weather
conditions and opening time of the university. The weather in Manchester is
unpredictable and when it goes bad, students tend to stay indoor and have home
deliveries. Thus, the customer volume and revenue could be affected negatively.
As our target customers are the students of the University of Manchester, when
the majority of them leave campus during holidays, we may have to shorten our
operation hours.
Moreover, Asian Corner has several intrinsic limitations. Aiming to provide food
at a low price, we try to reduce cost by cutting off any unessential product
features. Therefore we offer no delivery service whilst most of our competitors
do. It is also hard to achieve balance between using authentic ingredients and
keeping cost low. There are other intrinsic weaknesses such as low brand
awareness and cash-only payment.
In addition to all shortcomings mentioned above, our strengths can sometimes
become weaknesses as well. Being easy to startup also means having a low
competitive threshold, which means Asian Corner is under a high risk of being
easily imitated by both current and potential competitors.
5.2.3 Opportunities
• Asian Population
According to the Equality and Human Rights Commission statistics (2000),
Manchester has the third largest Asian population after the West Midlands and
West Yorkshire (30 out of 1,000). Manchester City Council (2011) also indicates

20. 20
that there are 17.1 % (see Chart 1) Asian residents in Manchester in 2011 with an
increasing momentum.
(Chart 1)
• Young Generation
In session 5.2.2 - Key findings from desk research, already indicates that there
are approximately 25% teenagers (20-29 years old) in Manchester in 2014,
providing a huge target market for our business plan.
• Sales of World Food
From 2013 to 2018, the sales of world food is predicted to increase by 23%,
showing a relatively huge developing possibility for us (LANSCHÜTZER 2014).
From a Mintel Report (2015) statistics result, 7 out of 10 people are willing to try
new authentic food that they have never tasted before, and more than 1 in 10
people complain that the ethnic food sold in supermarkets are not authentic. All
these data indicate opportunities for us, because most of the dishes in our menu
are new to the people in the UK and one of our unique selling points is being
authentic.
5.2.4 Threats
• Competitors
Nearby restaurants, such as Noodle Bar and Red Chilli provide home delivery
service. For consumers who want to save time, buying dishes from them is a better
choice compared to ours, which poses a threat to us.
• Convenient Apps

21. 21
With the proliferation of technology tools, several convenient apps have been
launched (McNicoll 2014). Mobile loyalty apps will benefit customers with
preferable discounts, fast speed and convenience. This would be a threat as we
do not plan to launch any apps in the initial phase of our business.
• Unpredictable Weather
Manchester is called the "Rain City", which means when it rains, consumers tend
be reluctant in buying outdoors. Nevertheless, the buying behaviors of consumers
regularly studying at the Learning Commons or the Main Library will be affected
by bad weathers.
6. Corporate Strategies
According to the Porter’s generic competitive strategies (Porter 1980), our
corporate strategy is differentiation focused. In the market scope dimension, we
focus on a relatively narrow market, i.e. students in UoM who are fond of Asian
food as well as time-conscious. It is obvious that cost leadership is irrelevant as
we are a small business without bargaining power towards suppliers or customers.
Our featured products are rare in the UoM market, indicating a competitive
advantage of differentiating ourselves from other rivals. Hence, our corporate
strategy is a hybrid one on the focus strategy and differentiation strategy.
7. Marketing Strategies
7.1 Segmentation
In the market for takeaway food, our target customers - the students of the
University of Manchester can be divided into different segments according to
their various preferences towards the flavors of food. More specifically, there is
a small amount of students who like British food while the majority is willing to
try foreign dishes. For the latter segment, students can be further divided into 8
sub-groups into students preferring Chinese food, Japanese food, Korean food,

22. 22
Thai food, Indian food, Mexican food, Middle Eastern food and other food
respectively.
7.2 Targeting
According to the results of the investigation, the majority of respondents show an
overt preference toward Chinese, Japanese, Korean and Thai food. Therefore, we
are going to target these students, or more specifically, students who like Asian
food and are convenience-driven. A typical customer of ours should look like
this: he is a current student of the University of Manchester aged between 19 and
30. During an ordinary weekday, his daily activities would mainly take place in
the area within a 5-minute walk to the learning commons. He’s always tied up
with a busy schedule therefore cherishes every second. He is interested in Asian
food but is price conscious at the same time. Being energetic and open minded,
he tends to make prompt decisions, for example, following the fragrance of food
while walking down the street and try some foreign dishes he never had before.
7.3 Positioning
Four criteria, namely distance, speed, common and cost, are used to show how
we are compared to our competitors.
(Figure 6: Positioning Map)

23. 23
Ÿ Distance
Because we are going to place the van behind the Learning Commons,
“FoodOnCampus” becomes the most threatening competitor in this case as it has
spots not only located in nearby buildings such as the main library but also inside
the Learning Commons. Then there are some fast food chains (e.g. McDonald’s),
Asian restaurants (e.g. Red Chilli) and other cafes and bars (e.g. Kro Bar). The
last competitors Asian Corner should think of in terms of distance are self-brand
takeaways as most of them locate next to the park beside Manchester
Metropolitan University – relatively far away from the van.
Ÿ Speed
Asian Corner aims to provide food with an average time of 5 minutes. Compared
to this, self-brand takeaways and “FoodOnCampus” are considered to be its main
competitors because most of their meals are semi-prepared. Then here comes the
fast food chains. It may cost other cafes and bars comparatively more time
because of the diverse options they provide and the Asian restaurants need the
longest time as they serve food with most multifarious process.
Ÿ Scarcity
Being authentic is one of Asian Corner’s unique selling points. Considering this,
what the Asian restaurants offer are also quite genuine; followed by the food
provided by other cafes and bars. “FoodOnCampus” sell standard western fast
food but with relatively various choices while most of self-brand takeaways only
serve fried chickens and chips. What comes last regarding to the degree of being
authentic is the fast food chains as, for examples, a customer may find that a cup
of milkshake in one of McDonald’s in China tastes almost the same as that in one
of McDonald’s in the UK.
Ÿ Cost
The price of the self-brand takeaways has the most competitive advantage,

24. 24
followed by the price of the fast food chains and “FoodOnCampus”. Because of
the complex process of preparing food and comparatively fancier dinning
environment, the other cafes and bars cost more than the former categories and
the Asian restaurants are the most expensive ones. Asian Corner is able to surpass
all its competitors with respect to cost as it is also takeaway whereas has no dining
room.
To sum up, in terms of distance, from the closest to customers to the most far
away one, the order would be “FoodOnCampus”, Asian Corner, the fast food
chains, the Asian restaurants, the others, and the self-brand takeaways.
Considering the speed of serving, from the fastest to the slowest, the order would
be the self-brand takeaways, Asian Corner, “FoodOnCampus”, the fast food
chains, the others, and the Asian restaurants. Thinking of the degree of being
authentic, from the highest to the lowest, the order would be Asian Corner, the
Asian restaurants, the others, “FoodOnCampus”, the self-brand takeaways, and
the fast food chains. When it comes to cost, from the cheapest to the most
expensive one, the order would be Asian Corner, the self-brand takeaways, the
fast food chains, “FoodOnCampus”, the others, and the Asian restaurants.
Therefore, it can be concluded that Asian Corner owns an integrated competitive
advantage as compared to all of its competitors in terms of distance, speed,
common and cost, a competitive strength terms as the unique selling point. More
specifically, Asian Corner will offer diverse authentic Asian street food at a low
price in a time-saving way.
8. Expected results
Please refer to 3.2 – Marketing Objectives for our expected results.

25. 25
9. Our Marketing Strategy
This section will discuss in details how we will deliver value to our customers.
The marketing mix strategy will be applied as it encompasses most of the
elements that will influence our opportunities to maintain a prosperous grow in
the market. As our business will include services, an addition P – People will also
be discussed among the traditional 4Ps.
9.1 Product
We are aiming to introduce new products as additional choices for students of
UoM when they purchase their daily meals. Our products consist of a series of
Asian food and beverages. Given the result of our questionnaire, we will
concentrates on the top four favorable exotic takeaways –which are Chinese,
Japanese, Korean and Thai. More precisely, we will be offering 12 dishes and 5
beverages (Please refer to appendix for details). Limited seasonal meals e.g.
porridge will be offered constantly to diversify our product line. To ensure the
authentic taste and the quality of our products, we will be using ingredients
identical from the origin countries and the food will be cooked based on the
traditional recipes.
As a takeaway business, convenience will be a crucial concern because most
students are time-conscious. To minimize our customers’ queuing time, our food
will be 80% ready to eat and 15% semi-cooked to reduce preparation time.
Meanwhile, all our products will be packaged in disposable meal boxes or cups.
9.2 Price
Although our products are slightly differentiated from our competitors, it is
insufficient to compete with them for students who are price-conscious. Hence,
the overall principle of our pricing is competition-based pricing strategy. In
session 5.3 – Competitors Analysis, our competitors’ e.g. FoodOnCampus
average price is 5.75. At the same time, customers’ perceived value (i.e. which

26. 26
is 4.70) should also be taken into consideration. We will set 5.00 as our
average price for a meal (food and beverage). Under such underlying premise,
our prices will be based on the variable costs such as ingredients and packaging.
To ensure profitability, a minimum 40% profit margin is also adopted in our
pricing. As a result, we will have a price advantage compared with Asian
restaurants. At the same time, compared with the other competitors, we have a
relatively cheaper price as well as distinctive products.
9.3 Place
Our business will be a van located nearby the Learning Commons. As
mentioned earlier, the ice cream van indicates the possibility of place a van on
campus. Our primary research shows that the Learning Commons is the most
preferable location for students. There will be two advantages in choosing this
specific spot. Firstly, we are different from our competitors on campus such as
the Cafés which only provide standard meal sets. Secondly, a large number of
students pass through this open area, which would be a business potential. Hence,
the location not only offers more exposure opportunities for us to numerous
potential customers, but also differentiated us from western style competitors.
In terms of our supply chains, the nearest Chinese supermarket, Wing Hing Long
located on Upper Brook Street will be the major supplier for a variety of exotic
and rare food materials. Moreover, to minimize our cost, the low-cost
supermarket, Worldwide on Oxford Road will be our supplier for common
vegetables e.g. cabbages. We will sign annual contracts with these two suppliers
on deliveries for goods averagely twice a week. Our storage room will be a rented
flat next to campus and equipped with a kitchen. Downstream our supply chain,
we will distribute our products directly to consumers. Without any intermediaries,
distribution fees will be saved and interactions with customers will be enhanced.

27. 27
9.4 Promotion
Due to our limited budget and small size of business, we will emphasize on sales
promotion because it is cost-effective and straightforward. According to the
results of our questionnaire, the most preferable promotion – 10% student
discount for selected dishes will be used as a regular promotion during semesters.
Whereas during winter and summer holidays, with fewer students on campus,
more radical promotions like 3 for 2 will be deployed to increase sales.
Meanwhile, to create and maintain positive relationship with students, we will
distribute loyalty cards to motivate students to visit us more often. The loyalty
program will include five purchases for a free rice ball and ten purchases for a
free pork hamburger, etc. Moreover, other promotions such as free snacks and
new product trials will also be launched occasionally.
Without of doubt, solely depending on sales promotions will not be enough. We
will open our own pages on social media e.g. Facebook or Twitter to
communicate with our customers and send them our latest news. Social media
will be an effective platform to gain future insight about the market trend by
listening to customers’ feedback. As our business gradually evolves into maturity,
we will consider designing our own official website, or even an online Asian food
fans community for customer interactions.
9.5 People
Asian Corner plans to hire four employees including one manager with basic
cooking skills, two cooks and one customer assistant. Our manager will be
responsible for supervising operational process, our 2 cooks will take shifts and
be responsible for meal preparations, while our customer assistant will be
responsible for cashiering and other customer services. Before we launch our
business, a recruitment ad with detailed requirements will be uploaded to
mainstreamed job searching websites such as Total jobs. Interview will be carried
out to select the most qualified candidates for the role. After that, we will organise

28. 28
internal trainings to instruct staffs with their job responsibilities. Staffs members
will be expected to interact with customers by interactively introducing products
to students and inquiring the preference and needs of students.
10. Controls and evaluations
Depending on Asian Corner’s business proposition, these following items are
included in this session to illustrate how to monitor and control the business.
(Our staff members will be referred to as Manager A, Cook B, Cook C and
Customer Assistant D)
Ÿ As we only accept cash, it will be necessary to prepare enough changes
before opening hours every day.
Ÿ Manager A will financially wind up every day after 4 pm, and check sales
figures against targets every month.
Ÿ The cook on duty and Customer assistant D will take record of the
complaints/ service failure/product failure every day. During our weekly
meetings, which will be held on Mondays, these issues and general
performance over the past week will be discussed.
Ÿ Every time importing the ingredients, Cook B or cook C will be responsible
for checking the amount and quality and write down product diary.
11. Financial implications/required budgets
Our financial implication will be based on observation across similar businesses
nearby the University of Manchester. The cost consists of estimation on our
equipments, rent, and other operating expenses. As a sole trader, we have set a
conservative forecast. Our top financial priorities in the first two years will be
repaying our 10,000 pounds long-term loan, paying our employees fairly,
covering our expenses on time, and generating a modest profit. We will anticipate
a profit increase of roughly 10%-15% after our second year of operation. The

29. 29
following sections will outline important financial information.
11.1 Two Year Cash Flow
Our two-year cash flow tables for both good/bad situations are in appendices
& . The table shows our estimated loan principal repayment. We will be
responsible for repaying our loan with interest to MBA bank at 5% interest rate.
We will have a net cash balance of 23,212.5 in the first year and 43,492.3
in second year under good organized. But if we have business failures, we will
have a net cash balance of - 1,929.9 in first year and - 8,775.9 in second year.
11.2 Profit and Loss
Our profit and loss statement for the first two years in both good/bad situations
are in appendices & . We will become profitable early in the first year,
with net profits continuing to rise as sales increase if we are under good operation.
However, our net profit will remain decrease if we have less consumer than we
expect. Miscellaneous expenses include the costs of all promotions like the 10%
student discount and 3 for2. Maintenance & Repairs reflects a straight-line
depreciation of our long-term assets over a year. Moreover, the increase in
visibility cost of goods sold will allow us to reduce unnecessary food material
waste while maintaining the uniqueness of our food.
11.3 Break-even Analysis
Our break-even analysis shows that we will need to sell 16,572 meals totally to
breakeven at the first year (see Chart 2).

30. 30
(Chart 2: Break-Even Point)
12. Operation Considerations
This section will cover major materials, facilities, labours, equipment and
processes to run our business.
12.1 Production
• Preparation of food will be completed by our cooks in the company rented
suite kitchen, as ready to eat or semi-cook food can save consumers’ queuing
time.
• Quality control: customised quality testing processes to meet our material
quality, managers will train employees regularly on food quality aspects.
• Inventory control: compliance with First-in, first-out inventory food material
control concept. Fresh fruits and vegetables should comply in stock, making a
daily purchase based on sales volume of each dishes to adjust inventory.
12.2 Equipment
Things we will need to consider in the initial phrase of operation: Firstly, we need
to rent a takeaway food van during the first two years of operation. Secondly,
preparing all kinds of kitchen supplies, food packaged packaging paper or

31. 31
biodegradable packing boxes, Consumables, Food Prep Equipment, Food raw
material storage boxes, office supplies according to the estimated sales volume at
the first year.
12.3 Personnel
We will have 3 employees (2 Cooks, 1 Customer Assistant), and 1 manager. Our
cooks will complete level 2 food hygiene trainings so that they can handle open
foods to customers. They need to have excellent cooking skills and experiences
in cooking Asian dishes. Our customer assistant will also complete level 2 food
hygiene training. Our full-time general manager with level 3 food hygiene
training, will handle inventory, daily operations, employment, food & labour
controls and oversee management controls, kitchen procedures, and food cost
controls (Ncass.org.uk 2015).
12.4 Payment
Cash is the only accepted and reliable form of payment for our business. We will
operate as "cash only" merchants because to reduce third parties intermediaries
or fees associated with other payment options (e.g. credit card, debit card).
12.5 Insurance
We are legally required to have these insurance:
• National Insurance: ensure employees are qualified for certain benefits
including the State Pension (Gov.uk 2015)
• Employer’s liability insurance: protect employees when they come across
injuries or fall ill in the course of their work (Gov.uk 2015)
• Public liability insurance: cover members of the public when they be hurt
by Asian Corner’s business (Bytestart.co.uk 2015)
12.6 Emergency Control

32. 32
• Will have canopy in front of our van for customer to avoid getting wet in
raining days and also provide limited umbrellas (need to return) to
consumer
• Will have trash bin beside our van, and the slogan of environment-friendly
on the cover of our packages to remind our consumer.
• All employees will be trained on emergency fire safety in advance and
cover by our public liability insurance.
• Additional ingredients and food material will be prepared in our van for
extra food production.
• We will avoid business failures by asking advice from regular customer,
doing extra market research and food activities to attract consumer
attention.
• Have a copy of the University calendar for events every semester. If
activities are nearby the Learning Commons, we will inform our customers
on the notice board in front of the van a week in advance for further
operation details.
• In good weathers, consumer can enjoy all our takeaway meals at the bench
near the Learning Commons. On rainy or windy days, we will specifically
offer promotions on easy-takeaway food (Riceball, Chinese bun,
Dumplings, Popiah). Therefore, our consumer can enjoy easy-takeaway
foods inside buildings (The Main Library, Learning Commons, etc.)

33. 33
Reference
Arion McNicoll. (2014). The coolest things technology has up its sleeve in
2014, CNN, [Online]. Available from:
http://edition.cnn.com/2014/01/15/tech/innovation/the-coolest-things-
technology-2014/ [accessed: 11 November 2015]
Bethany Wall. (2014). Limited Service Restaurant (LSR) Specialty Shops -
Snacks, Beverages & Desserts, Mintel, [Online]. Available from:
http://reports.mintel.com/display/680514/ [accessed: 11 November 2015]
Bytestart.co.uk,. (2015). What is public liability insurance? – A guide for
businesses and start-ups | ByteStart. [online]. Available from:
http://www.bytestart.co.uk/what-is-public-liability-insurance.html [Accessed
December 15, 2015].
Childe, H. (2015). Login to Mintel Reports - Mintel Group Ltd.
Academic.mintel.com. [online]. Available from:
http://academic.mintel.com/display/733226/?highlight#hit1 [Accessed
December 17, 2015].
Equality and Human Rights Commission (2010). A critical review of the use of
stop and search powers in England and Wales, [Online]. Available from:
http://www.equalityhumanrights.com/sites/default/files/documents/raceinbrit
ain/ehrc_stop_and_search_report.pdf [accessed: 11 November 2015]

34. 34
FoodOnCampus. (2015). Find Us (The University of Manchester). [Online].
Available from: http://www.foodoncampus.manchester.ac.uk/find-us/;
http://www.tastemcr.com/menus/ [accessed: 17 November 2015]
Gov.uk,. (2015). National Insurance - GOV.UK. [online]. Available from:
https://www.gov.uk/national-insurance/overview [Accessed December 15,
2015].
Gov.uk,. (2015). Employers' liability insurance - GOV.UK. [online]. Available
from: https://www.gov.uk/employers-liability-insurance [Accessed December
15, 2015].
GOV.UK, (2015). UK-China Joint Statement. Available from:
https://www.gov.uk/government/news/uk-china-joint-statement-2015 [accessed
22 October 2015]
GOV.UK, (2015). Food premises approval (England) Available from:
https://www.gov.uk/food-premises-approval [accessed 1 December 2015]
HEIDI LANSCHÜTZER. (2014). World Cuisines - UK, Mintel, [Online].
Available from:
http://academic.mintel.com/display/694299/?highlight [accessed: 11 November
2015]
Learnmarketing. (2015). PERCEPTUAL MAPPING/ POSITIONING MAP.

35. 35
[Online]. Available from:
http://www.learnmarketing.net/perceptualmaps.htm [accessed: 19 November
2015]
Manchester City Council, [Online]. Available from:
http://www.manchester.gov.uk/info/200088/statistics_and_census/438/public_in
telligence/3 [accessed: 11 November 2015]
Ncass.org.uk,. (2015). Food hygiene training for caterers. [online]. Available
from:https://www.ncass.org.uk/training-area/online-hygiene-and-safety-
training [Accessed December 15, 2015].
Porter, M.E. (1980). Competitive strategy: Techniques for analyzing industries
and competitors. New York: The Free Press.
Trading Economics, (2015). UK Stays in Deflation for 2nd Month. Available
from:
http://www.tradingeconomics.com/united-kingdom/inflation-cpi [accessed 2
December 2015]
The Guardian, (2015) UK inflation is negative again, but what does this mean
for consumers?. Available from:
http://www.theguardian.com/money/2015/nov/17/uk-inflation-negative-
consumers-borrowers-debt [accessed 2 December 2015]

36. 36
Appendices
Menu

37. Cash Flow (Good)
Q1 Q2 Q3 Q4 Year 1 Q1 Q2 Q3 Q4 Year 2
10,000.00$ 14,875.00£ 24,465.62£ 21,642.85£ 10,000.00$ 23,212.49£ 27,256.35£ 39,974.17£ 40,290.15£ 23,212.49£
36,288.00£ 43,545.60£ 21,772.80£ 29,030.40£ 130,636.80£ 47,174.40£ 48,988.80£ 27,216.00£ 31,933.44£ 155,312.64£
46,288.00$ 58,420.60£ 46,238.42£ 50,673.25£ 140,636.80$ 70,386.89£ 76,245.15£ 67,190.17£ 72,223.59£ 178,525.13£
256.03£ 256.03£ 256.03£ 256.03£ 1,024.12£ 256.03£ 256.03£ 256.03£ 256.03£ 1,024.12£
1,321.33£ 1,321.33£ 1,321.33£ 1,321.33£ 5,285.33£ 1,321.33£ 1,321.33£ 1,321.33£ 1,321.33£ 5,285.33£
15,336.00£ 18,403.20£ 9,201.60£ 12,268.80£ 55,209.60£ 19,936.80£ 20,703.60£ 11,502.00£ 13,495.68£ 65,638.08£
330.00£ 300.00£ 300.00£ 300.00£ 1,230.00£ 300.00£ 300.00£ 300.00£ 300.00£ 1,200.00£
2,964.40£ 2,964.40£ 2,964.40£ 2,964.40£ 11,857.60£ 2,964.40£ 2,964.40£ 2,964.40£ 2,964.40£ 11,857.60£
250.00£ 250.00£ 250.00£ 250.00£ 1,000.00£ 200.00£ 200.00£ 200.00£ 200.00£ 800.00£
9,432.00£ 9,432.00£ 9,432.00£ 9,432.00£ 37,728.00£ 9,432.00£ 9,432.00£ 9,432.00£ 9,432.00£ 37,728.00£
-£ -£ -£ -£ -£ 7,449.29£ -£ -£ -£ 7,449.29£
642.24£ 578.02£ 520.21£ 468.19£ 2,208.66£ 770.69£ 693.62£ 624.26£ 561.83£ 2,650.40£
381.00£ -£ -£ -£ 381.00£ -£ -£ -£ -£ -£
500.00£ 450.00£ 350.00£ 200.00£ 1,500.00£ 500.00£ 400.00£ 300.00£ 200.00£ 1,400.00£
31,413.00£ 33,954.98£ 24,595.57£ 27,460.75£ 117,424.31£ 43,130.54£ 36,270.98£ 26,900.02£ 28,731.27£ 135,032.82£
14,875.00$ 24,465.62£ 21,642.85£ 23,212.49£ 23,212.49£ 27,256.35£ 39,974.17£ 40,290.15£ 43,492.32£ 43,492.32£
5%
2
4
10,000.00£
6.70£
4
8
5
9.00% 2%
75,427.20£
10%
120
5.60£
Payroll
Class 4 National Insurance Contributions
Taxes & Licenses**
Utilities & Telephone
Total Cash Outflows
Net Cash Balance
*Interest Rate(MBS Bank)
Working Hours
Loans*
Cost of goods sold
Miscellaneous
Rent/Lease
Maintenance & Repairs
Student Discount
2016 Profit
Cash Flow Statement
The Asian Corner Two year quarterly, 2016-2017 Good
Beginning Cash Balance
2016 2017
Payroll Tax
Cash Inflows(income)
Cash Sales
Total Cash Inflows
Cash Outflows(Expenses)
Insurance
Supplies
Working Days/Week
National Insurance Rate
Loan Term(Year)
Payment per year
Loan Amount
Minimum Wage
Employee
Daily Passenger Volume Observation Data
Mean value Per meal
**Food Hygiene Licenses http://www.ncasstraining.co.uk/food-hygiene-courses-2/

38. 38
Cash Flow (Bad)
Q1 Q2 Q3 Q4 Year 1 Q1 Q2 Q3 Q4 Year 2
10,000.00$ 7,891.00£ 9,100.82£ 2,087.65£ 10,000.00$ 1,929.91-£ 4,199.58-£ 910.17-£ 5,832.19-£ 1,929.91-£
24,192.00£ 29,030.40£ 14,515.20£ 19,353.60£ 87,091.20£ 31,449.60£ 32,659.20£ 18,144.00£ 21,288.96£ 103,541.76£
34,192.00$ 36,921.40£ 23,616.02£ 21,441.25£ 97,091.20$ 29,519.69£ 28,459.62£ 17,233.83£ 15,456.77£ 101,611.85£
256.03£ 256.03£ 256.03£ 256.03£ 1,024.12£ 256.03£ 256.03£ 256.03£ 256.03£ 1,024.12£
1,321.33£ 1,321.33£ 1,321.33£ 1,321.33£ 5,285.33£ 1,321.33£ 1,321.33£ 1,321.33£ 1,321.33£ 5,285.33£
10,224.00£ 12,268.80£ 6,134.40£ 8,179.20£ 36,806.40£ 13,291.20£ 13,802.40£ 7,668.00£ 8,997.12£ 43,758.72£
330.00£ 300.00£ 300.00£ 300.00£ 1,230.00£ 300.00£ 300.00£ 300.00£ 300.00£ 1,200.00£
2,964.40£ 2,964.40£ 2,964.40£ 2,964.40£ 11,857.60£ 2,964.40£ 2,964.40£ 2,964.40£ 2,964.40£ 11,857.60£
250.00£ 250.00£ 250.00£ 250.00£ 1,000.00£ 200.00£ 200.00£ 200.00£ 200.00£ 800.00£
9,432.00£ 9,432.00£ 9,432.00£ 9,432.00£ 37,728.00£ 9,432.00£ 9,432.00£ 9,432.00£ 9,432.00£ 37,728.00£
-£ -£ -£ -£ -£ 4,683.63£ -£ -£ -£ 4,683.63£
642.24£ 578.02£ 520.21£ 468.19£ 2,208.66£ 770.69£ 693.62£ 624.26£ 561.83£ 2,650.40£
381.00£ -£ -£ -£ 381.00£ -£ -£ -£ -£ -£
500.00£ 450.00£ 350.00£ 200.00£ 1,500.00£ 500.00£ 400.00£ 300.00£ 200.00£ 1,400.00£
26,301.00£ 27,820.58£ 21,528.37£ 23,371.15£ 99,021.11£ 33,719.28£ 29,369.78£ 23,066.02£ 24,232.71£ 110,387.79£
7,891.00$ 9,100.82£ 2,087.65£ 1,929.91-£ 1,929.91-£ 4,199.58-£ 910.17-£ 5,832.19-£ 8,775.94-£ 8,775.94-£
5%
2
4
10,000.00£
6.70£
4
8
5
9.00% 2%
50,284.80£
10%
80
5.60£
Total Cash Outflows
Insurance
Cash Flow Statement
The Asian Corner Two year quarterly, 2016-2017 Bad
2016 2017
Beginning Cash Balance
Cash Inflows(income)
Cash Sales
Total Cash Inflows
Cash Outflows(Expenses)
Payroll
Payroll Tax
Supplies
Taxes & Licenses**
Utilities & Telephone
Loans*
Cost of goods sold
Miscellaneous
Rent/Lease
Maintenance & Repairs
Employee
Working Hours
Working Days/Week
National Insurance Rate
Net Cash Balance
*Interest Rate(MBS Bank)
Loan Term(Year)
Payment per year
Loan Amount
Minimum Wage
Class 4 National Insurance Contributions
2016 Profit
Daily Passenger Volume Observation Data
Mean value Per meal
**Food Hygiene Licenses http://www.ncasstraining.co.uk/food-hygiene-courses-2/
Student Discount

39. 39
Profit and Loss Statement(Good)
Profit and Loss Statementn Good
2016 2017
Cash Flow from Operating Activities
Net Sale 130,636.80£ 155,312.64£
Cost of Good Sold 55,209.60£ 65,638.08£
Payroll 37,728.00£ 37,728.00£
Rent 11,857.60£ 11,857.60£
Utilities & Telephone 1,500.00£ 1,400.00£
Insurance 1,024.12£ 1,024.12£
Miscellaneous 1,230.00£ 1,200.00£
Maintenance & Repairs 1,000.00£ 800.00£
Payroll Tax -£ 7,449.29£
Supplies 2,208.66£ 2,650.40£
Taxes & Licenses 381.00£
Total Cash Flow from Operating Activities 18,497.82£ 25,565.15£
Cash Flow from Investing Activities
Business Start-up Cost 10,000.00£ -£
Total Cash Flow from Investing Activities 10,000.00£ -£
Cash Flow from Financing Activities
Loans 5,285.33£ 5,285.33£
Total Cash Flow from Financing Activities 5,285.33-£ 5,285.33-£
Beginning Cash Balance -£ 23,212.49£
Net Increase/Decrease in Cash Flow 23,212.49£ 43,492.31£

40. 40
Profit and Loss Statement(Bad)
Profit and Loss Statementn Good
2016 2017
Cash Flow from Operating Activities
Net Sale 130,636.80£ 155,312.64£
Cost of Good Sold 55,209.60£ 65,638.08£
Payroll 37,728.00£ 37,728.00£
Rent 11,857.60£ 11,857.60£
Utilities & Telephone 1,500.00£ 1,400.00£
Insurance 1,024.12£ 1,024.12£
Miscellaneous 1,230.00£ 1,200.00£
Maintenance & Repairs 1,000.00£ 800.00£
Payroll Tax -£ 7,449.29£
Supplies 2,208.66£ 2,650.40£
Taxes & Licenses 381.00£
Total Cash Flow from Operating Activities 18,497.82£ 25,565.15£
Cash Flow from Investing Activities
Business Start-up Cost 10,000.00£ -£
Total Cash Flow from Investing Activities 10,000.00£ -£
Cash Flow from Financing Activities
Loans 5,285.33£ 5,285.33£
Total Cash Flow from Financing Activities 5,285.33-£ 5,285.33-£
Beginning Cash Balance -£ 23,212.49£
Net Increase/Decrease in Cash Flow 23,212.49£ 43,492.31£