MGMT404 - FINAL PROJECT

TEAM B: Matthew Atkins, Denise Banda, Katie Barbour, Winston Barratt, Jessica Beach, Gagandeep Bedi

February 26, 2015

DeVry University

Professor Allen Gray

SYCAMORE STREET COFFEE

2015 Growth Plan

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TABLE OF CONTENTS

1. EXECUTIVE SUMMARY ......................................................................................................................................... 3

2. PROJECT CHARTER ............................................................................................................................................... 4

3. PROJECT SCOPE STATEMENT .......................................................................................................................... 11

4. WORK BREAKDOWN STRUCTURE / PROJECT SCHEDULE (.MPP FILE) .............................................. 24

GNATT CHART ................................................................................................................................................................ 29

5. RISK MANAGEMENT PLAN ................................................................................................................................ 29

RISK REGISTER .............................................................................................................................................................. 29

6. PROJECT SCHEDULE AND BUDGET WITH ASSIGNED RESOURCES ..................................................... 34

7. COMMUNICATIONS MANAGEMENT PLAN ................................................................................................... 39

REFERENCES ................................................................................................................................................................... 42


2015 Growth Plan

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1. Executive Summary

The coffee shop business is one all too familiar with mainstream America. From Starbucks and Dunkin Doughnuts to your local corner coffee shop there are few differences between business models. With the coffee business in the United States constituting a multibillion business there is plenty of customers to serve. While the coffee business has remained basically the same for several decades, there is one facet of the industry that has not yet been tapped. The self-service completely customizable coffee shop represents a revolutionary approach to the way in which consumers view and enjoy their coffee experience. To engage in a way to experience coffee differently presents an opportunity to take market share from companies such as Starbucks. Creating a unique business model and unforgettable store atmosphere, Sycamore Street Coffee has the ability to become a dominant force in the coffee service business.

By creating an unparalleled customer service experience and a unique atmosphere which will enhance the senses of our customers we will be effectively able to capture significant market share from our competitors and drive revenues. Within 3 years of opening it is our goal to be the number one coffee shop within the Chicago metropolitan area. Chicago offers a diverse demographic and vast urban population for which Sycamore Street Coffee to begin its operations.

From our risk management planning process we have created contingency plans for any roadblocks which my hinder Sycamore Street Coffee’s grand opening and our development of operations. With credit financing via Northern Trust Corporation, we have secured the necessary financing to considerably grow our business model in the first two years of operations. A review of the local market and competitors within the River North District of Chicago shows little coverage from local coffee shops. This creates a highly profitable situation for Sycamore Street Coffee as we construct our first self-service coffee shop for all of Chicago to enjoy.

In preparation for the development of our business model we have formed an in-depth project charter, scope statement, work breakdown schedule, budget, risk register, and communication plan for our company. This documentation will help us secure future financing, attract investors, and help our company develop a truly devoted culture of workers as we look toward the future to be the most known self-service coffee company in America. Our estimations, planning, and budgeting indicates a planned opening date of September 1, 2015.


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2. Project Charter

Project Charter: Sycamore Street Coffee

Project Name Sycamore Street Coffee Project Number

Group B

Project Team Matthew Atkins, Denise Banda, Katie Barbour, Winston Barratt, Jessica Beach, Gagandeep Bedi

Prioritization Immediate

Owner(s) Sycamore Street Coffee Corporation

Start Date: Jan 5, 2015

Scheduled Completion Date:

Sept. 1, 2015

1. Mission/

Purpose

The purpose of this project is to create a concrete plan for Sycamore Street Coffee’s first store located in Chicago. Our project aims to have all responsibilities and tasks efficiently organized in order to plan the opening of our business strategically and on schedule. Effective leadership and a highly skilled team will ensure that all tasks are delegated appropriately and that all work is completed with the highest degree of excellence. Strategically located in the center of Chicago, Sycamore Street Coffee will rapidly establish itself as known brand in the coffee shop industry. This will prove to our investors and competitors that Sycamore Street Coffee is determined to be mainstream in American culture. Our unique ability to achieve all objectives will develop an unparalleled corporate culture and create a place that is desirable for many to work. Creating a positive corporate culture is essential to productivity and success. Sycamore Street Coffee will be positioned to offer its customers value and a business model yet seen in the industry.

Project

Description and

Project Product

Introduction & Background

The coffee shop business is a multibillion business with significant opportunities in a virtually monopolized industry. Starbucks has a huge portion of the market share of coffee shops within the United States with virtually no competition. This creates a unique opportunity for a company with a different business model which can take market share from Starbucks. By offering our customers value and a unique new coffee experience this can be done effectively in all parts of our business model. Technical Description of Project


2015 Growth Plan

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Sycamore Street Coffee is a locally owned and operated coffee shop located in the River North area of Downtown Chicago. Sycamore Street Coffee prides itself on delivering the highest level of customer satisfaction to its customers while offering a coffeehouse experience unparalleled in the industry. To set ourselves apart from the competition, we offer complete customization and self-preparation of each cup of coffee. In house ground coffee beans paired with unique flavors, crèmes, and desserts will provide a taste to customers that is unforgettable. In a market with steep competition from rivals such as Starbucks, it is imperative that our brand stay original and offer a one of kind experience. Our 24 hour business model provides customers the ability to enjoy our products at any moment during the day. This in effect will help sales from competitors that are normally closed. Offering a wide selection of teas and dessert drinks will be essential to attracting late night customers. By having moderate pricing that is competitive to Starbucks we will be able to use the highest quality ingredients while still maintaining high gross margins. The interior atmosphere of Sycamore Street Coffee will be relaxing, calming, and inviting for customers to stay for extended periods of time in order to fully enjoy their experience. Work meetings, college study groups, and friend gatherings will be encouraged in order to maintain a healthy flow of customers and a vibrant atmosphere. Sleek modern décor with live warm fireplaces accompanied with classical music will be very inviting to our client base.

Timeline

Our timeline for opening Sycamore Street Coffee’s first shop is scheduled for September 2015. In order to obtain financing for our operations a strict timeline must be prioritized to ensure we are ready to open at the beginning of September 2015. To ensure success and that all financing, licensing, operations, and construction is in order we have advised a monthly timeline for this year in order to meet objectives. Our timeline is as follows:

January 2015: Business Charter & Proposal Completed February 2015: Financial Analysis for investors complete March 2015: Meet with engineers regarding proposed design April 2015: Meet with real estate agents to find location May 2015: Financing Secured, Begin Construction, Sign Lease June 2015: Begin Marketing Campaign July 2015: Begin training management and crew workers, purchase all necessary equipment August 2015: Heavy advertising campaign for open, Install all necessary equipment, Construction Completed, Hiring/Training Complete September 2015: Ready for Open September 1st


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2. Objectives • Become selected as the "Best New Coffee Shop in the area" by the Zagat Restaurant Guide within the first 3 months of operation. This will be ascertained by offering unique value, experience, and unparalleled customer service.

• To aspire for quality, character and excellence in all Sycamore Street Coffee delivers. We will achieve this objective by providing the highest level of customer satisfaction and delivering a corporate culture of excellence.

• To serve the best quality and most interesting varieties of coffees, teas, espresso drinks and accompaniments at all times to everyone. High quality coffee products and fresh food will ensure this objective is met.

• Strive to treat our customers respectfully as our guests; to offer our guests service that is prompt, efficient, friendly, and relaxed. Highly trained and well selected employees will uphold the values of Sycamore Street coffee.

• Turn in profits from the business operations and maintain a 65% gross margin. Obtaining the objective of high gross margins will be achieved by good pricing, cost savings, and extensive financial budgeting.

Business Need The purpose of this coffee shop is to bring a new atmosphere and availability to the Downtown Chicago area. Our unique business model offers a service unlike any other coffee shop. This shop will allow people to enjoy the comfort of a hot beverage, baked goods, and welcoming atmosphere at any time of the day. By being a self-service shop, no one will be excluded from the availability. By offering a space for poetry readings will also bring culture and new talent to the area as well. Culture and energy has proven to be a vital success story in chains such as Starbucks and Potbelly. By inviting culture within the store, people are attracted to use these types of stores as gathering places with friends. This contributes to greater sales and significantly benefits the bottom line. With Starbucks controlling a significant portion of the market share for coffee shops, there is significant profits to be made for a company that can set itself apart for them. The unique ability for customers of Sycamore Street Coffee to make their own lattes will attract customers from miles around to enjoy our originality and one of a kind atmosphere. Sycamore Street Coffee Corporation will gain


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market share from Starbucks and enjoy the accrual of profits as the business model expands. We want to offer customers a new one of kind experience while delivering high quality coffee and unparalleled customer service.

Milestones

Project Deliverables Target Date Responsibility

Project Charter Approved Jan. 20, 2015 Project Manager

Project Stakeholders Approve Feb. 1, 2015 Project Manger

Project Plan Completed Feb. 4, 2015 Project Manager, Team Leader

Project Plan Approved Feb. 28, 2015 Project Manager

Project Team Assembled Mar. 15, 2015 Team Leader, Project Manager

Project Plans Initiated

Mar. 30, 2015 Team Leader, Project Team, Project Manager

Financing Obtained May 1, 2015 Project Manager

Project Plans Completed Aug. 1, 2015 Project Manager

Customer Acceptance of plan Aug. 15, 2015 Project Manager, Team Leader

Project Completion/Closeout Sept. 1, 2015 Project Manager

Budget

With a planned $700,000 business line of credit, Sycamore Street Coffee will have sufficient capital to complete construction, develop their business model, buy inventory, hire staff, and develop operations in the Fiscal Year 2015. Furthermore, their line of credit offers sufficient capital to finance


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growth expansion and maintain healthy account balances to may fixed and variable costs.

Estimated Labor $45000

Estimated Materials $250,000

Estimated Contractors $80,000

Estimated Equipment and Facilities

$112500

Estimated Travel $10000

Total Estimated Cost $417,580

User Acceptance

Criteria

Milestone Deliverable Acceptance Criteria

Project Charter approved Completed Charter; all team members inputs included.

Charter has been approved by: Stakeholders, Design Team, High level members of the project team.

Project Stakeholders approved the project

Financial/Business Portfolios and Stakeholders analysis submitted.

Stakeholders have reviewed Financial breakdowns and submitted all their inputs.

Project plan completed Projects Final Draft Team members; finance, design, safety, legal have finalized all documents with signatures.

Project plan approved A Statement Of Work has been issued, with performance requirements.

SOW (Statement Of Work) has all the necessary signatures and notaries.

Project team assembled Project has been staffed by qualified personnel.

All team members are fully aware of their task and obligations to the project and Work Break Down Structure.

Project plans initiated Work Authorization has been given by Legal Authority.

Form must include all signatories. *(see attached template)


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Customer acceptance of plan Business Plan Business Plan has been amended to include any changes to the project

Project completion/closeout Project Completion Documents

Initiation/Implementation activities and modifications are complete. The outcome of the Project is documented along with and AAR (After Action Report)

High-Level

Project

Assumptions

• The selected building will meet all City of Chicago Commercial Zoning Ordinances.

• With the exception of minor repairs, the building will be ready for commercial use.

• A building permit will be obtained for minor repairs.

• Building materials will be available for needed building repairs.

• Any safety and health inspections will be passed.

• A business license will be obtained by “Sycamore Street Coffee”.

• New coffee house equipment will be available for purchase.

• There will be candidates available for staffing the business.

• Parking will be available to customers.

• Security services and cameras will be installed for customer and employee safety.

High-Level

Project

Constraints

• Commercial Zoning Ordinances regulating the building design, electric, etc.

• The contingency of passing any electrical, structural, and safety inspections of the building

• The contingency of passing a food and health inspection from the Department of Health

• The budgeted amount for opening Sycamore Street Coffee

• Any deadlines and opening day of the business

• The building occupancy limit may restrict customers

• The building square footage may reduce availability of equipment

• The ease of access for customers to reach the building

• Crime rate’s effect on security and commercial insurance

• State and county business licensing

• City of Chicago recycling and waste ordinance

• City of Chicago fire codes and regulations

Exclusions and

Boundaries

Competition within the Chicago metropolitan area presents a significant amount of direct and indirect competition. Our business model may be limited by unprecedented competitors. Direct competition comes from other locally


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owned coffee shops and our mainstream competitor Starbucks. The boundaries for our business model may be limited to our growth expansion plans. Due to unforeseen regulator roadblocks, possible exclusions may include: -The customer interface of coffee machines due to sanitation regulations -The number of barista machines due to fire code and space availability -Size of bathrooms due to space availability -The use of in house food preparation due to regulations, food may possibly have to be brought in from vendors -The expansion plans for 5 more stores within 3 years may be scrapped due to success or failures -Our signage may not meet The City of Chicago signage codes -24 hour operation may not be feasible in terms of revenue and labor costs -Parking access and distance from subway and commercial buildings may limit business. Our market research in the coming months will verify its validity

Major Risks • Finding investors in high risk industry

• Project charter is approved by stakeholders with exception of budget cut

• Budget cut can affect the length of the projects closeout

• Equipment/technology availability-e.g., electrical flow to rental or easily operable machinery for customers..

• Obtaining a team with correct knowledge to build coffee shop and see the project through

• Local competitor working on offering similar services and introducing sooner

• Changes in project requirements

• Not enough budgeted for marketing

• Cut corners to meet deadline

• Permits and inspections postponed by City of Chicago

• Failure to achieve customer base

• Failure to maintain adequate financing

KEY STAKEHOLDERS

Project Manager

Authority Level

Matthew Atkins


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Project Core Team Denise Banda Katie Barbour Winston Barratt Jessica Beach Gagandeep Bedi

Subject Matter

Experts (SMEs)

(What resources will

you need with

special expertise?)

Consulting and accounting auditing by Deloitte Financial risk management and banking services provided by Northern Trust Corporation

APPROVALS

3. Type Name 4. Signature 5. Date

Project Manager Approval

Matthew Atkins

Jan. 18 2015

Customer/Sponsor Approval

3. Project Scope Statement

Project Scope Statement: Sycamore Street Coffee

Project Name Sycamore Street Coffee Project

Number Group B

Project Manager

Team B:

Matthew Atkins Denise Banda, Katie Barbour, Winston Barratt, Jessica Beach, Gagandeep Bedi

Prioritization Immediate

Owner Sycamore Street Coffee Corporation


2015 Growth Plan

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6. Statement of

Work—Project

Description and

Project Product

Project Description

The purpose of this project is to create a concrete plan for Sycamore Street Coffee’s first store located in Chicago. Our project aims to have all responsibilities and tasks efficiently organized in order to plan the opening of our business strategically and on schedule. Effective leadership and a highly skilled team will ensure that all tasks are delegated appropriately and that all work is completed with the highest degree of excellence. Strategically located in the center of Chicago, Sycamore Street Coffee will rapidly establish itself as known brand in the coffee shop industry. This will prove to our investors and competitors that Sycamore Street Coffee is determined to be mainstream in American culture. Our unique ability to achieve all objectives will develop an unparalleled corporate culture and create a place that is desirable for many to work. Creating a positive corporate culture is essential to productivity and success. Sycamore Street Coffee will be positioned to offer its customers value and a business model yet seen in the industry. The coffee shop business is a multibillion business with significant opportunities in a virtually monopolized industry. Starbucks has a huge portion of the market share of coffee shops within the United States with virtually no competition. This creates a unique opportunity for a company with a different business model which can take market share from Starbucks. By offering our customers value and a unique new coffee experience this can be done effectively in all parts of our business model. Sycamore Street Coffee is a locally owned and operated coffee shop located in the River North area of Downtown Chicago. Sycamore Street Coffee prides itself on delivering the highest level of customer satisfaction to its customers while offering a coffeehouse experience unparalleled in the industry. To set ourselves apart from the competition, we offer complete customization and self-preparation of each cup of coffee. In house ground coffee beans paired with unique flavors, crèmes, and desserts will provide a taste to customers that is unforgettable. In a market with steep competition from rivals such as Starbucks, it is imperative that our brand stay original and offer a one of kind experience. Our 24 hour business model provides customers the ability to enjoy our products at any moment during the day. This in effect will help sales from competitors that are normally closed. Offering a wide selection of teas and dessert drinks will be essential to attracting late night customers. By having moderate pricing that is competitive to Starbucks we will be able to use the highest quality ingredients while still maintaining high gross margins. The interior atmosphere of Sycamore Street Coffee will be relaxing, calming, and inviting for customers to stay for extended periods of time in order to fully enjoy their experience. Work meetings, college study groups, and friend gatherings will be encouraged in order to maintain a healthy flow of customers and a vibrant atmosphere. Sleek modern décor with live warm fireplaces accompanied with classical music will be very inviting to our client base.

Our Product


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By offering a unique experience to our customers we can guarantee a successful business model. Our customers will have the ability to utilize self-service espresso machines to customize their own lattes. Pricing will be simplified based upon cup size and espresso output. Since the customer will have the ability to create a latte that is as sweet or strong as they like, they will experience a cup of coffee they have never been able to have before. A creation of their own, a wonderful customization enables our customers to enjoy whatever their heart desires. The customer will begin with the cup size of their choice. Then they will move on to decide house coffees, espresso drinks, iced coffee blends, hot teas, and cold tea drinks. There will be a unique dedicated machine for each product. After the customer decides their product, they will then have a variety of flavor choices. This can range from dark roast coffee beans, to imported Ethiopian coffee, to herbal teas. The possibilities are endless and our customers will be amazed at the unique flavors they will be able to discover. From there their choices of milks, sugars, sweeteners and endless flavors with certainly please their appetite. Whipped crème, chocolate, caramel, toppings available as well. Perhaps the most unique feature for Sycamore Street Coffee will be our pricing. To avoid confusion and escalate customer orders, their will only be a flat pricing across the board for coffee, tea, and iced coffee drinks. This will ensure a simplified menu, effortless transactions, and less confusion for our customers. If our cashiers had to ask for every single ingredient the customer put in their coffee, then this would create communication barriers and many inefficiencies. In house baked goods will be also available. The offerings will give our customers a variety of choices. For our coffee and drinks the prices will be low enough to attract customers from our competitors but high enough to maintain healthy gross margins. Perhaps our greatest proposition to our customers will be an unprecedented 30 cent refills on all drinks. This will keep our customers coming back for more and will enable them to stay at our stores for longer periods of time. Our market research has indicated that 58% of customers that stay at Starbucks locations for more than 45 minutes end up purchasing another item before they leave. If we can attract social crowds, business workers, and students, Sycamore Street Coffee will become a high growth company in the near future. Our value proposition to our customers, the utilization of the best ingredients, and a simplified ordering and payment process will ensure complete success in our business model.

Our Team

The entire project team is dedicated to the success of Sycamore Street Coffee Corporation. To ensure success each member is assigned to a specific duty regarding the opening of our business. Matthew Atkins is assigned to finance and assumes the role of project manager. Denise Banda is assigned to inventory ordering and deliveries. Katie Barbour will be assigned to marketing, real estate and property management. Katie’s property management tasks will also consist of all permit approvals. Winston Barratt will be assigned to Technology and equipment. Jessica Beach will be assigned to furnishing and interior. Finally, Gagandeep Bedi is assigned for team training, scheduling, and interviewing. All of human resource development, processes, and onboarding will be handled by Mr. Bedi. By


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delegating all tasks appropriately we will ensure a prompt, organized, and efficient opening of Sycamore Street Coffee’s first store.

Matthew Atkins: Project Manager, Director of Finance

Denise Banda: Inventory & Logistics Director

Katie Barbour: Marketing Director & Property Management

Jessica Beach: Operations Director

Winston Barratt: Technology Director

Gagandeep Bedi: Human Resource Director

Financing

All corporate banking for Sycamore Street Coffee will be conducted thru Northern Trust Corporation. Northern Trust will provide us with basic banking services, credit card processing, savings accounts, employee payroll accounting solutions, and wealth management. Northern Trust will provide corporate financing in our $700,000 revolving line of credit to start the business. This is made possible by Northern Trust purchasing a 50% stake in our corporation to securitize our debt.

Deloitte Corporation will provide internal auditing, accounting services, and year end accounting audits for our company. Furthermore they will provide consulting business solutions as we grow and elevate our business model.

Marketing

All of our marketing initiative will consist of website creation, paper advertising, and the use of social media. In effort to lower cost, all marketing initiatives will be conducted in house. This will include the creation of a Facebook page, Yelp account, and our own company website. As time progresses and revenues begin to flow we then will move to more aggressive marketing.

Inventory

Our coffee suppliers will be directly from companies such as Intelligentsia Coffee & Tea, Peet’s Coffee & Tea, and Green Mountain Coffee Corp. For our baked good selection we will actually purchase local goods from vendors to create exquisite pastries and desserts. Our in house bakers will create one of kind baked goods for our customers daily. Keeping our suppliers local will save cost and reduce the need for access inventory space.

For kitchen small wares, miscellaneous equipment, and other items we will utilize The Web Restaurant Store online. They have fast shipping and very competitive pricing. For office supplies, we will utilize quill.com to fulfill any necessary orders.


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Equipment & Installation

All point of sale equipment, internet, surveillance, cameras, and computer systems will be installed by Lenovo Business Solutions. Although there is high cost involved, this will ensure a well capable IT network that runs efficiently. Furthermore, the ability to access their service technicians around the clock will enable us to run a 24 hour operation virtually uninterrupted.

Kitchen equipment will be installed by local contracts to save on cost and will be conducted during the latter part of the construction phase. This will give us plenty of time to test all equipment to ensure it is working properly. For our coffee machine installation, we will pay the manufacturer to install and show us how to operate the machines. Since these machines are the lifeblood of our operation, we must fully understand every aspect of them.

Staff/Management

Our human resource director will conduct all employee training in order to save money and create a unique culture for our brand. Training will begin well in advance of our open to ensure a staff that is professional, hard-working, and dedicated. Having a fully prepared staff will ensure a smooth opening in the first weeks of operation. Deloitte’s consulting team will review our human resource department as part of their operations audit to ensure that we are operating efficiently.

Real Estate & Design

Inland Real Estate owns the selected spot we have chosen to lease. The terms of contract is a 5 year lease and allows us to completely modified the current space to suit our needs. Jacobs Engineering has created our blueprints for design and conduced the surveying of the structure to determine if all of our necessities will be met. Our design will feature recycled materials that are environmentally friendly and cost effective. Tishman Speyer will conduct the construction for our design and will provide ongoing modifications and renovations as necessary.

Project Deliverables

Deliverable Provisions Delivery Date Quantity

Business Proposal Outline for all deliverables January 30, 2015 1

Financial Analysis Prepare financial analysis and model for investors

February 20, 2015 1


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Interior Design Begin design of interior March 30,2015 1

Lease Agreement Sign Lease for Coffee Shop April 14, 2015 1

Marketing Proposal Present tangible marketing items-5 sources April 1,2015 1

Coffee shop furniture Furniture delivered for interior/exterior May 1,2015 60 pieces

Bathroom Appliances, mirrors and paper holders May 1,2015 10 items

Kitchen appliances Food Storage, Cooking, Preparing, May 1,2015 20 items

Coffee, Tea appliances Coffee appliances, Tea appliances May 1,2015 10 items

Office furniture Office furniture delivered May 15,2015 10 items

POS System Cash handling equipment delivered May 15, 2015 3 Units

Engineering Install all electrical appliances May 15,2015 2 people

Pluming Install all bathroom appliances May 15,2015 1 person

Training Begin training employees July 1,2015 15

City license Food/beverage, occupancy license August 1,2015 2

Fire Marshall Approval Building approved and inspected August 2, 2015 1

Non-perishables items Paper goods, kitchen, dining, office August 15,2015 300 units

Utensils Forks, Knifes, Spoons, and all kitchen utensils August 15,2015 200 total

Perishable items Food, coffee beans, tea leafs, creamer August 23,2015 100 units

Store Managers Employed and training complete August 24, 2015 2

Store Staff Employed and training complete August 25, 2015 15


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Project Objectives

• Become selected as the "Best New Coffee Shop in the area" by the Zagat Restaurant Guide within the first 3 months of operation. This will be ascertained by offering unique value, experience, and unparalleled customer service.

• To aspire for quality, character and excellence in all Sycamore Street Coffee delivers. We will achieve this objective by providing the highest level of customer satisfaction and delivering a corporate culture of excellence.

• To serve the best quality and most interesting varieties of coffees, teas, espresso drinks and accompaniments at all times to everyone. High quality coffee products and fresh food will ensure this objective is met.

• Strive to treat our customers respectfully as our guests; to offer our guests service that is prompt, efficient, friendly, and relaxed. Highly trained and well selected employees will uphold the values of Sycamore Street coffee.

• Turn in profits from the business operations and maintain a 65% gross margin. Obtaining the objective of high gross margins will be achieved by good pricing, cost savings, and extensive financial budgeting.

• Effectively gain market share from local coffee shops and nearby Starbucks locations within 1 sq. mile of our location

• Maintain monthly labor costs at 22% of sales including all hourly employees and management

• Attract private equity firm investment by pitching our plans and ideas for expansion to local investors

• Long term goal to payoff $700,000 credit line within 5 years of operations

• Develop a unique and unparalleled corporate culture that creates a new standard for the entire service industry. Customers and employees will enjoy a unique opportunity to experience amazing customer service unmatched in the industry

Project Assumptions

• The selected building will meet all City of Chicago Commercial Zoning Ordinances.

• The selected location will provide an adequate customer base.

• With the exception of minor repairs, the building will be ready for commercial use.

• A building permit will be obtained for minor repairs.

• Building materials will be available for needed building repairs.

• Any safety and health inspections will be passed.

• A business license will be obtained by “Sycamore Street Coffee”.

Project Assumptions Continued

• New coffee house equipment will be available for purchase.

• There will be candidates available for staffing the business.


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• A training program will be in place for newly hired employees.

• Adequate inventory will be available for the opening.

• Public Parking but not reserved parking will be available to customers.

• Security services and cameras will be installed for customer and employee safety.

• Sycamore Street Coffee will establish itself as a Subchapter S corporation

• Sycamore Street Coffee will have its corporate name copyrighted

• Sycamore Street Coffee will have its custom latte names trademarked

• Sycamore Street Coffee will be the first in the industry to demonstrate its business model separating itself from its competitors

Project Constraints

• Commercial Zoning Ordinances regulating the building design, electric, etc.

• The contingency of passing any electrical, structural, and safety inspections of the building

• The contingency of passing a food and health inspection from the Department of Health

• The budgeted amount for opening Sycamore Street Coffee

• Any deadlines and opening day of the business

• The building occupancy limit may restrict customers.

• The lot size may restrict future expansions

• The building square footage may reduce availability of equipment

• The ease of access for customers to reach the building

• Crime rate’s effect on security and commercial insurance

• State and county business licensing

• City of Chicago recycling and waste ordinance

• City of Chicago fire codes and regulations

• Availability of funding for emergency generator in the cases of power outages

• Parking Availability

• Location is a far distance from subway

• Location is far from heavy foot traffic on weekends

Exclusions


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• Exclusions to Sycamore Street Coffee include the following:

• Limited outdoor seating due to sidewalk space

• Single person bathrooms due to space constraints

• No preferred or dedicated parking spaces

• No loyalty rewards program until our brand is established due to high marketing costs

• High cost marketing initiatives will not be considered due to budget limitations

• None of our beverages will have similar names to Starbucks Brand drinks in order to avoid copyright infringement and to keep our brand completely unique and original

• Our absolute maximum financing for the entire project budget is $700,000

• Company website will remain simple in order to market our business while simultaneously lowering marketing costs

• Menu will not include specialty drinks only Fiji bottled water and our Coffee products. This simplifies our business model and reduces the need for access refrigeration space

• Due to space limitations we will not stock pile a large amount of inventory. Therefore, just in time inventory strategy must be utilized by our managers.

• To lower labor cost and avoid micromanagement, the store will have only one general manager and one assistant manager

• Our coffee cups and product bags will not be custom branded in order to lower product cost. After 6 months of operation, we will then consider customized branding.

Acceptance Criteria

Appearance Guest

Comment

Was the appearance of the coffee shop inviting?

Was the coffee shop's location accessible?

Was parking readily available?

Dining

Was the dining area relaxing?

Did the dining area provide plenty of seating?

Were the pastries complimented by the drinks available?

Did the dining area look clean and free of empty dishes and trash?

Were the food and beverages served as required/expected?

Were any of the products served under cooked or over cooked?

Were the bathrooms clean and fully stocked?

Was the dining area fully stocked with utensils, condiments, mugs, glasses?

Does the coffee shop feel spacious?

Staff

Was the staff presentable?

Was the staff courteous and helpful to all you needs?

Product Use


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Were the appliances (coffee/tea maker) easily operable?

Were the instructions provided for each appliance easy to follow?

Was the description for the coffee of your choice accurate to what you experienced?

Was the description of the tea of your choice accurate to what you experienced?

Product Quality

Is the coffee hot?

Is the coffee good quality?

How does the coffee quality taste in comparison to our competitors?

Does the taste of our coffee leave a lasting impression? Does our coffee experience meet and exceed your expectations?

Marketing

How did you learn of the coffee shop?

Where you aware of the opening date?

Are you aware of the group gatherings at the coffee shop?

Entertainment

Does the coffee shop relate to your personality?

Did the coffee shop provide enough reading material?

Was the music appealing?

Was the culture of the store lively and vibrant?

Was the Wi-Fi easily accessible?

Technical Requirements

Licenses and Permits for Sycamore Street Coffee Corporation

The first technical requirement that is needed in order to open the coffee shop will be to contact the city of Chicago to make sure that the building we choose is zoned properly for a coffee shop. The types of permitting we will need for the business includes – zoning, inspections, recurring inspections, and the Chicago Restaurant Tax. Zoning is important aspect of any business and is done to ensure the safety, health, and protection of the general public. We can check the zoning by looking up the address we select in the interactive zoning map that is provided. Also, we can speak to a Business Affairs and Consumer Protection consultant (City, 2015).

Next, we have to file for a RFE license. This is a Retail Food Establishment. To acquire this license we have to provide the name of our business, address, square footage, lease of property, Illinois Business Tax number, Federal Employers Identification Number, Chicago Department of Public Health Sanitation certificate, business registration information, and a photo ID. Many


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of these are explained below on how to acquire. There is a few we have to pay at the time of acquiring the application, which is depended on square footage.

If the building is 0 to 4,500 sq. ft. the fee is $660.00.

If it is 4,501 to 10,000 then the fee is $880.00.

If the building is over 10,001 sq. ft. the fee is $1,100.00

(City, 2015).

In order to acquire a building permit for the renovations we are making we must contact the Chicago Department of Buildings. They must inspect the building after we have submitted the license application, but before we receive the license. We have to make sure that upon inspection the building meets all new health, building, and fire code in order to pass. Even if our building was previously a food establishment, codes could have changed (City, 2015).

Also, before we can acquire a business license, we must pass the public health inspection. This focuses on food handling, product temperature, personal hygiene, maintenance, and pest control. By this time, we need to have a rough menu put together for the health inspector as well. Lastly, when we go to hang a sign for the company, we need to contact the Business Affairs and Consumer Protection. They will grant us the Grant of Privilege Permit. Also, we will need one addition permit for the sideway dining we will be offering. This permit is called Sidewalk Café Permit. It runs from the season of March 1 to December 1 (City, 2015).

At the time of sending in our application for business, we will automatically be registered for the Chicago Restaurant Tax. This tax is .25%. Also, we will need to comply with state and federal compliance and are susceptible to recurring inspections throughout operation (City, 2015).

Equipment

The first type of equipment we will need for the coffee shop with be espresso equipment. The type of coffee making I recommend getting for the business is called a Coffee Art Touch IT with Fine steam. This espresso machine gives the ability to make cappuccinos, lattes, macchiato, and coffee. It has an automated cleaning system, which will help with maintenance. Lastly, with this type of machine we can offer two types of milk for the customers (Schaerer, 2013). I suggest we purchase two of these machines in order to keep customers moving and for an easy flow of people. The average price of this machine is $16,800.00 to $18,400.00, depending on exact specifics (Peach Suite, 2015).

An oven will be needed for baking the baked goods for the store. There should not be a high volume of baked goods that we need to produce, so I am thinking that a Bakers Pride 55” triple deck electric bake oven provided through Webstaurantstore.com, and will best support our


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baking needs. They are around $18,600.00 and we will only need one of them. Also, a refrigerator will be needed as well. I have chosen the Avantco CFD-2RR 54” Reach in Refrigerator for $1,959.00, which is offered through Websturantstore.com.

We would have to install a water softener for the whole business as a way to make sure the equipment stays clear of minerals and build up. The company, I suggest we contact, would Culligan. They have a wide variety of water softeners for different types of businesses. Also, the company has been in business for over 75 years and has more than 180 dealers. By installing a water softener will not only save the equipment, but it will also reduce utility bills and labor/maintenance costs (Culligan, 2015).

Software/Security

The software that will work best with our business is called the Coffee Shop Manager HQ 3.0. This program allows for the security of transactional sales, a menu, inventory, and labor information on a central reporting system. Also, the already built in technology of this program will allow us the ability to expand to more coffee shops as we grow in the future (Coffee, 2014).

This software offers several different types of programs and registers, but I feel the best fitting for the company would be Mocha Touchscreen Package. This system includes:

• Coffee Shop Manager POS Software

o Menu Preparation

o Training

o Initial Month of Support Included

• Coffee Shop Manager Back Office

• Pioneer 15" Touchscreen Terminal with OEM licensed Windows 7

• Electronic Cash Drawer

• Additional Drawer Insert

• Integrated Magnetic Credit Card Reader

• Thermal Receipt Printer

The package is priced at $4195.00, and will also cover all operation programs needed for the manager to keep track of things (Coffee, 2014).

For hardware we will utilize for the front of house point of sale system and the back of house office is the Lenovo Think Server TS430. Additional monitors and hardware will be installed by Lenovo Business Solutions.

In terms of security, I feel it would be best to go through a company like ADT, than to try covering our own system. ADT offers protection against burglary, theft, and fire. An added


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bonus to this company is inventory temperature control, climate management, and small appliance control. This system would allow us the ability to control every aspect of the business as well as remain safe with 24/7 monitored security (ADT, 2015). We would have to call them once we have acquired our building and have them inspect what type of set up to install and give us a pricing based on that.

Furniture

The last thing we are in need of for the business is going to be furniture. For this, I suggest we stay local and go to a store called American Hospitality Furniture and Wholesale Interiors, both based in Chicago. They provide furniture for restaurants, hotels, and commercial. For the outside seating, we should go for something comfortable but weather resistant. The Cape Cod style from American would work best. They are a good look, modern, and very unique. A perfect fit for the Chicago life style. We would need roughly 16 chairs for the seating of 8 people outside.

For the inside chair, we need several different types of chairs. I would say Baxton Studio Halifax Beige Linen chairs for around the fire place from Wholesale. They offer a more comfortable feel for those that are wishing to stay a while and read. The normal tables need something that is a bit more resilient to coffee stains and busy flow. The chair that would work best is the Midtown Diner Chair from American. It still has a high end feel, yet goes well with the other chairs by the fire place. Lastly, we should place a nice couch by the fire place as well, just to add a home feeling. I would suggest a Baxton Studio White Le Corbusier Petite Sofa from Wholesale.

Lastly, we need tables. American Hospitality offers many different types of table tops and bottoms. Therefore, I would find it in our best interest to go to the store and have them pull together some samples for us to all agree on.

Dishware

The dishware we want to keep simple and along the lines of how the furniture is. Therefore, Carlisle Kingline Melamine Dinnerware available on Webstaurantstore.com would be the best fit for the cafe. We can get 9” plates that come in cases of 48 at $63, and discuss how many we think will be needed right off the bat and color, once we decide on décor. They also offer different types of trays that I think would be beneficial to get as well, just to add ease to customers.

Miscellaneous

We will need some wire and solid shelving as well for storage in the back for baking. The best type would be a Cambro Camshelving Unit with 5 shelves. They are $509 a piece and 4 will be essential to begin.


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The last technical things we should need for the business would the small things needed for baking, all the perishables, disposables items, and so forth. All of these items can be found on Webstaurantstore.com and will help guide us through what things we still need as well.

APPROVALS

Type Name Signature Date

Project Manager Approval

Matthew Atkins Jan. 25, 2015

Customer or Sponsor

Approval

4. Work Breakdown Structure / Project Schedule (.mpp file)

WORK BREAKDOWN SCHEDULE

Task Name Duration Start Finish

Sycamore Street Coffee

Corporation 308 days? Fri 1/2/15 Tue 3/8/16

Business Charter Created 14 days Fri 1/2/15 Wed 1/21/15

Team task assignments 3 days Fri 1/2/15 Tue 1/6/15

Financial Planning &

Investment 45 days? Fri 1/2/15 Thu 3/5/15

Aquire Financing 30 days Fri 1/2/15 Thu 2/12/15

Create Articles of Incorporation

5 days Fri 1/2/15 Thu 1/8/15

Create financial projects 30 days Fri 1/2/15 Thu 2/12/15

Create investor presentation 30 days Fri 1/2/15 Thu 2/12/15

Meet with investors 1 day Fri 1/2/15 Fri 1/2/15

Budget Analysis 45 days Fri 1/2/15 Thu 3/5/15

Research Costs 45 days Fri 1/2/15 Thu 3/5/15

Break/even analysis 45 days Fri 1/2/15 Thu 3/5/15

Net present value 45 days Fri 1/2/15 Thu 3/5/15

Develop budget 45 days Fri 1/2/15 Thu 3/5/15


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Banking 1 day? Fri 1/2/15 Fri 1/2/15

Create corporate bank accounts

1 day? Fri 1/2/15 Fri 1/2/15

Deposit funds 1 day? Fri 1/2/15 Fri 1/2/15

Establish business credit line 1 day? Fri 1/2/15 Fri 1/2/15

Credit card processing 1 day? Fri 1/2/15 Fri 1/2/15

Inventory 116 days Wed 4/1/15 Wed 9/9/15

Office Supplies 20 days Mon 6/1/15 Fri 6/26/15

Furniture 92 days Sat 4/11/15 Sat 8/15/15

Prepare specifications 10 days Mon 4/13/15 Fri 4/24/15

Prepare evaluation criteria 10 days Mon 4/13/15 Fri 4/24/15

Evaluate vendor responses 10 days Mon 4/13/15 Fri 4/24/15

Purchase furniture 90 days Mon 4/13/15 Fri 8/14/15

Provide facilities 60 days Mon 4/13/15 Fri 7/3/15

Issue purchase order 1 day Mon 8/3/15 Mon 8/3/15

Hardware 60 days Fri 5/1/15 Thu 7/23/15

Prepare specifications 1 day Fri 5/1/15 Fri 5/1/15

Prepare evaluation criteria 1 day Fri 5/1/15 Fri 5/1/15

Evaluate vendor responses 1 day Fri 5/1/15 Fri 5/1/15

Purchase hardware 1 day Fri 5/1/15 Fri 5/1/15

Issue purchase order 1 day Fri 5/1/15 Fri 5/1/15

Software 30 days Wed 4/1/15 Tue 5/12/15

Prepare specifications 1 day Wed 4/1/15 Wed 4/1/15

Prepare evaluation criteria 1 day Wed 4/1/15 Wed 4/1/15

Evaluate vendor responses 1 day Wed 4/1/15 Wed 4/1/15

Purchase software 1 day Wed 4/1/15 Wed 4/1/15

Issue purchase order 1 day Wed 4/1/15 Wed 4/1/15

Inspections 3 days Tue 8/25/15 Thu 8/27/15

Prepare acceptance testing 3 days Tue 8/25/15 Thu 8/27/15

Condu ct acceptance tests 3 days Tue 8/25/15 Thu 8/27/15

Prepare revisions from acceptance tests

3 days Tue 8/25/15 Thu 8/27/15

Provide prepared facilities 3 days Tue 8/25/15 Thu 8/27/15

Conduct site visit and reference checks

3 days Tue 8/25/15 Thu 8/27/15

Customer Service 45 days Tue 6/30/15 Mon 8/31/15

Conduct training 45 days Tue 6/30/15 Mon 8/31/15

Acceptance testing 45 days Tue 6/30/15 Mon 8/31/15

Prepare acceptance criteria 45 days Tue 6/30/15 Mon 8/31/15

Conduct acceptance tests 45 days Tue 6/30/15 Mon 8/31/15

Prepare revisions from acceptance tests

45 days Tue 6/30/15 Mon 8/31/15

Food 94 days Fri 5/1/15 Wed 9/9/15

Prepare specifications 30 days Fri 5/1/15 Thu 6/11/15

Prepare evaluation Criteria 30 days Fri 5/1/15 Thu 6/11/15


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Evaluate vendor responses 30 days Fri 5/1/15 Thu 6/11/15

Purchase Goods 30 days Thu 7/30/15 Wed 9/9/15

Provide facilities 7 days Wed 7/1/15 Thu 7/9/15

Issue Purchase order 1 day Sun 8/30/15 Sun 8/30/15

Operations 64 days Fri 1/2/15 Wed 4/1/15

Aquire Facility 64 days Fri 1/2/15 Wed 4/1/15

Research local real estate 60 days Fri 1/2/15 Thu 3/26/15

Meet with real estate agents 21 days Sun 2/1/15 Fri 2/27/15

Find suitable locations 30 days Sat 2/14/15 Thu 3/26/15

Conduct market research to find best possible location

45 days Sun 1/11/15 Thu 3/12/15

Sign Lease 1 day Wed 4/1/15 Wed 4/1/15

Engineering 22 days Sun 1/25/15 Tue 2/24/15

Meet with Jacobs Engineering 7 days Sun 1/25/15 Mon 2/2/15

Review blueprints 14 days Sun 2/1/15 Wed 2/18/15

Approve designs 5 days Wed 2/18/15 Tue 2/24/15

Equipment 60 days Sun 3/15/15 Thu 6/4/15

Purchase espresso machines 60 days Sun 3/15/15 Thu 6/4/15

Purchase kitchen appliances 60 days Sun 3/15/15 Thu 6/4/15

Purchase Furniture 60 days Sun 3/15/15 Thu 6/4/15

Purchase bathroom fixtures 60 days Sun 3/15/15 Thu 6/4/15

Purchase lighting fixtures 60 days Sun 3/15/15 Thu 6/4/15

Purchase sanitation equipment 60 days Sun 3/15/15 Thu 6/4/15

Purchase kitchen smallwares 60 days Sun 3/15/15 Thu 6/4/15

Purchase misc. items 60 days Sun 3/15/15 Thu 6/4/15

Human Resources 74 days Mon 6/1/15 Thu 9/10/15

HR Paperwork 29 days Sat 8/1/15 Thu 9/10/15

ID Cards 30 days Sat 8/1/15 Thu 9/10/15

Government Tax Forms 30 days Sat 8/1/15 Thu 9/10/15

Applications Completed 30 days Sat 8/1/15 Thu 9/10/15

Background Checks 30 days Sat 8/1/15 Thu 9/10/15

Drug Screening 30 days Sat 8/1/15 Thu 9/10/15

Time Off Requests 30 days Sat 8/1/15 Thu 9/10/15

Termination Papers 30 days Sat 8/1/15 Thu 9/10/15

Employee Benefits 7 days Mon 6/1/15 Tue 6/9/15

Health Insurance if they work more than 32 hours per week

7 days Mon 6/1/15 Tue 6/9/15

401K 7 days Mon 6/1/15 Tue 6/9/15

Employee Relations Hotline 7 days Mon 6/1/15 Tue 6/9/15

Employee Recognition Awards

7 days Mon 6/1/15 Tue 6/9/15

Discounted Coffee 7 days Mon 6/1/15 Tue 6/9/15

Lunch Breaks 7 days Mon 6/1/15 Tue 6/9/15

Paid Holidays 7 days Mon 6/1/15 Tue 6/9/15

Training 10 days Tue 8/18/15 Mon 8/31/15


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POS 2 days Wed 8/19/15 Thu 8/20/15

Espresso Making 3 days Fri 8/21/15 Tue 8/25/15

Machine Operation 2 days Tue 8/25/15 Wed 8/26/15

All Drinks 2 days Thu 8/27/15 Fri 8/28/15

Baked Goods 2 days Thu 8/27/15 Fri 8/28/15

Customer Service 2 days Fri 8/28/15 Mon 8/31/15

Safety 2 days Fri 8/28/15 Mon 8/31/15

Security 2 days Fri 8/28/15 Mon 8/31/15

Management 48 days Wed 7/1/15 Fri 9/4/15

Recruiting 14 days Wed 7/1/15 Mon 7/20/15

Interviews 7 days Wed 7/1/15 Thu 7/9/15

Accelerated Training 14 days Sat 8/1/15 Wed 8/19/15

Teamwork building 7 days Wed 8/19/15 Thu 8/27/15

Conflict Resolution 7 days Thu 8/27/15 Fri 9/4/15

Technology/IT 133 days Sun 2/1/15 Wed 8/5/15

Establish Bids for IT work 31 days Sun 2/1/15 Fri 3/13/15

Lenovo Business Solutions 30 days Mon 2/2/15 Fri 3/13/15

IBM 30 days Mon 2/2/15 Fri 3/13/15

VMWare 30 days Mon 2/2/15 Fri 3/13/15

Symantec Corporation 30 days Mon 2/2/15 Fri 3/13/15

Purchase Equipment 17 days Wed 7/1/15 Thu 7/23/15

Cisco Surviellence Equipment

17 days Wed 7/1/15 Thu 7/23/15

Lenovo Tablets 17 days Wed 7/1/15 Thu 7/23/15

Lenovo POS System 17 days Wed 7/1/15 Thu 7/23/15

Printers 17 days Wed 7/1/15 Thu 7/23/15

Wiring 17 days Wed 7/1/15 Thu 7/23/15

Installation of all IT

equipment 7 days Tue 7/28/15 Wed 8/5/15

Lenovo Business Solutions 7 days Tue 7/28/15 Wed 8/5/15

Marketing 287 days Sun 2/1/15 Tue 3/8/16

Market Research 60 days Sun 2/1/15 Thu 4/23/15

Evaluate the area to see local coffee shops

30 days Mon 2/2/15 Fri 3/13/15

Create suvery and needs analysis from customers

30 days Mon 2/2/15 Fri 3/13/15

Research Advertising Cost 16 days Sun 3/1/15 Fri 3/20/15

Contact local papers 30 days Mon 2/2/15 Fri 3/13/15

Price print ads 30 days Mon 2/2/15 Fri 3/13/15

Research web design companies

30 days Mon 2/2/15 Fri 3/13/15

Research yellow page websites to establish fees

30 days Mon 2/2/15 Fri 3/13/15

Test Markets 51 days Sat 2/28/15 Fri 5/8/15

Distribute surveys/analyze data

60 days Sun 2/1/15 Thu 4/23/15


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Analyze local coffee shops further with new data

60 days Sun 2/1/15 Thu 4/23/15

Establish Social Media 21 days Sun 3/1/15 Fri 3/27/15

Establish a relationship with a web design company

14 days Mon 3/2/15 Thu 3/19/15

Begin Facebook account 14 days Mon 3/2/15 Thu 3/19/15

Begin Twitter account 14 days Mon 3/2/15 Thu 3/19/15

Begin Yelp and Yellow pages

14 days Mon 3/2/15 Thu 3/19/15

Establish Print Media 257 days Mon 3/16/15 Tue 3/8/16

Start running ads in Chicago Tribune

180 days Wed 7/1/15 Tue 3/8/16

Hang posters in subways and pass out flyers

7 days Wed 7/8/15 Thu 7/16/15

Design Logos 55 days Sun 2/1/15 Thu 4/16/15

Contact graphic designers for ideas

14 days Sun 2/1/15 Wed 2/18/15

Research local art in the area for ideas

45 days Sun 2/15/15 Thu 4/16/15

Design Signage 125 days Sun 3/1/15 Thu 8/20/15

Contact graphic designers for development

4 days Sun 3/1/15 Wed 3/4/15

Price out prints 7 days Fri 5/1/15 Mon 5/11/15

Price out building neon sign 12 days Mon 3/2/15 Tue 3/17/15

Distribute signage 3 days Tue 8/18/15 Thu 8/20/15

Trail Run of Store Operations 1 day Mon 8/31/15 Mon 8/31/15

Store Opening 1 day Tue 9/1/15 Tue 9/1/15


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GNATT CHART

5. Risk Management Plan

RISK REGISTER

ID Risk Name Risk Description Impact Probabili

ty

Risk

Ranking

Positive/

Negativ

e

Proactive Response Plan Trigger

Event Reactive Contingency Plan

1 FINANCE: Insufficient Financing

If we do not secure necessary financing for operations, then we cannot complete the project.

VH H Red Negative

Creating a successful investor presentation for our creditors is essential for obtaining financing. Furthermore, creating accurate financial projections and accurate data collection is necessary for

complete and valid reports

Rejection of our business plans and financial models

Create more conservative assessments and access other groups of investors. By presenting our presentation to multiple investors we can ensure that funding will be secured.

Start

Fri 1/2/15

Februar

March April May June July August September Octobe

MGMT 404 WEEK 4 WBS Fri 1/2/15 - Tue 3/8/16 Sycamore Street Coffee Corporation Fri 1/2/15 - Tue 3/8/16 Busine

ss

T

e

Financial Planning &

Investment Aquire Financing

Fri 1/2/15 - Thu

Budget Analysis Fri 1/2/15 - Thu 3/5/15 B

a

Operations Fri 1/2/15 - Wed 4/1/15

Engineering Sun 1/25/15

Technology/IT Sun 2/1/15 - Wed 8/5/15

Establish Bids

for IT work

Marketing Sun 2/1/15 - Tue 3/8/16 Market Research Sun 2/1/15 - Thu 4/23/15 Design Logos Sun 2/1/15 - Thu 4/16/15

Test Markets Sat 2/28/15 - Fri 5/8/15

Resear

ch

Establish

Social

Design Signage Sun 3/1/15 - Thu 8/20/15

Equipment Sun 3/15/15 - Thu 6/4/15

Establish Print Media Mon 3/16/15 - Tue 3/8/16

Inventory Wed 4/1/15 - Wed 9/9/15

Human Resources Mon 6/1/15 - Thu 9/10/15

E

m

Management Wed 7/1/15 - Fri 9/4/15

Purchas

e

In

st

HR Paperwork Sat 8/1/15 - Thu

Trai

nin

T

r

S

t

Today


2015 Growth Plan

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2 FINANCE: Low

Revenues

If our company fails to attract customers and generate revenue, then we will not be able to sustain operations.

VH H Red Negative

Advertising more and promoting the business can help ensure that we create a customer base. Marketing is essential to attracting

customers which will in return create revenues. A unique and unparralled experience will attract customers

Customers do not show up

to generate revenues.

Revitalize our marketing plan to attract customers. Conduct market research to better understand our

customer base. Utilize television, billboard, and social media to find more customers.

3 FINANCE: High Gross Margins

If we have higher than expected gross margins, then we can pay off debt.

L L Green Positive

Correct financial planning

combined with cost savings, low food cost, low labor cost will create a situation where gross margins will be significantly higher.

End of quarter financial data

If gross margins are much higher than expected, we can use the extra money to pay off debt and to help finance future expansion.

4 FINANCE: Private Equity Investment

If a private equity firm invests in our company, then we can expand the company.

VH VL Yellow Positive

To attract private equity investment our company must adhear to high standards and create a brand for ourselves. Furthermore, we must penetrate our market and have proper financial analysis and planning.

Excellent sales performance and growth potential

If we were to receive private equtiy investment, our company will expand to new locations rapidly.

5 FINANCE: IRS Audit

If the IRS audits our accounting records, then we could face fines if they are not

accurate.

VL VL Green Negative

IRS may randomly audit our accounting books at any time. To prevent any risk, we must ensure accurate record keeping, check images, documentation of spending, and tax receipts.

IRS Audit after yearly tax returns are submitted

Keep sufficient books and accounting practices so that the IRS will have a clean audit of our company.

6 FINANCE: High Labor Costs

If labor costs are unexpectantly high in relation to sales, then we will not have an accurate budget for labor.

M M Yellow Negative

To prevent high labor costs our managers must ensure that all employees are being utilized

100%. Furthermore, they must schedule their crew appropriatley to cover the store during busy and slow times.

High labor costs in the

end of the week sales report.

Coach managers on effective labor management.

7 FINANCE: Low Interest Rates

If the interest rates on our revolving line of creditlower, then we are able to pay if off quicker.

M M Yellow Positive

By having sound financial statements, sufficient assets, and low liabilities this can help secure financing at low interest rates.

Securing Financing

By keeping a low debt to equity ratio we will receive credit at low rates. Continued low rates for our business will lower lending cost and increase our ability to expand.

8 INFORMATION TECHNOLOGY: System Breech

If someone gains unauthorized access into our data system, then destruction or disclosure of sensitive information is possible.

H H Red Negative

A vulnerability assessment that will require the implementation of additional measures as the become available or when the budget can accommodate it.

Intrusion event or other such attack

Isolated Attack, secure sensitive assets.

9

INFORMATION TECHNOLOGY: Inadvertent mistakes

If there are errors in the implementation of Software/Technology,

the project would be delayed.

M M Red Negative Resource Loading should specify the need for quality assurance.

Remissions in Scope

Establish a finish-to-start dependency

10

INFORMATION TECHNOLOGY: Interruptions in service

If an unforeseen disaster, either Natural or Human error, occurs, then the project would be delayed or canceled.

L L Red Negative

Draft a Disaster Preparedness Plan with contact information for Local, State and Federal authorities.

Inclement Weather; Flooding/Power Outage, Construction Mishaps

In the event of a Natural disaster contact proper authorities, wait for instructions, otherwise find human source of disruption.

11 INFORMATION TECHNOLOGY:

Scope Conflict

If there is a failure to adhere to system specifications and guidelines during

installation of Technology, then there will be a project delay.

VL VL Green Negative

Project Scope/Charter must be Cleary articulated to staff, demand feedback from Team Members on

aspects of the Project that may not be too clear.

Oversights from scheduling conflicts

Adjust Schedule to accommodate modifications

12 INFORMATION TECHNOLOGY: Malicious code

If worms, Trojans, Phishing, Social

Engineering attempts affect the system, the hardware may need replacement.

H H Red Negative Run Systems Security checks daily; Updates, Patches.

Lack of System Security Measures or Updates

Disrupt Service to prevent problem from spreading, add resources as needed

13

INFORMATION TECHNOLOGY: Outmoded Technology

If the technology used is outdated, then it will not run as fast or have the same capability of newer technology.

M M Green Positive Be ready to implement new assets as they become available

Life of Equipment has run it's course

Work with current assets to the extent that it doesn’t not interfere with work


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14

INFORMATION TECHNOLOGY: Technology/IT Oversights

If there are system vulnerabilities, then it can lead to a need for greater security measures.

H H Yellow Positive Maintain and Review Logs of all Critical events.

Detection of Suspicious Activity

If all appropriate security measures are in place

15

INFORMATION TECHNOLOGY: Routine IT

Security assessments

If managers gain better purview of the effectiveness of System

Countermeasures, then they can take action accordingly.

H H Yellow Positive Ensure Contingency Reserves are available to offset the cost of

additional Countermeasures

Systems Disruptions

Convene Emergency meeting with a detailed description of what occurred and what the most effective response should be

16 INFORMATION TECHNOLOGY: Stakeholder

If there are stakeholders, then confidence in expectations grows from “Crashing Project” or “Fast tracking”

L M Yellow Positive Cost Estimation should include accurate Breakdown of reserve plans

Stakeholders modifications to Project Scope

Adjust Project Scope and Portfolios

17 INFORMATION TECHNOLOGY: Scope Reduction

If there are omissions in specifications, then there can be a reduction in vulnerabilities

L H Yellow Positive Resource Loading should account for possible changes to WBS

New information on System Vulnerabilities becomes available

Resources should be ready to make Schedule modifications

18

HUMAN RESOURCES: Employee paperwork is

Critical for opening the coffee shop

If new hires do not file their paper work, then there will be a project delay.

VH H Red Negative Must be collected in August The store will not open

on time

Collaborate with employees to ensure paperwork is completed. Force employees to fill out paperwork at first meeting.

19

HUMAN RESOURCES: Coffee barista must hold food handler permits

If new hires do not obtain their food handler permits, then they will not be allowed to work during store opening.

VH H Red Negative The employee will not work till they receive the certificate

The customer service could be sub-par.

The position would be posted as a job opening.

20

HUMAN RESOURCES: Short staffed on the opening day

If employees do not show up to work opening day, then the store will be short-staffed.

VH VH Red Negative The employee will get a warning The customer service could be sub-par.

All the employee will have to work harder to cover that barista position

21

HUMAN RESOURCES: Background and drug checks

If a third party conducts background checks on new hire candidates, then the checks may

cost more than the budgeted amount.

VH M Yellow Negative May be denied employment if they don’t pass

The store will not open on time

Will have to pick the second candidate off the short list.

22

HUMAN RESOURCES: Training Critical for employees to prepare the same drinks and for equipment

If the products are made wrong, then it will hurt business and create bad public relations.

M M Yellow Positive One week of training on all coffee drinks and food

If the employee is

not trained, there will be no consistency.

Will have to pick the second candidate off the short list.

23

HUMAN RESOURCES: Training Critical for manager

If managers are not properly trained, then they will not know how to deal with trouble employees.

M M Yellow Positive

Keep employee moral up, organize operations, instill teamwork, control payroll cost and food cost.

Operations become out of control

Have direct oversight from owners as the store opens up.

24 MARKETING: Wrong name/logo

If customers do not like our name/logo, then they could be mentally turned away from our shop.

H VL Yellow Negative

1. Research the area we are opening in and have the name tie in. 2. Contact local artists to see what the taste is of the area.

Passing out flyers, putting up the business sign.

Try to spin the name in a positive manner.

25 MARKETING: Survey

If customers are

unwilling to take the survey for evaluating other cafes, then we will not get feedback.

L H Yellow Negative

1. We can explain how important this is to the economy of the area. 2. Offer special offers to those that participate.

Asking people to take the survey.

Scout out cafes on our own and develop an conclusion from there.

26 MARKETING: Newspaper

If the local newspaper reduces weekly printing, then advertising with the newspaper is greatly reduced.

L M Yellow Negative

1. Research the current newspapers and see where they stand on subscriptions. From there determine best route.

Drop in Subscriptions

Build more advertising through the internet and not rely heavily on the newspaper form of advertising.


2015 Growth Plan

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27 MARKETING: Wrong Demographic

If we gear our atmosphere and advertising towards the wrong customers in the area, then the project will not succeed.

H VL Yellow Negative

1. Make sure we properly evaluate the area. 2. Study other local businesses to identify their customer type.

Survey information being wrong

Make sure we place a lot of time in evaluating the customers and local business. Check outside local area to see what else is in area to advertise to.

28 MARKETING: Market Saturation

If there are too many coffee shops in the

area, then it can become difficult to set ourselves apart

H M Yellow Negative

1. Develop a theme to the café 2. Offer special deals 3. Create unique/original name that will be remembered

Location of café

We can offer special themed nights with specially offered coffee. We can also reassess our décor to set ourselves apart.

29 MARKETING: Dieting Trends

If we can't acquire different types of coffees to fit in with specific diet fads, then customers will not come.

M M Yellow Negative

1. Stay on top of special diets (Gluten free) 2. Talk to providers and determine their ability to acquire specific coffee types.

Local fads change

Have multiple providers ready for if things could change.

30 MARKETING: Too Much Advertising

If we put an abundance of money into advertising, then there is a risk of losing the money with no pay off.

VH VL Yellow Negative We can make sure our adds are trendy, focused to the right customers, and seasonal.

Lack of information

Reevaluate customer base and local area.

31 MARKETING: Competition

If we develop a competition with another café, then we would have the ability to create free publicity.

M H Yellow Positive

1. We could advertise having better coffee than another café. 2. Offer better deals than another café.

Opening/Location of café

We can feed off this free publicity and possibly get a stronger customer flow.

32 MARKETING: Promotions

If we have the ability to go along with new

trends and tastes, then customers will want to come to the shop.

H L Yellow Positive 1. Keep an eye on holidays, weather trends.

Seasons/Holiday change

Have providers ready and a schedule set up to keep an eye on trends. Also, watch what other local businesses are doing.

33 MARKETING: Special deliveries

If we invest in deliveries to local businesses, then we can build rapport with the local populous.

H H Red Positive Advertise to local office building the availability of deliveries of coffee and donuts.

Advertising strategy

If this does not work out with us, we can pump up advertising and special deals for locals.

34

INVENTORY: Office furniture cost is higher than anticipated

If the cost of office furniture is higher that expected, then it could increase budget.

L H Yellow Negative

1. Add task to WBS to research

all discounted furniture that meet company needs. 2. Prevent accounts being created that can increase shipping cost.

Original supplier is expensive

If possible, have a backup supplier in place.

35

INVENTORY: Hardware need for customer drinks is difficult to find

If the required hardware for specialty drinks are not found, then the business model becomes irrelevant.

VH H Red Negative

1. Add activities to WBS to allow members enough research is provided on obtaining a operable specialty drink machine. 2. Allow enough time for the machines for delivery. 3. Prepare schedule phone calls to ensure the product

is in route for delivery.

Difficult to find specialty drink machines.

If possible have a similar machine bookmarked that will provide the same service.

36 INVENTORY: Delay in software installation

If required software is delayed, then training is delayed

M VH Red Negative

1. Add steps to WBS to ensure the installation date is guaranteed. 2. Continue to follow up with company as date approached to ensure date is secured.

Installation date is cancelled

If possible have a back up installation technician.

37

OPERATIONS:

Inspection extend time frame to pass.

If inspections of the building take too long to pass, then the opening date can be moved.

M VH Red Negative

1. Add tasks to WBS assigning team members to specific

requirements needed to pass. 2. Each team member is to provide a list of completed requirements as inspection date approach's.

Building does not pass inspections

If possible push opening date down one month.

38

INVENTORY: Abundance of perishable products on hand

If perishable products do not sell before the expiration date, then the company will have to take a loss.

M M Yellow Negative

1.Add task to WBS for managers to follow on order amounts allowed for perishable items to avoid loss 2.Document customer visits and amounts of product used monthly.

Too much perishable product on hand

If possible reduce sale prices to remove product before expiring.

39 OPERATIONS: Customer Service

If employees are properly trained, then customer service will excel.

VH VH Red Positive

Allowing each employee to understand the need for each hardware piece and work with the piece before opening day ensure deliverance will run smoothly

Team training makes a profit

Allow the positive risk to take place by exploiting.

40 INVENTORY: Food shortage

If an unexpectedly large amount of customers visit, then the food supply will decrease rapidly.

M VH Red Positive

1. Add steps to WBS if supply should run low how to quickly obtain more. 2. Documenting how much supplies are used during the week to prevent shortage in the

future.

Creating relationships with local suppliers to allow avoid

negative risks

Allow the risk to occur and place steps to avoid negative risk from occurring.


2015 Growth Plan

Page 33 of 42

from occurring.

41

INVENTORY: Local food

decreases deliver charges

If local food is bought, then it will decrease

the delivery charge of large companies.

H H Red Positive Sharing the positive risk of local deliveries ensures the likelihood the risk will take place.

Buying locally will decrease delivery charges

Share the risk with suppliers to

ensure the risk occurs.

42

OPERATIONS: Self Serve system limits employee disruption

If employees are not required to memorize orders, then it will eliminate errors in customer orders.

VH VH Red Positive

1. Add steps to the WBS to ensure employees have knowledge of products and to combine products for customer satisfaction. 2. Continually train employees.

Self serve removes employee error

Enhance the risk to occur by added steps to WBS.

43 INVENTORY: Office supply is on sale

If the office supplies are discounted, then it will decrease the budget need

M M Yellow Positive

If the positive risk occurs there will be an active acceptance. The risk can happen and nothing will occur to stop it.

Finding discounted office supplies

Actively accept the positive risk.

44 OPERATIONS: Capacity Planning

If there is insufficient capacity of the coffee shop, then it could reduce the number of customers and reduce their length of stay.

H H Red Negative

Ensuring there is a high enough capacity in the coffee shop to serve the customers and allow them a lengthy stay.

A major event in the area that

attracts many customers.

Possibility of expansion or opening another location.

45 OPERATIONS: Waiting Times

If the wait for coffee to be made is excessive, then customers will choose a different coffee shop.

M L Yellow Negative Acquiring enough coffee makers to keep up with a "rush" of customers.

A sudden rush of customers.

Purchasing faster or more coffee makers that can handle the rush of customers.

46 OPERATIONS: Equipment

Backorder

If there is a backorder on equipment, then it would delay the opening of the store.

L L Green Negative Order equipment with enough time to prevent any delay if there

is a backorder.

Waiting until last minute to order equipment for the coffee shop.

Having a secondary choice for equipment to ensure there is

backup in case of a backorder.

47 OPERATIONS: Natural Disaster

If a natural disaster destroys the coffee

shop, then the project would be forced to cancel.

VH VL Yellow Negative

Invest in insurance that will

protect the business in the event of a natural disaster.

A natural disaster affecting the building.

Salvage what is possible to salvage and assist emergency workers by giving them coffee in hopes the favor will be returned.

48 OPERATIONS: Operational Costs

If there is an increase in the cost of operations for the coffee shop; electricity bill, security bill, rent, etc, then the revenue will be reduced.

M VL Yellow Negative Have a second menu with higher prices available to cover a higher cost budget.

An increase in operational costs.

Increase the price of coffee, eliminate the least popular flavor options, attempt to lower other costs without affecting the customers.

49 MARKETING: Additional Customers

If local events bring in

additional people, then it would cause a spike in number customers.

H M Yellow Positive Contact local event centers for marketing opportunities at future events.

A major local event.

Contact local event centers for marketing opportunities at future events.

50 MARKETING: Word of Mouth

If there is promotion of the coffee shop by positive "word of mouth" from customers, the number of customers will rise.

H VH Red Positive Ensure each customer has the best possible experience while at the

coffee shop.

A great customer

experience.

Thank each and every customer and continue to provide the best

possible service.

51 OPERATIONS: Equipment Performance

If the performance of

the equipment is better than advertised or expected, the customer satisfaction could increase.

M VL Yellow Positive Stock enough coffee and materials to prevent a shortage until the need is determined.

More or faster coffee production by coffee machines.

Adjustment to levels of coffee and other materials in stock to account for change.

52 OPERATIONS: Supply Donations

If we receive promotional donations from vendors, then customers can have more options to choose from.

H M Yellow Positive

Allow customers to make suggestions of brand, type, and flavor of coffee or tea that we offer.

A promotional donation to the coffee shop.

Allow customers to sample (small portions) the donated coffee for free so they can choose what they like best.

53 OPERATIONS: Operational costs

If there is a reduction in the cost of operations for the coffee shop; electricity bill, security bill, rent, etc, then the shop can increase services provided.

M VL Yellow Positive Have a second menu with lower prices available to cover a lower

cost budget.

A reduction in operational

costs

Hold special events for customers, and/or lower menu prices in order

to give back to the customers.


2015 Growth Plan

Page 34 of 42

6. Project Schedule and Budget with assigned Resources

I. PROJECT BUDGET

1) Our company utilized a bottom up costing method to determine the estimates for

project cost. We used this method because it was easier to research the cost for

individual departments and then allocate the necessary resources for each good or

service. By applying direct cost and indirect cost to each project activity, we are much

more accurately able to gauge our operational budget. This is a much more efficient

process that specifies costs rather than just allocating large sums of money to each

department. With each project member specializing in their area of expertise we are

accurately able to gauge a budget that will require less money for budget contingency.

This also enables the upper level managers to review the budget and allocate

additional costs if necessary.

2) BUDGETED COSTS

Pro Forma Business Budget

Expense Category Planned Expense Actual Expense Variance

Expense Allocation $5,000.00 $10,000.00 $(5,000.00)

Financing/Banking $14,000.00 $16,200.00 $(2,200.00)

Inventory

Furniture/Supplies $63,000.00 $63,140.00 $(140.00)

Food/Beverages $13,000.00 $12,000.00 $1,000.00

Marketing Expenses

Research $3,000.00 $4,200.00 $(1,200.00)

Print Media $3,000.00 $2,600.00 $400.00

Signage $17,000.00 $15,200.00 $1,800.00

Social Media $2,000.00 $1,400.00 $600.00

Other $2,400.00 $2,800.00 $(400.00)

Technology/IT

Equipment $10,000.00 $12,000.00 $(2,000.00)

Software $4,000.00 $4,500.00 $(500.00)

Installation $6,000.00 $7,700.00 $(1,700.00)

Other $200.00 $300.00 $(100.00)

Operations

Facilities $13,000.00 $15,200.00 $(2,200.00)

Engineering $25,000.00 $27,000.00 $(2,000.00)

Equipment Rent / Lease $142,000.00 $130,000.00 $12,000.00

Human Resources


2015 Growth Plan

Page 35 of 42

Paperwork $800.00 $1,100.00 $(300.00)

Training $4,000.00 $4,200.00 $(200.00)

Benefits $500.00 $900.00 $(400.00)

Management $8,500.00 $9,800.00 $(1,300.00)

Misc. $1,200.00 $1,600.00 $(400.00)

Total Expenses $337,600.00 $341,840.00 $(4,240.00)

3) Comparing the variance from our original planned budget to the actual expense budget

has concluded a $4240.00 difference in expenses from what was planned. The main

derivative from the variance is the allocation for extraordinary expenses. Furthermore,

obtaining financing and the costs associated with creating our financial analysis were

significantly higher than expected. Inventory and human resource expenses were

mostly in-line with estimates. Marketing research was marginally more expensive as

we decided to increase our reach for selected demographics. Technology and software

was significantly higher than estimates. Lenovo business solutions was able to

integrate our point-of-sale system with an energy efficient server rack which ended up

costing more than anticipated. On the contrary, this system will promote years of

energy savings which will benefit our bottom line. For operations we were able to save

$12,000 as our main equipment provider has offered to lease equipment instead of

purchasing. With total expenses around $341,000 we have the ability to utilize

significant leverage with our $700,000 credit line with Northern Trust. Furthermore,

lower cost enhances our ability to pay back debt and increase equity. With proper

financial planning, analysis, and negotiation Sycamore Street Coffee Corp. has secured

a solid financial foundation to begin operations.

4) Our finance department has decided that an allocation of $5000.00 is insufficient to

support emergency expenses during the opening of Sycamore Street Coffee.

Consequently, we have decided to allocate $10,000 in budgeting for contingency

spending. This contingency spending is sufficient to cover emergency spending for

supplies, inventory, marketing, or any sort of operational issues. Additionally, if any

additional spending is needed we can access our revolving credit line. We prefer to

utilize the budget contingency for spending because or credit line is to be used for

future expansion and growth. Sycamore Street Coffee will have a successful opening

and adequate resources to support continuing operations.

II. RESOURCE MANAGEMENT

1) Our resource assignment has concluded that each department has the necessary

resources to ensure that all tasks will be satisfied for the opening of Sycamore Street

Coffee Corp. The utilization of internal resources in Sycamore Street Coffee such as


2015 Growth Plan

Page 36 of 42

our directors and employees enables significant costs savings. For example, our

marketing department is conducting a significant amount of the advertising for our

company. This amounts to thousands of dollars in savings which is then allocated to

our designing and branding strategy. The outsourcing of informational technology

tasks and operational procedures helps ensure resources are not over allocated and that

our management team stays focused. Allocating internal and external resources

properly saves costs and ensures timely execution. Enough people and resources are

assigned to the project however there may be a slight over allocation in the marketing

department due to the usage of a marketing company. If there are any deficient

resources, we can utilize our budget contingency funding to pay for any necessary

expenditure. Allocation issues can be fixed as the project progresses on a case by case

basis for each department.

2) Managing the project team is essential for the company’s success. By having each

group member responsible for a department, we can ensure that everyone’s talents and

abilities are be sufficiently utilized. Each group member will be considered the

director of their department and then the project leader will be the guiding force for the

project’s completion. Daily communication from each team member is essential to the

success of the project. Any problems that group members encounter will be relayed to

the project manager for assistance. Departments include finance, human resources,

technology, inventory, marketing, and operations. To motivate the team, we will

utilize a bonus structure that will lead to quality work that is ahead of schedule. Group

members will be rewarded bonuses for meeting deadlines and delivering quality

results. Any deadlines that are beat by a week from the work breakdown schedule will

obtain a bonus which will be paid at the end of the year. Furthermore, incentives will

be given to the lowest labor cost percentages for respective departments at the end of

the year. This promotes efficient and quality motivated work from our departments.

Handling team conflicts will involve the direct intervention of the group leader. Using

the five methods to resolving conflict will be our guideline for dealing with workplace

conflict. We will maintain a work environment where teamwork is rewarded and

communication is collaborative between all departments of Sycamore Street Coffee.

3) The best organizational structure for our company is a functional structure. This

structure groups together people and departments that are performing similar tasks in

order to efficiently allocate the departments abilities throughout the whole

project/organization. There is no duplication or unused resources in this structure.

However, the main issue with this type of structure is the issue of departments

focusing too much on only their area of the project. In order to avoid this, we will

have weekly meetings of all department heads in order to assess each other’s

departments and resolve any issues that arise. Furthermore, active communication

between all group members to the project manager is essential to understanding any


2015 Growth Plan

Page 37 of 42

problems that may arise and issues between group members. Communicating on a

daily basis and having an environment of positive motivation will help ensure

operational efficiency, cost savings, and the guaranteed opening of Sycamore Street

Coffee Corporations first store on September 1, 2015.

PROJECT SCHEDULE & ASSIGNED RESOURCES

Task Name Duration Start Finish Predecessors Resource Names

Labor Cost per Hour

Labor Hours

Direct Cost Total

Indirect Costs

Estimated Total Cost

Sycamore Street

Coffee Corporation 308

days Fri

1/2/15 Tue

3/8/16

Business Charter Created

14 days Fri 1/2/15

Wed 1/21/15


40 20 800 0 800

Team task assignments

3 days Fri 1/2/15

Tue 1/6/15


40 20 800 0 800

Financial Planning

& Investment 45

days? Fri

1/2/15 Thu

3/5/15

Matthew

Atkins

Aquire Financing 30 days Fri

1/2/15 Thu

2/12/15

finance

department 40 160 6400 500 6900

Budget Analysis 45 days Fri

1/2/15 Thu

3/5/15

finance

department 40 200 8000 400 8400

Banking 1 day? Fri

1/2/15 Fri

1/2/15

Northern

Trust Corp. 10 60 600 300 900

Inventory 143

days Wed

4/1/15 Fri

10/16/15

denise

Banda

Office Supplies 20 days Mon

6/1/15 Fri

6/26/15 OfficeMax 0 0 0 2400 2400

Furniture 92 days Thu

6/11/15 Fri

10/16/15 Ethan Allen 0 0 0 27000 27000

Hardware 60 days Fri

5/1/15 Thu

7/23/15

Lux Coffee

LTD. 23.00 480 11040 22000 33040

Software 30 days Wed

4/1/15 Tue

5/12/15 IBM 150 10 1500 3000 4500

Inspections 3 days Tue

8/25/15 Thu

8/27/15

City of

Chicago 0 0 0 700 700

Customer Service 45 days Tue

6/30/15 Mon

8/31/15

Sycamore

Street

Coffee 0 0 0 0 0

Food 94 days Fri

5/1/15 Wed

9/9/15

Sysco Foods

Inc. 0 0 0 12000 12000

Operations 110

days Fri

1/2/15 Thu

6/4/15

Jessica

Beach


2015 Growth Plan

Page 38 of 42

Aquire Facility 64 days Fri

1/2/15 Wed

4/1/15

CBRE

Realty 40 130 5200 10000 15200

Engineering 22 days Sun

1/25/15 Tue

2/24/15

Jacobs

Engineering 200 120 24000 3000 27000

Equipment 60 days Sun

3/15/15 Thu

6/4/15

Operations

Department 30 10 300 130000 130300

Human Resources 74 days Mon

6/1/15 Thu

9/10/15

gagandeep

Bedi

HR Paperwork 29 days Sat

8/1/15 Thu

9/10/15

HR

Department 20 40 800 300 1100

Employee

Benefits 7 days

Mon

6/1/15 Tue

6/9/15

HR

Department 20 30 600 300 900

Training 10 days Tue

8/18/15 Mon

8/31/15

HR

Department 20 200 4000 200 4200

Management 48 days Wed

7/1/15 Fri

9/4/15

HR

Department 20 480 9600 200 9800

Technology/IT 133

days Sun

2/1/15 Wed

8/5/15

Winston

Baratt

Establish Bids for

IT work 31 days

Sun

2/1/15 Fri

3/13/15

IT

Department 0 0 0 300 300

Purchase

Equipment 17 days

Wed

7/1/15 Thu

7/23/15

IT

Department 0 0 0 12000 12000

Installation of all

IT equipment 7 days

Tue

7/28/15 Wed

8/5/15

Lenovo

Business

Solutions 120 60 7200 500 7700

Marketing 287

days Sun

2/1/15 Tue

3/8/16

Katie

Barbour

Market Research 30 days Mon

2/2/15 Fri

3/13/15

Marketing

Departmnet 30 120 3600 200 3800

Research

Advertising Cost 30 days

Mon

2/2/15 Fri

3/13/15

Marketing

Depratment 30 10 300 100 400

Test Markets 60 days Mon

3/2/15 Fri

5/22/15

Marketing

Depratment 30 80 2400 400 2800

Establish Social

Media 14 days

Mon

3/2/15 Thu

3/19/15

Marketing

Department 30 40 1200 200 1400

Establish Print

Media 180

days Wed

7/1/15 Tue

3/8/16

Marketing

Department 30 80 2400 200 2600

Design Logos 55 days Sun

2/1/15 Thu

4/16/15

Chicago

Signs Inc. 80 40 3200 1800 5000

Design Signage 125

days Sun

3/1/15 Thu

8/20/15

Chicago

Signs Inc. 80 40 3200 7000 10200

Trail Run of Store Operations

1 day Mon 8/31/15

Mon 8/31/15


12 50 600 200 800

Store Opening 1 day Tue 9/1/15

Tue 9/1/15


12 80 960 200 1160


2015 Growth Plan

Page 39 of 42

7. Communications Management Plan


Communication Plan


2015 Growth Plan

Page 40 of 42

Overview

VERBAL COMMUNICATION

WHAT WHEN WHERE OWNER ATTENDEES

START OF WEEK

MEETING

MONDAY 7:30 AM

OFFICE MATTHEW

ATKINS DENISE BANDA, KATIE BARBOUR, GAGANDEEP BEDI, JESSICA BEACH, WINSTON

BARRATT

TEAM HUDDLE

DAILY 8:15 AM

INSIDE THE COFFEE SHOP

MATTHEW

ATKINS PROJECT TEAM

STAFF MEETING GOAL

ACCOMPLISHMEN

T

EVERY OTHER

TUESDAY GOALS MET SET

BY CURRENT

MANAGER

BOARD ROOM PHONE

DEPARTMENT

HEADS TEAM

MANAGER

PROJECT TEAM MEMBERS PROJECT TEAM MANAGERS ALL TEAM MEMBERS IN ACTIVE PROJECT ARE

PRAISED VERBALLY FOR TASK COMPLETION.

PROGRESS MEETING

MONDAYS 8 AM EVERY 3 WEEKS

CONFERENCE

ROOM PROJECT MANAGER

ENTIRE TEAM

CALLED

MEETINGS WHEN

NECESSARY TDB TEAM MEMBER

NAMED PERSONNEL RELEVANT TO ISSUE DISCUSSED

INFORMAL

MEETINGS WORKING

LUNCH/ONCE A WEEK

STAFF LOUNGE TEAM

LEADERS MEMBERS OF RESPECTIVE TEAMS


2015 Growth Plan

Page 41 of 42

SAFETY EVERY MORNING 7:15 AM

WHEREVER

PRACTICAL PROJECT MANAGER/ DESIGNATED

SAFETY LEADER

ENTIRE TEAM

WRITTEN COMMUNICATION

WHAT WHEN METHOD OF DELIVERY

SENDER RECEIVER

END OF WEEK

PROGRESS EMAIL

FRIDAY 4:30 PM END OF BUSINESS DAY

ELECTRONIC DENISE BANDA

(NOTE TAKER) MATTHEW ATKINS, GAGANDEEP BEDI, KATIE

BARBOUR, JESSICA BEACH, WINSTON BARRATT

COMMUNICATION

BOARD

UPDATED

WEEKLY ON

MONDAY

MORNINGS

INFORMATION PRINTED ON

PAPER AND POSTED ON

THE COMMUNICATION

BOARD IN THE BREAK

AREA

DENISE BANDA

(NOTE TAKER) ALL PARTICIPANTS

STATUS REPORT OF

DAILY

ACCOMPLISHED

END OF EVERY DAY

E-MAIL PROJECT MANAGER (INPUTS FROM TEAM

MEMBERS)

DEPARTMENT MANAGER

WEEKLY CHECK-IN

EVERY FRIDAY BY 1PM

E-MAIL

TEAM MEMBERS

DEPARTMENT MANAGER

ACTION ITEM LOG ONGOING E-MAIL SECRETARY ALL PARTICIPANTS

PROJECT STATUS EVERY 3 WEEKS

PAPER COPY TEAM MEMBERS PROJECT TEAM

STAKEHOLDER/ CUSTOMER

PROGRESS REPORT

AS SPECIFIED

IN

COMMUNICATI

ONS PLAN OR EVERY 5 WEEKS

PAPER COPY PROJECT MANAGER STAKEHOLDER/CLIENTS/ CUSTOMERS

LESSONS LEARNED AFTER EACH ITERATION OF PROJECT

UPDATE PROJECT SCHEDULE THEN E-MAIL

TEAM MEMBERS PROJECT TEAM/STAFF

SECURITY WEEKLY E-MAIL SECURITY REPRESENTATIVE

ENTIRE STAFF


2015 Growth Plan

Page 42 of 42

REFERENCES

ADT Security Services (2015). Food and Beverage Solutions. Retrieved from: http://www.adt.com/business/food-and-beverage-business-solutions

City of Chicago (2015). Inspections, Permitting, and Licensing. Retrieved from: http://www.cityofchicago.org/city/en/progs/inspectionspermitting/retailfood.html

Coffee Shop Manager (2014). Coffee Shop Manager Enterprise Solutions. Retrieved from: http://www.coffeeshopmanager.com/product/coffee-enterprise-solutions

Culligan (2015). Water Softeners. Retrieved from: http://www.culliganchicago.com/culligan-products/culligan-water-softeners

Schaerer (2013). Self-Service Machines. Retrieved from: http://www.schaererusa.com/equipment_detail.php?SmallID=0002.0002.0000.0000

Peach Suite (2015). Cappuccino/Espresso Machines. Retrieved from: http://www.peachsuite.com/246-dfhtouch2milkfs/schaerer-usa-dfhtouch2milkfs-040390-00010eus-coffee-art-touchit-two-milk-finesteam-dfhtouch2milkfs.html?gclid

Web Restaurant Store (2015). Commercial Restaurant Supplies. Retrieved from: http://www.webstaurantstore.com/

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